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By Daniel Farey-Jones

If you were unfamiliar with MediaMonks and want to know more about the company that Sir Martin Sorrell has made his first capture, read on.

When MediaMonks was founded in 2001, its founder Wesley ter Haar and chief executive Victor Knaap (who joined in 2003), were both in their early 20s.

It began in a basement as a digital design boutique in Hilversum, Netherlands, (a city about a half-hour from Amsterdam) and has since cemented its place at the top of the global advertising creative community, helping some of the world’s most-recognised agencies create digital experiences for brands.

It would be another decade before Sir Martin Sorrell’s WPP bought AKQA for $540m (£407m) and rival Publicis Groupe snapped up LBi for a similar sum, as the holding companies’ appetite for digital agencies peaked.

At that time ter Haar and Knaap, MediaMonks chief executive since 2003, were in the early stages of building up their agency from a minnow to the $350m catch it became this week.

They had just opened their first international office, expanding to London in 2010 on the back of work in their home market, often via big-name agencies, for clients such as McDonald’s, Procter & Gamble and Samsung.

Since then MediaMonks has grown from two offices to 11 across Europe, the Americas, Asia and the Middle East, and from 100 staff to 750.

The list of clients availing themselves of its digital content production and ecommerce services now includes Adidas, Amazon, GE, Google, Hyundai, JAB, Johnson & Johnson, Netflix, 3G and Weber.

It expanded its presence on the US West Coast, as well as digital production, with the acquisition of Los Angeles based VR specialist Stopp in 2015.

“While [MediaMonks] has proven its expertise building digital platforms and campaigns, MediaMonks had made few forays into the world of VR,” Campaign US reported at the time.

“Media Monks was pretty much the last of the independent digital agencies of a decent size,” said AKQA’s chief executive Ajaz Ahmed in response to yesterday’s deal.

Recent work includes an immersive game for British Airways in 2015, a ‘Memory Line’ online experience for Cadbury in 2016 and a 360-degree video tour for Burt’s Bees in 2017 (below).

MediaMonks was involved in 18 winning entries at this year’s Cannes Lions, including contributing digital production to the ‘Evert45’ work that won the Grand Prix for Entertainment for Netherlands telecoms company KPN. It taught children about the Second World War by imagining a child of the time’s video and social media diary.

Its festival presence has included a high-profile party for several years running, while ter Haar chaired the Digital Craft Lions jury in 2016.

Ter Haar recently told the journal of SoDA (Society of Digital Agencies), of which he is a board member, about his approach to innovation:

“At MediaMonks we hire or acquire against an internal innovation roadmap based on where we see the confluence of people, products and platforms are headed.

“For us, that has meant the acquisitions of a VR-first production company and a connected commerce company, the launch of a digital-first content company and a hiring spree to bolster our AR capabilities.”

Ahmed went on to wonder: “Is S4 Capital a holding group like WPP, or is it more of a buyout firm?”

“It’s more likely a buyout firm and therefore the end game for MediaMonks will be the company is sold again a few years down the line, once it has generated more revenue and profits.

“It could well end up being re-sold to Accenture Interactive, another consultancy firm or a holding group, once S4 Capital realises more than its significant investment in the company by using it as a platform to maximise the value prior to the next sale.”

Ter Haar and Knaap are savvy operators who previously sold a stake in MediaMonks to private equity firm Bencis and they used JEGI Clarity, the boutique investment bank, which sold Adam & Eve to Omnicom in 2012, to advise on the sale to S4 Capital.

Adam & Eve’s founders ended up getting an estimated £110m as their earn-out maxed out.

MediaMonks will hope they have cut as canny a deal by taking shares in S4 Capital, rather than an earn-out.

However, the founders insist they have not “sold out”

As they say on their website: “We founded MediaMonks 17.5 years ago, we never sold out, but are excited to buy in to the vision of Sir Martin Sorrell to create the next platform for our industry.”

They also promise the “same Cannes celebrations and same creative culture”.

By Daniel Farey-Jones

Sourced from Campaign

Chrome is the biggest web browser. Use these extensions to get it to work for you

Chrome’s web store is full of little digital gadgets to help make your web browsing simpler, more productive, and more enjoyable. Here are our top ten extensions that tick those boxes and are all downloadable for free in a matter of moments.

Social Blade

Compatible with YouTube, Twitch, Instagram and Twitter, Social Blade feeds you knowledge about the videos you watch. A user’s followers, estimated ad earnings and views are shown in an interface next to what you are watching, letting you check how your favourite users and rivals are performing. Get the extension here.

Cite This For Me

Anyone who needs to show the source of their information, be it for an essay or a presentation, will find this button exceedingly useful. It quickly cites the webpage you are looking at in one of four citation styles, which can then be saved for later or pasted into a document. Click here to find out more and install the extension.

LastPass

LastPass means you only have to remember one password to keep all your other login details together in one place. It will also help keep your other accounts secure by generating super secure passwords that it will fill in automatically as needed. There’s space for notes for offline information that you want to be well protected too. Install it here.

Colorzilla

When you simply have to know the precise hue of something online, Colorzilla’s eyedropper can check any pixel and tell you. You can then paste that colour’s data into another programme or adjust the values and save it within the extension for future reference. It’s an invaluable extension for digital design work. Get the extension here.

TinEye

When finding the source of a picture’s proving difficult, try TinEye’s reverse image search. It focuses on the closest possible matches instead of just similarity, making it useful for finding originals, higher resolution versions, or checking for online fakes. The extension itself makes searches available in only a couple of clicks. Install TinEye’s Chrome extension from here.

Unpaywall

For those who want to read academic papers without stumping up for subscription fees. As you look for research, this extension searches for free (and completely legal) versions of the same articles, and pops into view if it finds a match. A potential saver of both time and money. Get it here.

Save to Pocket/Instapaper

Either of these extensions will let you to save web pages and articles for reading on your synced devices later, even without an internet connection. Both have premium versions too, if you want to support the developers and get extra features in return. Get Pocket and Instapaper’s extension here.

The Great Suspender

It’s all too easy to open absurd numbers of tabs in your browser. The Great Suspender helps to manage your computer’s performance by stopping abandoned tabs until you click back on them. There is a lot of room for configuration too, the extension able to keep certain sites open indefinitely, or unload others after a shorter period of time. Install it here.

Backstop

It’s happened to all of us. One bad key press and you’re on the previous webpage and all the info you were just typing into that form has disappeared. This simple extension stops your backspace key from taking you to the previous page, saving you from wasted time and frustration. Get it here.

Sourced from WIRED

By

Google has confirmed to Ad Age that an industry trade body tasked with deciding which “annoying” ad formats web browsers should block largely used its data and research methodology to do so. The trade body, known as the Coalition for Better Ads, last year publicly presented the material in full with Google and 18 company employees’ names removed, describing it as “the Coalition’s research.”

By not crediting the search giant for its research, the Coalition had until now effectively insulated Google from potential new unwanted attention to its influence over the web, which could raise questions of transparency at a critical time for the search giant: The company was hit with a $21 million fine last Thursday after the Competition Commission of India said it abused its dominant position in the online ad search market.

And in August, after Google said its Chrome browser would block ads according to Coalition criteria, European Commissioner for Competition Margrethe Vestager said her organization “will follow this new feature and its effects closely.”

After first sourcing its foundational research methodology to unnamed “members,” the Coalition has also confirmed that the work originated at Google. It emphasized that a broad group of members oversees the research and standards it adopts, and that further research has been done by others.

“The Coalition obtained the rights to publish the underlying research methodology from Google and to use it for ongoing research of consumer ad experience preferences in global regions,” the Coalition said in a statement. “This research effort is overseen by the Coalition’s Standards and Research Committee which includes a cross-section of Coalition members.”

Google said in a statement that it conducted research in April 2016 into poor consumer experiences on the web. “In October 2016, the newly formed Coalition for Better Ads asked member companies to share any research that had been conducted,” it said. “Google along with Facebook, Teads, the IAB Tech Lab and Washington Post, submitted their existing research as requested. In late 2017, the Coalition conducted additional research to define which ad experiences online were acceptable and unacceptable. In March 2017, the Coalition announced the initial Better Ads Standards based on this body of research. In addition, the Coalition has a dedicated Standards and Research Committee, which includes both companies and industry trade groups. Google is a member of this committee.”

When asked last week why its name wasn’t on the research on the CBA’s website, a Google spokeswoman said, “The Coalition for Better Ads made the decision as to what to publish and not to publish on their website.”

Chrome will gradually begin enforcing the Coalition standards starting Thursday.

Once enforcement is fully enacted, the browser will block all ads on websites—including those that aren’t “annoying”—should the publication be found in violation of Coalition standards and thresholds. The Coalition will grant publishers that volunteer to participate a period of time to defend themselves or address potential violations before ads are blocked.

Although the Coalition is devising standards for any participating browser to follow, Microsoft is the only other Coalition member that also has a browser. It told Ad Age last week that it has no plans to follow in Chrome’s footsteps. Firefox and Apple are regarded as longshots to join the Coalition, according to several high-level executives familiar with those conversations.

Blocking the blockers

Marketers, ad buyers, publishers and tech companies including Procter & Gamble, GroupM, Facebook, the Washington Post and Google announced the Coalition in September 2016 as a collective effort to undermine consumer demand for ad blockers.

The plan was to eliminate the worst ad experiences for users—like videos that play automatically with the sound on—in order to reduce the siren call of blocking software that lies outside the industry’s control.

“The Coalition’s research identifies the ad experiences in both North America and Europe that ranked lowest across a range of user experience factors, and that are most highly correlated with an increased propensity for consumers to adopt ad blockers,” it said in its initial press release, which did not bring up Google outside a roll call of members in the boilerplate. “These results define initial Better Ads Standards that identify the ad experiences that fall beneath a threshold of consumer acceptability.”

Public eye

Google knows many people are wary of its sway over digital media, says Nick Lee, a professor of marketing at Warwick Business School.

“They are very worried about perception when it comes to that kind of stuff—the perception of not just actual power, but that they are starting to control the data around these issues,” Lee says. “And maybe that is something they don’t want to be necessarily known for.”

Industry members say they embrace the fight against intrusive ads and consider Google’s research approach sound. Before sharing its research with the Coalition, Google sought feedback from the Interactive Advertising Bureau, publishers and ad-tech vendors after making them sign non-disclosure agreements, according to people familiar with the process.

When the Coalition asked members to submit any research they had, not just Google but Facebook, The Washington Post, Teads and the IAB Tech Lab complied. Coalition members ultimately chose to start with Google’s work.

“It’s as if they are caught between a rock and a hard place,” Lee says. “No matter how much of a good job they think they are doing, they don’t want the world to think they are controlling everything.”

Rivals in the digital ad ecosystem could cite Google’s influence as a reason to question the Coalition’s standards.

It remains unclear whether regulators would take an interest in the Coalition, says James Speta, a law professor at Northwestern University who specializes in internet policy and telecommunications.

“If it can be shown that Google manipulated the standard setting process, that would be a concern to the Federal Trade Commission,” Speta says. “The underlying issue in cases like these is how transparent is the trade body, and how fair is it? Was everyone able to see what was going on?”

Feature Image Credit: istock

By

Sourced from AdAge

By Steve Thomas.

When it comes to emerging technologies and marketing, most of the conversation today typically focuses on apps, social media and how to take advantage of consumers’ growing dependence on their mobile devices.

That’s all well and good for driving customers into your store or restaurant, but then what? In-store or point-of-sale marketing and merchandising is still the key to converting shoppers into buyers, but that doesn’t mean you have to be “old-school” about your signage and displays.

One of the most exciting new developments is spot High Definition printing, and a growing number of retailers are discovering the power of this technique to drive purchases of premium and/or ancillary items.

At Windsor Marketing Group, we recently commissioned Bentley University’s Center for Marketing Technology to measure the impact of our spot HD printing on consumer behavior. We asked Bentley to measure the impact of spot HD on consumers in order to better understand how different types of printing techniques affect what viewers see and what they recall. The study was specifically designed to focus on ability of next-generation digital printing to make a visual more attractive and memorable to viewers, creating sensory and appetite appeal, and ultimately, purchase intent.

The research team fitted a sample group of consumers with special glasses designed to measure the movement of the eyes. Participants were then shown visuals using traditional High Definition (HD) and Conventional print techniques, and another using Spot High Definition produced with WMG’s cutting-edge G-traxTM system.

The results surprised even us, and produced four key findings regarding the impact of spot HD printing compared with standard HD and conventional printing:

Finding 1 (Focus Speed): On average, spot HD printing attracted eyes to the target focal area 8.2 percent faster than conventional printing methods.

Finding 2 (Focus Duration): On average, eyes remained focused on the area using spot HD printing 15.3 percent longer.

Finding 3 (Upsell Purchase Intent): Purchase intent for a higher-priced or premium version of an item highlighted by spot HD printing increased 28.7 percent over traditional HD and 59.7 percent over conventional printing.

Finding 4 (Ancillary Item Purchase Intent): On average, consumers were eight percent more likely to purchase an ancillary item such as a bottle of wine that was merchandised with a primary item such as a pizza or steak when the ancillary item was printed in spot HD vs. conventional techniques.

Using this data, we develop our Hierarchy of Signage, an in-store marketing effectiveness execution model through which we work with a retailer to evaluate their  marketing objectives against available solutions based on sound, measurable insight, and then determine the solution that best accomplishes them.

This result is the creation of a practical tool that we use with retailers to impact the speed at which in-store marketing is noticed as well as the length of time that a customer stays focused on it. This then translates into favorable purchase intent and when used to promote premium or add-on items, can build basket size and impulse buys.

How can this translate into your restaurant?

The owner of a pizza restaurant wanting to drive wine sales, for example, could use Spot HD printing on a glass or bottle of wine pictured with a pizza on signage and POS materials. Research shows that by doing so, the owner will increase the likelihood that customers will purchase the highlighted item than if it were printed using traditional techniques.

The implication of this research for retailers is critical as they continue to search for ways to drive incremental sales in an increasingly competitive environment. The results clearly show, especially when all findings are considered together, that advanced printing technology such as spot HD can have a measurable positive impact on grabbing a customer’s attention and influencing their purchase intent and impulse buys.

By Steve Thomas

@WindsorMG | Website

Steve Thomas is Chief Marketing Officer for Windsor Marketing Group (WMG), which produces in-store marketing solutions for many of the world’s premier retailers, serving more than 3,000 clients from some of the most respected retail chains in the U.S.

Sourced from Modern Restaurant Management

By .

he mobile search landscape has changed immensely in recent years, transforming how consumers engage with brands and discover new products. But the change of pace has left some brands struggling to keep up, wondering just how hard mobile is working for them, and whether their brand proposition is really translating to the small screen.

It has led to many making what are, in 2017, some fundamental mistakes with mobile strategy. Here are six of the biggest:

The ‘m-dot’ site

When the ‘mobilegeddon’ update first reared its head in 2015, it unsurprisingly caused panic in the digital ecommerce sector. This was an update that threatened to dramatically harm the web visibility of those brands that weren’t delivering a mobile-friendly experience, and it was an update that would kick-in not very long after it was first announced – certainly not long enough to align all of the necessary stakeholders and plan, build, test and launch a completely new site.

Many brands responded by launching what became known as m-dot websites – essentially copies of a desktop website that were tweaked for mobile and appear on an m.website.com or mobile.website.com sub-domain. It was a quick-fix solution, allowing brands to meet the criteria that would see them becoming a ‘mobilegeddon’ victim, but avoided the need to go through a lengthy web redesign and build.

But now Google is warning brands that it wants to see the end of the m-dot, claiming that the mobile-first index may not index m-dot sites effectively. Throw in the increased risk of broken redirects and duplicate content that come with an m-dot, and the time really has come for you call in the designers and go responsive.

Being deaf to voice search

In June 2017, a Think with Google survey found that 57% of people would use voice search more if it recognised more complex commands, and 58% of respondents said they would like more detailed results when using search.

Think about how you can make your existing keyword strategy more conversational, to reflect the way in which your audiences are going to interact verbally with their mobile or smart devices – particularly if your site features a lot of ‘how to’ content on its site. A desktop search for ‘flights to London’ could very easily become ‘when is the next flight to London?’ or ‘what is the cheapest way to get to London tomorrow morning’. Could your current content answer that query?

Not thinking about your long-term app strategy

A survey by Localytics found that 60% of people who download an application become inactive within 30 days, whilst data from Quattra shows that the daily active user rate drops 77% the first three days after an app is installed on a device.

Mobile apps are not, in themselves, a flawed marketing channel but if you are going to invest in developing and maintaining one, think carefully about how you are going to avoid the graveyard of unused apps that lies on practically every smartphone in existence.

Is your app simply an extension of your mobile site? If so, then think about why you actually need one. What does your app offer that your users can’t get or would find more difficult to get elsewhere?

Think about how you would use your app to re-engage and reconnect with your audiences throughout the customer journey, using your data to provide personalised messages and push notifications that will resonate with them. Just remember not to over-use tactics like push notifications as they can get irritating (particularly if you are just pushing offers and sales messages).

Bombarding users with ads

Speaking of things that are irritating, ads on mobile. Obtrusive adverts are annoying on any platform, but on the small screen of mobile, they are even more of a user experience faux-pas.

If you are advertising to consumers on mobile, make sure that it isn’t your brand that is frustrating what should be a seamless and enjoyable user experience with an intrusive and impossible to dismiss pop-up or interstitial. Not only does it frustrate users and harm the brand, it can also harm your organic search visibility.

Ignoring your audiences’ neighbourhood

So-called ‘near me’ searches are growing at a rate of 130% per year, and 88% of these searches are made using a mobile device, claims Google.

This trend is being driven by the way in which the customer journey is becoming much more integrated between desktop, mobile and offline. Consumers are turning to their devices for ‘quick reference’ queries – local shops and restaurants for example – and then making purchasing decisions across any number of channels based on that information.

It means that brands, particularly those with an offline presence, need to really think about how they are optimising their online presence for ‘near me’ searches, and thinking about the content that they serve to these audiences that works on a localised level, and could drive an in-store visit.

Consider the importance of implicit search variables, such as location, time, device, transport and previous search history, and ensure that you have content that can serve as many combinations of those searches as possible.

Failing to close the loop

Cross-device tracking remains one of the biggest challenges for marketers, as multiple devices and multiple communications channels converge to create a much more complicated customer journey.

Google is working hard to close this loop as much as possible, with Google Attribution rolling out to provide much better integration between AdWords and Analytics, and it is continuing to use user data and search history to ‘join up the dots’ as much as possible.

Different organisations will have different approaches and different models to understand how different devices and channels contribute to the overall buying journey, and the model that you adopt will ultimately depend on your brand objectives for your mobile strategy. However, if you are using a last click model of attribution, then it is highly likely that you are either under or over-estimating the value of mobile, depending on the nature of the brand and the product.

By

Michael Hewitt is a content marketing manager at Stickyeyes, and is behind the agency’s guide to mastering your mobile strategy.

Sourced from THEDRUM

By

Editor’s note: this is a transcript of a keynote speech that The Drum Promotion Fix columnist Samuel Scott delivered today at 3XE Digital in Dublin, Ireland. This post is a substitution for his next regular column, otherwise scheduled to be published this coming Monday, while Scott is now on vacation. His next column will appear on Monday, June 5.

Thank you for the introduction. This is my first time in Ireland, so it’s great to be here and see the Emerald Isle. I only have 20 minutes here to go through just a small number of the falsehoods that a lot of you probably believe, so let’s dive right in.

Note: this talk is rated 12-A in the UK and Ireland and PG-13 in America. Parental guidance is suggested because there will be some strong language.

If the greatest trick the devil ever pulled was convincing the world he did not exist, then the greatest trick that the sellers of certain marketing software have pulled for the last decade was convincing marketers that advertising is dead.

For years, so-called experts proclaimed the death of advertising and so-called ‘outbound marketing’. In 2004, Jim Nail of Forrester Research said we’re seeing “the end of the era of mass marketing”. In 2009, Bob Garfield of Ad Age wrote that “the post-advertising age is underway”.

For years, we all saw countless articles and pundits saying that advertising is dead or proclaiming that it soon will be. And you know what they were? Completely and utterly wrong.

Yes, print advertising has declined and a few other forms have remained level. But TV advertising has increased – more on that later – and digital advertising has skyrocketed. When you look at total ad spend across all channels, you see that advertising is very much alive. But tell me again that advertising is dead.

By now, in 2017, I hope that everyone here already knows that advertising is far from dead. It’s not even mostly dead. So, why am I introducing this talk with this lie? Because we are hearing similar bullshit today – but on other topics.

For 10 years, companies selling marketing software and people with agendas spread the lie that advertising was dead to sell more software and benefit themselves – even though it was clear to anyone paying attention that they were wrong. And no one ever calls them out on their lies even though anyone selling widgets is always going to say that everything that is not a widget is bad.

I see many similar lies being spread today, so I use my talks as a keynote marketing speaker around the world and my regular column in The Drum to counter them because I care about the work that we do.

Before I worked in marketing, I was a journalist and newspaper editor in my first career. But I still apply the same critical and objective analysis that I used in journalism when I discuss the marketing industry today.

So, let’s go on to the other lies that are continually repeated today.

Seth Godin in 2008: “Content marketing is the only marketing left.” Every person I know who works in brand advertising would beg to differ. Every person I know who works in PR would beg to differ. Every person I know who works in direct response advertising would beg to differ. Seth Godin was wrong.

In 2011, the Hubspot blog published a post that stated: “We honestly believe that outbound marketing is dead.” No, you do not. You honestly believe in spreading the lie that so-called ‘outbound marketing’ is dead because you sell software that you brand as the alternative.

I mean, seriously – could you be any less subtle?

One problem with so-called ‘inbound marketing’ is that most of it is still ‘outbound’ by the very definition of those who use the term. If you publish new blog posts – which are often ads by other names – you are pushing them ‘out’ to search engines. You are pushing them ‘out’ into the world by posting them on social media and in online communities. It’s still ‘outbound’. Website traffic will not magically appear unless you push something ‘out’ in the first place. Marketers ‘interrupting’ consumers is still very much alive and well. Google interrupts search queries with ads. Facebook interrupts our interactions with friends and family members with ads.

But the real problem with so-called ‘inbound marketing’ and ‘content marketing’ is that it’s just a different way to say good, old-fashioned ‘marketing communications’ – but that is harder to sell.

For those who have never studied traditional marketing, we have always had the four Ps of product, price, place and promotion. Under promotion, you have the marketing promotion mix of brand advertising, direct response marketing, public relations, sales promotion, personal selling and, as I argue today, SEO.

On the left, you have a classic direct response advertisement that was made by David Ogilvy. Headline, informative text and graphics, and a call to action. On the right, you have the standard format of a blog post. Headline, informative text and graphics, and a call to action. It’s the same, exact thing.

Now, why is it that we put this in a newspaper and we’re doing ‘direct response advertising’, but if we put this on a company blog, we’re doing ‘content marketing’? The channel and the medium does not determine the creative. The marketing practice does not change simply because the channel changes.

Marketing communications is simply the formation of an idea, the insertion of that idea into a piece of marketing collateral or content, and the transmission of that collateral to an audience. That process occurs within one of the frameworks of the promotion mix. Same as it ever was. It’s all that content marketing is – we don’t need a new term that was conjured up by someone to sell ‘content marketing guides’ and tickets to conferences like what the Content Marketing Institute does.

Almost every example of ‘content marketing’ that I see is just an example of traditional marketing communications.

In 1971, Coca-Cola put out the famous ‘I’d Like to Buy the World a Coke’ ad on TV. In 2015, Coca-Cola redid the spot and put it online. It’s the exact same thing. So why is it that when we put something like this on TV, it’s called ‘advertising’, but when we put it on the internet, it’s called ‘content marketing’ or ‘social media marketing’? Why are digital marketers so afraid of the word ‘advertising’ when we create ads? Oh, yeah – it’s because advertising is supposed to be dead.

I have seen publicity stunts, direct response campaigns, brand advertisements and more all deemed to be ‘content marketing’. And if a word means everything, it means nothing precise or useful because different types of marketing collateral and campaigns have specific best practices and times when to use and not to use them.

And at the worst, it’s just an excuse to flood the internet with useless crap as a way to get as traffic back to a website through any means necessary. Even if it hurts the brand in the long term.

The next lie. For the last 10 years, countless gurus and experts have told us that people want to have relationships with brands on social media. That brands should act like real people and ‘engage’. And all of these gurus and experts told us these things without ever offering any proof or evidence that what they were saying was true.

I’ve got an experiment for you. Go up to your friends – normal people, not anyone who works in marketing – and ask them to look back at their most recent 100 actions on Facebook and Twitter. What percentage will be engagements with brands? It will not be very long.

Another experiment. Go in a grocery store and ask random people if they want to ‘have a relationship’ with any of the brands in their shopping carts. They’ll probably punch you in the face for being a pervert.

Now, let’s look at what the numbers actually say. Take a second and read this data from Forrester Research. In the end, only 0.02% of Coca Cola’s users in the UK – that’s 5,500 people – will “engage” with a given Facebook post. In terms of advertising reach, that’s as effective as Kendall Jenner giving a Pepsi to a police officer in riot gear.

Too soon?

Oreo’s Super Bowl tweet is considered the ‘best’ example of social media marketing to date. Marketing professor and writer Mark Ritson ran similar numbers and found that the tweet reached less than 1% of Oreo’s target market.

The most ambitious attempt at social media marketing was the Pepsi Refresh Project in 2010. Pepsi moved millions of dollars in ad spend from TV to social media. What was the result? A loss of $350m in sales, a decrease of 5% in market share, and a fall to the #3 brand in the United States behind Diet Coke. Diet Coke.

Social media was never going to be about brands engaging with human beings. People want to talk with other people on social media, not brands. But where social media can be effective is as a communications channel over which we can execute campaigns within the promotion mix.

There will be no ‘social media jobs’ in five or 10 years. Advertisers will do advertising over social media. PR people will do media relations and community relations over social media. Customer support people will do customer service over social media. Just like we can do any of these activities over email, the telephone, or TV – and no one ever used the phrase ‘TV marketing’. Social media is just a new set of mediums over which we can do the same old marketing activities.

But in the end it will come down to this. There are 2bn people on social media. What do you think they want marketers to do? To leave them the hell alone. Why do you think so-called ‘dark social media’ is becoming so popular in a world in which adblocking might lead to the death of adtech and martech?

And now for the final lie of the day: ‘television is dead’.

For the past 15 years, we’ve heard predictions that TV will die. A lot of random numbers get thrown around, but what does the real information actually say? Here is some data from my most recent column on The Drum.

For all 18+ adults, people spend the roughly two-thirds of their media use each day on live television and AM/FM radio. Despite the rise of social media networks and streaming television over the past 10 years, the amount of TV viewed on a television set each day has declined in the past decade by a whopping four minutes.

84% of all TV viewing is done live. For every hour of streaming TV that people watch, they watch more than five hours of live TV. Only 15% of households have streaming-only television. 70% of people have cable or satellite TV, and those of them who use streaming options do so as a supplement and not as a replacement.

Now, from advertising to content marketing to social media to TV, why do we make so many bad assumptions and believe so many wrong facts? Simple: we have believed the bullshit that companies selling software and experts with agendas have told us over the past 15 years.

To quote Ad Contrarian Bob Hoffman, “nobody ever got famous predicting that things would pretty much stay the same.” The best way to get attention is to say that everything has changed – and, conveniently, that you have the best solution in response.

Of course, it’s a lie most of the time – marketing communications does not really change that much. A company that sells inbound marketing software is going to tell the world that outbound marketing is dead. A company that sells content marketing courses and tickets to Content Marketing World is going to say that content marketing ‘is the only marketing left’.

So what happens is that these companies put out studies and give conference presentations that always proclaim that something or other has changed – and we believe them even though they rarely offer proof or evidence and are always certainly biased. The studies are almost never scientifically credible when you look at the methodology.

And all of this causes us to have tunnel vision and work in an echo chamber where all of these falsehoods are repeated over and over again. It leads to a ‘false consensus effect‘ throughout our entire industry. It’s why marketers, who should be the most cynical people on the planet after journalists, are surprisingly susceptible to bullshit.

And it leads us to becoming bad marketers because we create bad strategies based on bad assumptions.

Here’s one. We talk about social media all the time. There are entire conferences devoted to it. We’re all probably on social media constantly – and people in this room are probably tweeting comments about our presentations as we are talking. And we assume that everyone uses social media as much as we do.

But here’s a secret: we marketers are not normal people. According to Thinkbox in the UK, 93% of marketers have used LinkedIn in the past three months. Among all other people, it’s 14%. 81% marketers have used Twitter. Among others, 22%. My favorite statistic: 47% of marketers read BuzzFeed, but only 5% of normal people do. We are not the audience for most of our products and services, but our choices of media mixes all-too-often imply that we are.

So, what does this mean? Should we forget about social media? Should we focus on TV and think more about advertising?

Well, the answer may surprise you: yes and no. Anyone who recommends that a certain marketing tactic or medium is always the best is also selling something.

The truth is that the internet did not change that much in terms of marketing communications. What has changed is that we have an additional set of channels that we can choose to use in our campaigns and that those channels allow for different marketing collateral formats.

It all comes back to the marketing promotion mix. Marketing communications always has been and always will be the creation and transmission of marketing collateral across channels within specific frameworks. In 2017, we have the choice of mediums ranging from TV and print to social media, blogs and ad networks to, probably soon, virtual and augmented reality.

But here is the key: we need to be realistic about the strengths and weaknesses of different channels. We need to segment and research our target audiences to determine which channels are truly the best ones to use. What mediums are our target audiences actually using? We cannot rely on the alleged wisdom of companies with something to sell and experts with agendas.

Sometimes TV is a good medium for a specific purpose; sometimes not. Sometimes social media is a good medium; sometimes not. Usually, we need to include online and offline activities in our promotion mixes to achieve the best results. Being digital-only is often a mistake, especially when so much of the data is completely wrong and a lot of money is lost to online advertising fraud.

We need to be strategic and channel-neutral in a world of integrated online and offline marketing. There is no ‘offline marketing’ and ‘digital marketing’. There is only marketing.

For those who are interested, here are links to my columns in The Drum and other information that goes into more detail into what I have presented here.

If anyone has any questions or comments, I’d love your feedback. I just hope that after this talk, all of you will be just a little more skeptical about what people like me tell you at conferences and in articles.

The Promotion Fix is a new, exclusive biweekly column for The Drum contributed by Samuel Scott, director of marketing and communications for AI-powered log analysis software platform Logz.io and a global keynote marketing speaker on integrated traditional and digital marketing. Follow him on Twitter and Facebook. Scott is based out of Tel Aviv, Israel.

By

The Promotion Fix is a new, exclusive biweekly column for The Drum on integrated traditional and digital marketing written by former journalist and current marcom director and global marketing speaker Samuel Scott. Follow him @samueljscott.

Sourced from The Drum

Sourced from CRAIN’S New York Business

Time Inc. is planning to sell some magazines or other properties as the struggling publisher tries to push ahead with a digital strategy and move past months of talks with potential acquirers.

The owner of Sports Illustrated and People will look to offload “relatively smaller” titles in its portfolio and other “non-core” assets, chief executive Rich Battista said Wednesday on a conference call. He didn’t name the assets.

Battista added that Time is open to joint ventures with other companies and interested in an outside investor who could provide capital “for a particular opportunity.”

Last month, Time announced that it was sticking with its online strategy rather than sell itself after months of negotiations with potential suitors, including Meredith Corp. and a group including Pamplona Capital Management and Jahm Najafi. New York-based Time was said to be holding out for more than $20 a share.

The shares slumped as much as 19% to $12.20 on Wednesday. The magazine publisher reported first-quarter revenue of $636 million, missing the $642 million average of analysts’ estimates. Its net loss widened as print advertising sales declined 21%. It also cut its dividend. Like other magazine publishers, Time is struggling to transform itself as print advertising dries up and the lion’s share of digital advertising dollars goes to Facebook Inc. and Google.

The magazine owner has spent months restructuring its business and replacing senior management, hoping to persuade advertisers to pour money into its magazine titles. This fall, Time plans to introduce a Sports Illustrated online video service with documentaries and insights from the magazine’s reporters, part of its growing push into video. Some of Time’s smaller titles include Sunset magazine and What’s On TV, which is based in the U.K.

Investor challenge

On an earnings conference, one of its investors demanded more detail about Time’s strategic plan.

“You constantly refer to this strategic plan, but you provide no numbers for the shareholders to basically grasp what this company will look like in two or three years,” said Leon Cooperman, of Omega Advisors Inc., which owns 3.9% of the magazine publisher, according to data compiled by Bloomberg.

“I think it’s incumbent upon the company to share with the shareholders, the people that have the money invested, what the strategic plan would yield,” Cooperman said. “Because I’m pretty confident that this company can be sold today at at least $18 a share.”

Cooperman urged the company to hold an analyst day and reveal its strategic plan in more detail. “Then we can make an intelligent decision whether we should agitate for a sale or be patient and give you guys a chance to do your magic,” he said.

Battista replied that Time hired an adviser to cut costs and believes it can reach $1 billion in digital revenue, but did not provide a timeline. In an interview, Battista said the company would provide some profit guidance going forward and “other insights when appropriate.”

“We feel really excited and confident in our plan,” Battista said.

Sourced from CRAIN’S New York Business

By MediaStreet staff writers

“Today’s modern school is in a constant state of flux,” says Mark Christensen. A former teacher and administrator, and school board member, he now works in the Ed Tech field. “I have really come to appreciate how technology can be used to improve student engagement, promoting a school or college’s unique mission, and making it is easier to connect with alumni. We live in a modern world that revolves around technology and it must, therefore, be implemented properly.”

According to Mark, there are seven key reasons as to why it is hugely important that people properly manage their online footprint. “By understanding these seven reasons, and implementing them within the communication strategies of your educational establishment, you will be able to develop an excellent online presence.”

1. Take Charge of Perception

Technology is one of the best public relations tools at your disposal. If managed properly, then you control the message and how people perceive you and your school. You must be proactive in this; regularly sending out new positive messages.

2. Take Control of Your Brand

You must make sure that your tone is consistent in how it looks, feels, and sounds. Start by looking at your social media profiles, such as Facebook and Twitter, and make sure they look the same. This is your only opportunity to make that all-important first impression. It will take a visitor just a single second to see whether or not they want to follow you. There are some key things to consider in this, including ensuring that:

The way your profile looks is consistent with your brand’s vision and mission.

You have a clear and concise bio that makes it clear who you are.

You have a good ratio of followers to following, so that you can increase your overall credibility. By following others, you show that you care.

3. Build a Community Through Interaction

You can speak with businesses, alumni, students, and parents in real time. They will contact you using their smart devices, which means they expect real-time information as well. At the same time, other people can see the conversation and how it is responded to. This means that you can really be active in what people see. You can launch and promote campaigns and events, making sure that everybody knows what is going on. If you connect with people, they are more likely to invest in you as well.

4. Be Relevant and Timely

For instance, let’s say that a VIP is visiting your school campus, that a graduation ceremony is about to take place, that your college team won a big sports event, or that you have recruited a new important faculty member. You must report this straight away, because it will become old news more quickly than you can imagine. Your audience wants to know what is happening right now, not what has happened weeks ago. You must engage your community through relevant content, speaking to them as real human beings. Don’t be afraid to ask questions, or to post tweets with humour and honesty. Most importantly, make sure your content is valuable and awesome, bringing something of value to your audience.

5. Make Sure Important Information Is Shared

You have to make sure that if something is happening, people get to know about it in plenty of time. Try to get insight from your audience on upcoming activities, asking them to comment or post, or otherwise engage in what you are doing. By reading what they mention on your social media pages, you can gain a real insight into what they want.

6. Remember that You Are Being Watched

If you want to own something, you have to say it first. Hence, remember that there are people you want to reach who haven’t quite found you yet. Promote your school and its community, spirit, and mission whenever you can. Make sure that your content is valuable and unique, as well as being fresh at all times. People who may accidentally come across you, or who are researching you without you knowing it, will appreciate this.

7. Make Sure Your Content Is Properly Managed and Organised

You need to make sure that it is easy for your readers to navigate through your news stories, pictures, and other posts. Have a good content library present where people can find what they want through an easy search function. This is the only element that you should reuse, but make sure it is repurposed as well.

 

 

Sourced from medium.com

We live in an era where we can tell a virtual assistant like Amazon’s Alexa to re-order washing powder while we’re video chatting with friends across the globe and Googling how long it took to build the pyramids.

We can organise a weekend away with friends in a WhatsApp group and have a chat bot change the time of our flight.

But we have almost none of that technology at work.

It won’t be this way for long. Everyone, and not just millennials, clearly want more intelligent software at work. We’re moving from a workplace where Bring Your Own Device (BYOD) is the norm to one where Bring Your Own Software (BYOS) is the expectation.

The return of Clippy? Not so much.

Workplace technology doesn’t just need to catch up — it needs to leap ahead. The demands of a modern digital workplace call for innovations such as smart bots, micro applications, artificial intelligence, and team messaging.

A study of business leaders by outsourcing giant Capita found that 91% of HR Directors see automation as an opportunity, with 76% believing it will drive greater productivity.

Our previous blog post dealt with the dire state of software at work in contrast to the smart software we now have at home. Here, we’ll offer some solutions and set out a vision of a modern digital workplace.

1. The end of email
Two of the biggest roadblocks to modern productivity were actually building blocks in the past: meetings and emails.

Almost everyone hates meetings — it’s that sinking feeling your time would be better spent doing something else. It’s the same with email. According to research by McKinsey as far back as 2012, employees can spend as much as 28 per cent of their day reading and responding to emails. Yet meetings and emails still prevail as the primary time drain, despite there being clearly better ways of communicating and getting things done.

The benefits of a digital workplace go much further though. They can actually help make companies more flexible and agile, not to mention more attractive to talent.

Using modern messaging apps, a unified interface to work becomes possible, where conversations and applications come together in one place. Group messaging replaces email for projects, initiatives and team collaboration. Workflow and actions take place within the conversation, using intelligent bots.

Furthermore, the content within these faster, real-time conversations becomes an easily searchable resource of all past organisational knowledge.

2. Searchable information
Among the manifold problems with enterprise software, one of the principal shortcomings is the archaic user experience. The simple solution is to use an intelligent interface that can access the most relevant functions and data from within these enterprise systems and present them in a more intuitive and streamlined way.

Search remains a real problem at work — looking for the right information in so many different places. The rise of BYOS makes things worse, as people bringing more cloud applications into their work multiplies the numer of potential locations. How much time do you spend asking, “Was that file on Sharepoint or Dropbox? Where are we tracking that project?”

McKinsey found that the aforementioned employees wasting 28 per cent of their time managing email were spending a further 20 per cent on looking for internal information or for colleagues to help them with something.

By connecting your individual applications to a single intelligent app, a universal search function then allows you to search across all content and applications. That means work can be treated as a single entirety, rather than as bits of content scattered across numerous independent silos.

At last, a single search box for work.

3. Everyone gets an assistant
In modern offices, the directors won’t be the only ones with an assistant. Now, with digital assistants becoming smarter, more intuitive and easier to use, anyone within the company can have a Alexa-like helper.

The growing crop of digital assistants are becoming more mainstream, thanks to endorsements from celebrities like Alec Baldwin and Missy Elliott. However, these digital assistants have practical uses in the office. Instead of using a paper calendar or trying to remember a schedule, just talking to a digital assistant can save time and money — and keep employees productive.

4. Real-time data
Data is the lifeblood of modern organisations, offering insights into customers and processes that are critical to decision making. But how easy is it to have the right data to hand, in the right place, at the right time? Most useful data is hidden away in silo’d systems that are hard to access.

But a modern enterprise messaging platform can use micro-apps and bots to talk to these systems in realtime, from anywhere, and get the information you need. Often before you even realise you need it.

Internal data is even harder to come by. Want to know the internal dynamics of your company and gain sentiment analysis from its people? Good luck. Want to know how well your employees like a new programme you started a few months ago? No chance.

But it doesn’t have to be this way. We can use sentiment analysis, bots and natural language processing to talk to thousands of employees — anonymously if necessary — in seconds.

Executives and managers can easily take the pulse of the office and see what can be improved and what is working smoothly, rather than wait for anecdotal feedback when it might be too late.

Businesses deserve better
The verdict on meetings and emails is loud and clear. People don’t like them, they waste huge amounts of time and productivity — and therefore money — and they are holding businesses back. Intelligent workplace technology such as messaging, bots and micro-apps offer new ways of doing everything better. It’s not a case of if you move to better ways of working, but when.

The digital workplace isn’t just new software you use at work. It is a whole new way of working. It’s about working intelligently.

We’re Blink, and we’re building the intelligent interface to work. Blink connects to your existing applications and applies modern intelligence to cut through the noise, automate tasks and help you accomplish more.

Sourced from Medium