Babelfish Articles Oct 2011

Babelfish Articles
October 2011
Brian Crotty
Babelfish.Brazil@gmail.com

Articles that caught my attention this month

Index
1. Apps Become Mainstream In Brand Building
2. What Will Media Advertising Look Like In 2020
3. Online beats TV for ROI: study
4. Big brands embrace apps
5. Advertising Companies Fret Over a Digital Talent Gap
6. Yammer Adds Badges And In-Line Videos To Enterprise Communications App
7. How to Bring a Magazine to Life Online
8. Anatomy Of An Agency Infographic
9. Is Social Buzz Boosting TV Ratings?
10. Engage Your People
11. Web Influences Trillion Dollar Retail Sales
12. Eighty-six % of In-store, retail buyers search on generis verses branded keywords
13. Marketers: Post After Hours to Get The Most Out of Your Facebook Posts
14. APAC companies closing social media gap
15. McCann cuts jobs as CEO predicts death of agency model
16. Beware the Digital Disruptors: They’re Coming for Your Industry
17. Location-Based Marketing Is Changing Everything
18. How Non-Social Publishers Are Benefiting From Social Video Advertising
19. DEAR AMERICA: It's Time To Say A Big "Thank You" To Amazon
20. Collateral Material Critical To B2B Technology Purchase
21. Social Consumers and the Science of Sharing [INFOGRAPHIC]
22. CMO - The Chief Modeling Officer
23. The Most Dangerous Phrase In Marketing
24. Attribution Science: Blondes, Brunettes & Non-Converters
25. How Recruiters Use Social Networks to Screen Candidates [INFOGRAPHIC]
26. Moving from Transaction to Engagement
27. Battle For Aisle 12
28. Don't Bother Wowing Your Customers
29. 2012 Digital Planning Guide
30. DM9 lança Núcleo de Inteligência e Performance
31. Email + Social Integration: More Useful Than A Holy Grail
32. 3 Types of Mentoring You Should Offer
33. The Rise of Cross-Channel UX Design
34. "Cool." That's the only thing Steve Jobs ever said to me.
35. The Secret to Dealing With Difficult People: It's About You
36. Stop Procrastinating...Now
37. Red Bull Formula Face usa facetracking
38. Behind the rise of Jeff Bezos and Amazon:
39. Intel's Guide to the Future
40. How Facebook’s New Features Will Affect Digital Marketers
41. Branded Content Brings Ashton, Demi, and Tyra to Online Video
42. How to Build a Social Business
43. How to Effectively Scale: 5 Steps From an Insider's Perspective
44. TV ads give best results: study
45. CMOs On Social Media: Do As I Say

Babelfish Articles Oct 2011 Page 2

46. What Venture Capitalists Are Seeing
47. Fred Wilson Explains Why Most New Angel Investors Are About To Get A Seriously Rude Awakening
48. Unified Marketing - Going Beyond Integrated Marketing
49. Auto brands must go digital
50. Social Business Is No Longer Optional
51. Marketers face new tests
52. Perspectives on The New Facebook: Part 1
53. Perspectives on The New Facebook: Part 2
54. Perspectives on the New Facebook: Part 3
55. Welcome to a paradoxical new era for business.
56. Questions for Matt Spiegel, Digital Agency Vet and New Chief of Tap.me
57. The Straight Story on Display Auto-Optimization
58. What To Say On LinkedIn When You've Been Laid Off
59. Do You Know What Good Looks Like?
60. 7 Reasons Why Recruiters Like Facebook More Than LinkedIn
61. 5 Things to Do Every Day for Success
62. Would Don Draper Be Relevant Today?
63. Report: Ad Networks Raking in More Display Spend

Apps Become Mainstream In Brand Building
by Steve Smith, Yesterday, 5:05 PM
After a rocky start when costly and pointless “branded apps” seemed to be the rule in the early days of the iOS App
Store, many leading brands have settled into a routine of leveraging mobile applications as a part of their overall
promotional strategy. According to the latest report from app metrics company Distimo, the share of top 100 brands
represented in at least one mobile app store has grown from about 50% in March 2010 to 91% in September 2011.
The company notes an explosion of growth in this area just over the last six months. In March of this year, Distimo
counted 1,631 apps available across app markets from the top 100 brands, but in September that count had leaped
to 2,343 apps.
Disney and its many licensed properties across movie promotions and games leads the list by a wide margin with 636
apps, followed by Sony with 285. Much of Sony’s presence includes movie tie-ins and promos. Also prominent in
space are BMW with 63 apps, MTV with 62 and Cisco with 61.
Distimo says that the most successful and popular brands in the app stores are publishing across platforms, notably
iOS and Android. Apple remains the place to be seen, however, with 86% of top brands represented in the iPhone
store and 66% in the iPad store. Google’s Android Marketplace attracts 59% of the big names, and Blackberry App
World trails with 26%. Android, iPhone and iPad all experienced significant growth in their brand apps from
September 2010 through March 2011. Since then iPad and Android have continued their sharp growth curve, with
iPhone leveling off at its already well-saturated levels.
The app-iverse is about to be shaken up a bit in coming weeks as Amazon’s Kindle Fire comes online and Barnes &
Noble is rumored to be preparing a follow-up to the Nook Color. Both of these devices have carefully managed and
limited stores of Android apps they let in, but they are not to be discounted. The existing Amazon App Store for
Android apps is visible already in the Distimo counts with about 14 apps from major brands. I am not sure why Nook
Color isn’t in this mix, since it actually has over 600 apps available to users.
As the e-reader devices and quasi tablets gain processing power, I expect they will become more viable places for
certain brands. In the Nook Color app store, for instance, magazine facsimiles already often sell at a rate that rivals
or exceeds their counterparts in the Apple App Store, some publishers report. These smaller e-Readers have a
portability advantage over full size tablets that could prove especially useful for some consumer brands. Shopping


apps, recipe apps, consumer buying guides, and anything that might prove of value in-store could find these not-
quite-iPads promising, uncluttered territory.
Monday, Oct. 31, 2011

What Will Media Advertising Look Like In 2020?
By Matt Straz

In just eight years, we will enter the third decade of the 21st century. What will the media advertising industry look
like then? Who will be running the media agencies? Will media buying be completely automated? Here are some
prognostications:
Clouds, screens and agents. By 2020 the media industry will be have moved to cloud-based computing platforms. A
few of these platforms will become dominant and manage most of the screen-based based buying. To exist as a
major media company or technology vendor will mean plugging into these platforms. Screens will come in all shapes
and sizes but it will be the devices not yet on the drawing board today that will be the most exciting. Augmented
reality software will offer new kinds of advertising opportunities. Virtual agents will increasingly become a part of
our personal and professional lives. Brands will take the first steps toward sponsoring some of the activities of our
agents.
Women rule. By 2020 many of the men who built and have led the media advertising industry for the past 40 years
will have retired. The thousands of women who joined media agencies straight out of college in the 1990s and 2000s
will be in their late 30s and 40s and will be ready to step up. Within the next ten years upwards of half of all media
agency CEOs will be women. Also, sometime in the 2020s we may see a woman break through to run an agency
holding company.
Buyers will be geeks. The buyers of the future will have a formal background in predictive analytics. Some of the
people who cut their teeth buying pay-per-click keywords on platforms like Google will provide essential leadership
on these teams. Others will come from the existing analytics groups inside the agencies. Increasingly, with so much
data to process, human buyers will be assisted by virtual agents.
Fewer media sellers. While some level of human-based media sales and strategy will always be necessary, by 2020
the majority of ad deals will be struck silently inside of machines. The practice of large teams of junior sellers hitting
the streets and pitching banner ads to agencies will be as dated as 1960's “Mad Men.” In fact, by 2020 there will be a
period drama or movie based on the online ad industry circa 2004. It will be rather humorous.
More technology sellers. Many of the people who were previously selling media will move over to selling media-
related technology and they will be very good at it. As software increasingly eats the human-based ad sales business
this trend will only accelerate.
The Web is old. The banner ad will be 25 years old by 2020 ,and the business will be mature in more ways than one.
With the younger demos all on mobile devices, games and augmented reality apps, Web sites will be used to target
people over the age of 40. “Surfing the Web” will seem as quaint as reading a physical newspaper is today.
Talent investment. Someday we may look back and cringe at how poorly the media advertising industry managed its
human talent during its first few decades. Through a combination of training and technology, media advertising will
move beyond its roots as a kind of guild to become as professionalized as the consulting, finance and technology
industries.
Left behind. While technology will continue to transform media, there will still be pockets of non-digital media. Some
areas will continue to be served by local newspapers. But the economics of remaining non-digital and thus outside of
the realm of the major trading platforms will be increasingly difficult, particularly for national publications. Many
papers and magazines will either make it as digital-only properties -- or, sadly, decide to wind down operations.
Those are some of my predictions. What do you think the world of media will look like eight years from now?


Online beats TV for ROI: study
LONDON: Television advertising campaigns still offer the greatest reach of all media but deliver a lower return on
investment than the online equivalent, a study from the UK has found.

GfK, the research firm, assessed eight cross-media campaigns run by FMCG brands. Its analysis was based on 8,000
households, all of which had web connections, recruited with Kantar Worldpanel.

It reported that television campaigns typically reached 73% of homes possessing access to the internet, compared
with 39% for press and 28.7% for outdoor.

Online ads secured 33.5% on the same metric, with display registering 28.8%, video on 11.3% and Google search on
2.3%.

More broadly, web advertising boasted an "exclusive" reach of 31.9%, meaning almost a third of people exposed to
marketing messages through this route had not seen the accompanying TV spots.

Internet video scored 46% here, climbing slightly to 46.2% for YouTube, and ahead of display on 28.5% and Google
search on 26.1%.

When it came to generating an increase in sales, the average improvement following a single "contact" with a
consumer stood at 9% for internet ads.

Paid search via Google recorded a lift of 41% on this measure, versus totals of between 6% and 8% for TV, press and
outdoor.

The strong performance of Google's paid search tools resulted despite the fact its average number of weekly
exposures was around half that for TV ads.

Google search also yielded the highest return on investment, of £3.13 for every £1 spent. YouTube logged 84p,
beating all online video on 81p. The web as a whole had an average payback of 75p, standing at 69p upon breaking
out display ads.

Looking to traditional media, television posted 43p, rising to 53p regarding outdoor advertising and 66p for the press
alternative.

"When executed appropriately online can play a significant and unique role in the marketing mix - both
complementary to television, print and outdoor, but also distinct from it," Babita Earle, Digital Strategy Director at
GfK, said.

"Where it is utilised well, online is a very efficient means to connect with hard-to-reach consumers who tend to
escape traditional advertising channels."


Data sourced from GfK; additional content by Warc staff, 31 October 2011

Big brands embrace apps
UTRECHT: More than 90% of the world's biggest brands are now using mobile apps as a tool to engage consumers,
according to a new report.

Distimo, the insights group, assessed the presence of the 100 members of Interbrand's 2011 Best Global Brands
ranking in leading app stores such as those run by Apple, Microsoft, Google and Amazon.

In all, 91% of organisations boasted at least one application in these outlets, a figure which had grown from 51% in a
similar study published in 2010.

Disney led the charts with 636 apps across all the stores analysed, falling to 285 for Sony, 63 for BMW 62 for MTV
and 61 for Cisco. Collectively, the featured corporations had a combined 2,343 apps, up from 1,631 last year.

Among the companies which have not yet leveraged the opportunities supplied by mobile applications are Burberry,
Kleenex, Corona, HSBC and Moet & Chandon.

On average, the businesses tracked by Distimo had 24 applications apiece, and although this rating was slightly
inflated by Disney and Sony, even without these firms the total stood at 15.

Elsewhere, only 32% of apps, provided by 27% of enterprises - including Adobe, Thomson Reuters and Disney -
offered their parent company a direct means of making money through app stores.

Some 488 apps were linked to personalisation and 244 to lifestyle, and thus primarily based around leisure. A further
181 were tied to entertainment content, and 124 to music.

An additional 256 applications had business use at their core, with organisations like IBM, HP and SAP among the
relevant players here.

Overall, 86% of the brands monitored claimed a presence in the iPhone App Store, hitting 66% for the iPad
equivalent. Google's Android Market scored 59%, with BlackBerry App World on 26%. Amazon's App Store logged
14%.

By sector, the media companies in the study possessed an average of 247 apps, ahead of software manufacturers on
36, business services firms on 31 and automakers on 29.

"Global brands have realised over the past 18 months that app stores offer a viable channel to promote their brand,
reach consumers, and for a subset of brands - sell content," the study said.

Data sourced from Distimo; additional content by Warc staff, 31 October 2011

Advertising Companies Fret Over a Digital Talent Gap


By TANZINA VEGA
Published: October 30, 2011
When the Ad:tech advertising technology conference hits New York next week, marketers, advertising agencies and
recruiters may spend less time listening to the panelists and more time working the floor to find new employees.

Peter DaSilva for The New York Times
Edwin Lee of MediaMath said he helped companies with subjects “they don’t really understand.”
A talent gap is growing between the skills that many new advertising jobs require and the number of people who
have those skills. The dilemma, one familiar to many industries across the country, is particularly acute for jobs that
require hard-core quantitative, mathematical and technical skills.
The talent pool, advertising technology company executives say, is not a deep one. And those who have the skills are
in high demand, often fetching annual salaries that can reach $100,000.
“There is pain for hiring in digital at all levels,” said John Ebbert, managing editor of AdExchanger.com, a Web site
dedicated to advertising technology.
“The marketers, the publishers, the ad tech companies, the agencies, data management companies — they’re all
going for the same type of employee.”
The job board on AdExchanger, which is updated every 45 days, has postings for positions with titles like “Yield
Optimization Manager” and “Director of Platform Marketing.” The number of jobs on the board has nearly doubled
in the past year, Mr. Ebbert said, to 80 jobs every 45 days from 40.
The digital talent gap is driven in part by the enormous amount of user data that ad tech companies are collecting
for agencies and marketers — data that is instrumental in directing ads to consumers and analyzing trends. New
hires are needed for a variety of tasks, including writing code, creating digital advertisements, Web site development
and statistical analysis.
“The demand has far outstripped the supply,” said Joe Zawadzki, the chief executive of MediaMath, an ad tech
company in New York. “The number of things that you need to know is high and the number of people that have
grown up knowing it is low.”
Mr. Zawadzki said that as of last week his company had 13 positions open and had gone to job boards, recruiters and
even hosted technology-focused meet-ups to find people. In September, the company hired its first senior vice
president for human capital to help with recruitment.
On average, Mr. Zawadzki said, it takes two to three months to find the right person — someone with a combination
of pure quantitative skills, applied marketing skills and an understanding of how the advertising technology business
works. With a limited talent pool, many ad tech firms are after the same people.
“Half my job is maintaining a mental Rolodex of people that are at various places,” Mr. Zawadzki said.
Edwin Lee, 40, is typical of the candidates that many ad tech companies are competing for. Mr. Lee, an economics
major at Stanford who has a master’s degree in business administration from the University of Southern California,
was hired as an account director at MediaMath in September. He came to the company after leaving a Silicon Valley
start-up and began his new job after entertaining a variety of options, including other small start-ups and Google.
“For me it was like, ‘The world’s my oyster here — what do I want to do?’ ” said Mr. Lee, who describes his new job
as “helping companies and clients make sense of something they don’t really understand and they hear a lot about.”
The difficulty in finding qualified candidates is affecting advertising agencies as well, said Jerry Neumann, a venture
capitalist from Neu Venture Capital who invests in ad tech companies like 33 Across and YieldBot.
Agencies have not traditionally hired for skills like “number crunching, data visualization, quantitative analysis,” Mr.
Neumann said. “They’ve never needed those in the past.” Instead, media buyers and even those on the creative side
of agencies need to prepare for a new digital reality.
“The kind of media buying that’s happening now is much more quantitative” Mr. Neumann said. “The agencies are
staffed for qualitative.”


Instead of coming up with one grand idea, new digitally adept workers in creative fields should be able to devise
multiple ways to execute an idea. For example, a variety of Facebook ads can be devised, then tested on the fly to
see which appeal to consumers, Mr. Neumann said.
The increasing ability for marketers to put specific ads in front of specific viewers at specific times, whether on
mobile devices or personal computers, also creates a need for employees who can conceptualize and execute
simultaneous concepts. Mr. Zawadzki said the future for creative talent would be “to come up with thousands of
ideas, put them out there and see what works.”
Jennifer Seidel, the executive vice president for agency relations and membership at the American Association of
Advertising Agencies, said agencies that were more general in their focus were having a harder time attracting talent
with deep digital or quantitative skills.
“Part of it is to get people to recognize that it’s a viable career choice,” Ms. Seidel said. To that end, the trade
organization hopes to have a Web site soon that will feature the range of people with nontraditional skill sets who
work at advertising agencies. They have also formed a committee to address talent gaps at agencies and to offer
training seminars for members.
Ms. Seidel and other ad tech executives said outreach to universities was also critical.
“Colleges and universities are not teaching the skills they need to survive in this environment,” said Doug Weaver,
the founder and chief executive of the Upstream Group, a company that provides digital training to publishers and
agencies. While some universities have advertising and marketing concentrations, “the traditional media sales or ad
skill set was not built for this,” Mr. Weaver said. “You need a hybrid.”
Some agencies, like Goodby, Silverstein & Partners, part of the Omnicom Group, have put formal training programs
in place. Its program, called Ed, began last July and has offered more than 100 classes on everything from “field trips
to Facebook,” said Allison Kent-Smith, director for digital development at Goodby. Ms. Kent-Smith said employees
were trained in areas like interactive design, social media, HTML and coding languages like CSS.
“You have to get very close to technology,” Ms. Kent-Smith said. “You have to get your hands in it.”
The Ad:tech conference will be held at the Jacob K. Javits Convention Center in Manhattan from Nov. 8 to 10, and
will include a panel on how marketers can build a digitally skilled “brand dream team.”
But panels and training may not be enough. Erika Weinstein, president of the executive recruitment firm Stephen-
Bradford Search, said the bigger issue for agencies trying to fill the talent gap was managing the grand expectations
of what these new employees were expected to do.
“Something has gone terribly out of whack in looking for realistic talent,” Ms. Weinstein said. Many companies are
looking for “a five-headed monster,” focusing on creative and highly technical skills and a strong business acumen.
Agencies, Ms. Weinstein said, needed to “get realistic not only about what they want from the candidate, but what
are they going to offer.”

Yammer Adds Badges And In-Line Videos To Enterprise Communications App


Enterprise social networking platform Yammer is adding two new features to its platform today that are worth
noting. The company is supporting in-line videos within news feeds, and is also allowing users to recognize
colleagues with badges.
Now you can attach videos to Yammer messages (just as you would with a Word document or PowerPoint
presentation), and then users can play the videos directly in the feed, comment, and like videos. Users can also
browse all uploaded videos that have been added to a company’s stream and search for videos by keyword. Yammer
says that the video player is HTML5 compatible and works in the web browser on the iPhone and iPad.
Yammer is also releasing Praise, a new application that allows users to reward colleagues with badges. Users will be
able to see all the badges they and other co-workers have earned over time via a recognition tab on their profile
pages.
While badges and in-line videos are relatively small additions to the collaboration app, the addition of both features
show that Yammer is steadily becoming a full-fledged social network for the enterprise. And we know that the
company has ambitions of being the Facebook for the Enterprise. Now if only Yammer could make its AIR and mobile
apps less buggy…


How to Bring a Magazine to Life Online
Jeanniey Mullen | Contact Jeanniey | Comment | Print version

When the Pivotcon Conference was coming to New York and my friend Brian Solis was creating a killer agenda, I
knew both my companies, Zinio and VIVmag, needed to have a presence there. But, anyone who knows me knows
that I am not a fan of standard booths at trade shows. They don't enable the brand to stand out. I wanted my digital
publishing brands to stand out.
So I begged, bribed, and pleaded with my team to join me in my quest to do something never done before: create a
magazine, onsite at the event, that would bring to life all of the great imagery, sound bites, excitement, and
inspiration from the event, and then make it available to the world.
And with that, we built a living magazine chock-full of insights from some of the most influential marketers around,
including Brian Solis, Pete Krainik, Adam Duritz, Hope Frank, Evan Greene, Elisa Camahort Page, and many others
(including me ☺).

Filled with 18 videos and lots of photos that captured the essence of the conversation, we created a curated piece of
history that anyone can use as a reference for great tips, hints, and insights. But we didn't stop there. Realizing that
digital publishing requires you to speak to the three main types of digital audience in their own unique ways, we
created an engagement path for all three:
Digital reading fans get the entire issue for free at Zinio.com/pivot2011. They can enjoy it on their PC or iPad.
Social fans don't need to filter through the table of contents, but instead can use a video that enables TOC to hear
clips and sound bites of all those featured and choose to engage.
And finally, that third group of engagers, who rely on good old traditional PR to hear about new items and
innovations from trusted sources were able to learn about the effort through a press release here.
Promotions went live on Thursday, October 27, 2011 so it's too early to tell how big of a success this effort will be.
The main point of sharing the process through this column, though, is to bring home the point that, in a world of
digital publishing, turning on content is not good enough. To bring a magazine or other digital publication to life, you
need to seed your audience based on who they are and how they engage with content. In our world, there are
multiple channels of communication required in order to launch and maintain brand awareness for a product.
If you are launching any digital initiative soon, make sure you "hedge your bets" by creating the most robust
discovery plan you can. And keep focused on innovating, driving, and learning even more.


Anatomy Of An Agency Infographic


Is Social Buzz Boosting TV Ratings?
by Alex Iskold, Yesterday, 5:35 PM

Something big happened this month in the colliding worlds of television and social media. Nielsen, the current
authority on television ratings, published a study linking TV ratings with social media chatter, which has implications
for social media, television networks and major brands.


Television has traditionally been a passive medium -– viewers sit on their couches and simply watch their TV screens.
In recent years, however, social networks have seen an increase in the amount of social chatter happening during
prime-time television.
This so-called “social TV” phenomenon is fueled by the widespread use of phones and tablets. Television viewers are
no longer just watching TV passively -- they are connecting to other viewers and discussing their favorite shows using
their second-screen devices.

Since early 2010, marketers at major networks have started to notice this increase in social chatter and have realized
that it is important to encourage more of it. Not only does this chatter increase brand exposure, but it also creates a
“word of mouth” phenomenon wherein viewers, rather than networks, encourage people to tune in.

But just how much of an impact does all of this buzz actually have on overall ratings? While the answer is still
unclear, many network executives and data analysis firms are starting to uncover why there may be a connection.

Back in December 2010, Lisa Hsia, senior vice president of digital media at Bravo, wrote an article on Mashable
which discussed the “new digital water cooler” and its positive impact on Bravo’s TV ratings. Hsia claimed that Bravo
saw a whopping 10% lift in ratings due to the increase in social media chatter. While she makes sure to mention that
the results came from one study and that more work still needs to be done, she is confident that the results indicate
a significant correlation between ratings and social media buzz.

In July of this year, GetGlue shared further research analyzing the connection between social check-ins and television
ratings. The GetGlue study reached a similar conclusion -– social buzz and TV ratings are related. Interestingly,
GetGlue found that there was no single formula for determining the correlation. Instead, the relationship between
ratings and social media buzz was different for each type of content.
For instance, the impact of social buzz on dramas is smaller than the impact of social buzz on reality shows. This
variation makes sense, as viewers are much more likely to chat during the fast-paced, surprise-filled Jersey Shore
than during the more subdued The Good Wife.

Also in July, Advertising Age published an article about NBC’s hit show "The Voice." The article was based on data
from Bluefin Labs, an MIT Media Lab-spinoff focused on social analytics around television. While it is no secret that
"The Voice" was a huge hit for NBC, the article revealed that the show generated the highest level of social-media
engagement for any show that aired in the spring of 2011, beating favorites like "Glee" and "Dancing With the Stars."

Then, in August, NYC-based social TV analytics company Trendrr.tv, shared its data about the "MTV Video Music
Awards." This article on Mashable reported that the 2011 "VMA" broke social media engagement records for both
MTV and Twitter. At 10:35 pm, when Beyonce revealed that she was pregnant, Twitter experienced nearly 9,000
tweets per second in relation to the news.

While the evidence of the connection between social buzz and ratings continues to pile up, TV networks have
already started to take action. Today, every major television network, large and small, cable and broadcast, is
participating in social TV. ABC, CBS, CW, Fox, NBC, USA, TNT, Bravo, Discovery, HBO, Showtime and others are
tapping into social media, encouraging and rewarding fans for informing friends about what they are watching and
sharing their thoughts on the individual shows.

Still, the study that Nielsen published this month is a significant milestone for social TV.


With Nielsen on the record saying that social buzz is connected to TV ratings, two important things happen. First is a
huge validation for the significance and influence of social media. Second is the realization that social activity can
begin to be monetized. Since ratings already correspond to dollars and social buzz affects ratings, television
networks can now begin to develop strategies for monetizing social activity.

What is next for social TV? To start, the relationship between buzz and ratings will become clearer. Then, networks
and advertisers will start to agree on how to measure and value social buzz. Finally, much like Nielsen’s rating system
for TV episodes, there will likely be a complimentary score measuring social buzz.

Mark Ghuneim, CEO of Trendrr, likes to call this future measuring system the Passion Index. Whether the term
catches on or another name arises, we can be sure that television networks, social media and Nielsen have opened
the door for a new, additional way to measure television ratings.

Engage Your People

Engaged employees are essential to a manager's success. Without subordinates who care about, participate in, and
take ownership over the work, even the best boss will flounder. Here are three ways to win your employees'
engagement:
• Be modest. Share both your mistakes and your successes. Subordinates will see that you're both human and
don't have anything to prove.
• Show that you're listening. People tune in to body language. Manage where you look and what you do with
your hands so that employees know you're paying attention.
• Don't have all the answers. Managers should catalyze problem solving. Be willing to admit that you don't
know what the answer is and invite your team to toss around ideas.

Thursday, Oct. 27, 2011
Web Influences Trillion Dollar Retail Sales
New research from GroupM Search, with research partner Kantar Media Compete, reveals that 86% of buyers who
purchase in-store use generic terms on search engines to inform their purchase decision. The study, featuring
RadioShack, Audi, and a national entertainment brand, also shows that when a shopper conducts a search online
and clicks on a link, 90% of those clicks are on the organic listings of a search engine results page.
Forrester Research projected online retail revenues to be $173 billion in 2010, growing over 40% to reach nearly
$250 billion by 2014. Yet for all the projected growth, the online channel will account for just 8% of total retail sales
revenue. A deeper look at the numbers confirms that this drastically undervalues the role of the Web in the retail
industry, says the GroupM study.
The same Forrester study found that in 2011 more than $1.1 trillion in retail sales could be attributed to what they
refer to as “Web-influenced” purchases, defined by Forrester as offline retail sales that are influenced by online
research. Combined with measured online sales, 48% of all retail sales are either online purchases or Web-influenced
purchases. This trend will continue, and by 2014, this number is forecasted to increase to 53%, or $1.4 trillion. Both
directly and indirectly, the online channel is truly an inseparable component of consumers’ path to purchase,
concludes the report.
Conducted, and detailed in the white paper “From Intent to In-Store: Search’s Role in the New Retail Shopper
Profile,” the study explores the role online search plays in in-store purchases, and takes a close look at consumer
search behavior and engagement with the retail element of the brands studied.


Chris Copeland, CEO, GroupM Search, points out that “... the Web is influencing more than $1 trillion of in-store
sales, and search is the number one online channel for driving that revenue... this new understanding of the retail
shopper represents a behavioral shift... “
93% of all buyers, online or in-store, use search. Nearly 80% of buyers who use search rate search as very or
extremely useful. The most interesting insights, however, are data around consumer usage of search for in-store
shopping, and the intent and activity surrounding these actions. More specifically:
Buyers are much more likely to search on generic terms than branded, 86% of buyers conduct generic versus
branded queries. In studying the referrals from search engines to brand and third-party sites, the research also
shows that more visitors arrive from generic searches, indicating early stage searching at the top of the purchase
funnel. Buyers show a greater propensity to click on a generic link, at a rate of 144% over the general shopper
conducting searches in the related category. This reality becomes important because brands typically invest in
generic terms based off of the ability to convert down the funnel. However, this data suggests in-store buyers are
active up funnel, and if their activity is not supported by a strategy that delivers relevant brand results, they may not
reach the store for purchase.
• 86% of buyers who purchase in-store search on generic terms versus brand terms.
• For search campaigns focused only on direct response, online return on investment (ROI), this understanding
presents an opportunity to challenge conventional wisdom and drive greater overall retail sales.
Across each of the retail profiles included in this study, buyers consistently click on the organic links of a search
engine results page (SERP) more often than paid. For branded queries it is just as pronounced, with buyers clicking
64% of the time, broken out by 94% on organic links versus 6% paid. This new data is even more of a tilted reality
than the universally stated 80-20 rule of organic versus paid traffic traditionally espoused. In fact, a broader view
utilizing Compete’s U.S.Top 100 data and eliminating the holiday period, puts the ratio of organic to paid clicks
closer to 85-15
• In addition to the significant percentage of organic clicks that occur when a shopper searches, in-store
buyers show a greater propensity to click on a generic link, at a rate of 144% over the general shopper (2.5 times
more).
• Brands have a strong mandate via this data to further invest in their organic search efforts, notes the report.
One of the biggest landing points, when consumers do click, is the store locator page. More than 5% of the traffic
measured to an advertiser’s site was store locator activity. This interest was shown across all three brands studied,
with a notable spike for the brand selling its own branded products in its own stores. When comparing to Compete’s
Top 100 U.S. Retailer data, this pattern proves consistent across the larger retail segment, with nearly 15 million
consumers conducting a search that results in a click on the store locator during the December holiday period alone.
With new functionality from Google and others that embeds store locator options into a SERP, this activity by buyers
proves it is more important than ever for advertisers to take advantage of such features
• More than 5% of traffic measured to an advertiser’s site is store locator activity.
• Consumers want to visit relevant destinations, whether it is a store locator page, or a third-party site.
The report concludes by noting that three key findings on consumer usage of search for in-store shopping came to
theforeground:
• For in-store buyers, search is about discovery via generic keywords.
• In-store buyers click on organic listings.
• There is increased store locator visitation among buyers who use search and purchase in-store.
Finally, says the report, the research paints a clear picture that shows shoppers have established search as their
lifeline to the buying decisions they make. Not only is search the most-used online channel in the shopping process,
it is often used more than once in that process. 93% percent of all buyers, online or in-store, use search, with nearly
80% rating search as very or extremely useful. Search is used throughout the different stages of the process, with the
most frequent path being a single, generic query. However, when consumers conduct multiple searches and move


down the funnel, searches shift to what and where to buy. In these follow-up queries, shoppers use explicit queries
to inform the specific decisions they are looking to make.
For additional insights included in this report, please visit GroupM here.

EIGHTY-SIX PERCENT OF IN-STORE, RETAIL BUYERS SEARCH ON GENERIC VERSUS BRANDED KEYWORDS,
RESEARCH FROM GROUPM SEARCH REVEALS
13-month study, featuring RadioShack, Audi and a national entertainment brand, explores the role search marketing
plays in driving in-store purchase; provides profile of today’s retail shopper
(ST. LOUIS) October 17, 2011 – New research from GroupM Search reveals 86 percent of buyers who purchase in-
store use generic terms on search engines to inform their purchase decision. The study, featuring consumer
electronics retailer RadioShack, luxury automotive brand Audi, and a national entertainment brand, also shows that
when a shopper conducts a search online and clicks on a link, 90 percent of those clicks are on the organic listings of
a search engine results page (SERP).
Conducted with research partner Kantar Media Compete, and detailed in the white paper “From Intent to In-Store:
Search’s Role in the New Retail Shopper Profile,” the study explores the role online search plays in in-store
purchases, and takes a close look at consumer search behavior and engagement with the retail element of the
brands studied. The research sheds new light on the profile of today’s retail shopper, most notably regarding intent
expressed through search activity that drives buyers to make a purchase in-store, and the significant role generic
search queries and clicks on organic listings play in a buyer’s purchase decision. It also provides insight into factors
that drive the decision to purchase in-store versus online. The findings suggest an opportunity for advertisers to
revisit their marketing strategies and how they think about owned and earned media in order to capture traffic and
drive greater in-store revenue.
“The Web is influencing more than $1 trillion of in-store sales, and search is the number one online channel for
driving that revenue.” said Chris Copeland, CEO, GroupM Search. “This new understanding of the retail shopper
represents a behavioral shift. The intent shown in search provides brands an opportunity to maximize their online
revenues and encourage and cultivate greater in-store sales.”
The research paints a clear picture that shows shoppers have established search as their lifeline to the buying
decisions they make. Ninety-three percent of all buyers, online or in-store, use search. Nearly 80 percent of buyers
who use search rate search as very or extremely useful.
The most interesting insights, however, are data around consumer usage of search for in-store shopping, and the
intent and activity surrounding these actions. Specifically:
• For in-store buyers, search is about discovery via generic keywords.
o 86 percent of buyers who purchase in-store search on generic terms versus brand terms.
o For search campaigns focused only on direct response, online return on investment (ROI), this understanding
presents an opportunity to challenge conventional wisdom and drive greater overall retail sales.
• In-store buyers click on organic listings.
o In addition to the significant percentage of organic clicks that occur when a shopper searches, in-store
buyers show a greater propensity to click on a generic link, at a rate of 144 percent over the general shopper (2.5
times more).
o Brands have a strong mandate via this data to further invest in their organic search efforts.
• There is increased store locator visitation among buyers who use search.
o More than 5 percent of traffic measured to an advertiser’s site is store locator activity.
o Consumers want to visit relevant destinations, whether it is a store locator page, or a third-party site. Brands
must direct shoppers accordingly.
• Tablets are already an important means by which consumers shop.
o 10 percent of shoppers report using tablets during the retail shopping process.


o The rapid adoption of mobile, and subsequently tablet-driven shopping, is an opportunity that brands must
activate against, immediately.
“These findings are consistent with the results of research we have conducted in multiple industries around the
important role search plays in a consumer’s path-to-purchase,” said Michael Perlman, Managing Director Online
Media & Search at Compete. “Many consumers clearly do not exclusively use either online or offline channels
throughout the entire buying cycle, but rather navigate across channels at different stages of the consideration
process.”
“Our research efforts are designed to deepen the understanding for our clients of engagement taking place across
search and emerging channels, as well as the impact of these channels,” said Copeland. “This research indicates
retailers have an opportunity to rethink how their current search efforts – paid and especially organic – can pair with
owned and earned media to bridge the gap to the trillions of in-store revenue potential.”
The methodology for the research included clickstream analysis of data captured over a 13-month period, as well as
a behavioral survey developed for each of the three brands. A full exploration of the findings from the research and
its implications for advertisers is published in the whitepaper available at www.groupmsearch.com/research.
About GroupM Search
GroupM Search is the search marketing specialist division of GroupM, the media buying and planning arm of WPP
responsible for more than one-third of the world’s media buying. GroupM Search provides industry-leading search
marketing strategies, technology development, research, staffing and training to GroupM communications planning
agencies divisions including Maxus, MEC, MediaCom and MindShare, as well as the direct-to-client brands, Catalyst
Online and Outrider. Honored by OMMA Magazine and MediaPost as the 2008 Search Marketing Agency of the Year,
GroupM Search has the largest global footprint of any other search organization, with more than 800 search
marketing strategists spanning 40 countries. Global search marketing perspective from experts across the
organization can be found on the GroupM Search blog, SearchFuel (www.searchfuel.com).
About Kantar Media
Established in more than 50 countries, Kantar Media helps clients master the world’s multimedia momentum
through analysis of print, radio, TV, Internet, cinema, mobile, social media and outdoor worldwide. Kantar Media
offers a full range of media insights and audience measurement services through its global business sectors –
Intelligence, Audiences, TGI and Custom. Kantar Media companies also include Compete, Cymfony and SRDS.
Drawing upon the deepest expertise in the industry, Kantar Media tracks more than 3 million brands and delivers
insight to more than 22,000 customers worldwide. www.KantarMediaNA.com/.

Marketers: Post After Hours to Get The Most Out of Your Facebook Posts
Keywords: Behavior Best Practices content marketing facebook Facebook facebook marketing marketing Social
Business Social Customer social media Social Media social media marketing social networks Social Networks the star
group
comments Posted October 26, 2011 with 1101 reads

Raise your hand if you're a brand marketer who thinks posting to Facebook during "norma" business hours is the
way to go? It's ok if you have your hand raised because you're not alone. However, you would also be wrong as a
new study reveals that the best time to post a branded message to Facebook is in fact AFTER "normal" business
hours.


The study, done by social enterprise software company Buddy Media, revealed that many marketers and brands are
missing the proverbial boat when it comes to maximizing their Facebook posts. How much are they in fact missing
said boat? Well consider the fact that brands that post AFTER "normal" business hours saw a 20% increase in
engagement when compared to those posts posted during "normal" business hours.

To me this is a clear example of the importance of having a Facebook post appear the top of your fans' News Feeds
during the times of the day when they are most likely to be on Facebook, AKA not between 9AM and 5PM. So the
moral here is don't post just because it's convenient for you, do it when you know your fans' - your brand
ambassadors, are likely to see it and share it. However, do not make the mistake - the tragic mistake, yes tragic, of
using a 3rd party app like TweetDeck or HootSuite to schedule your Facebook posts for you. Why? Well, as I wrote
about in my aptly titled post not long ago, Facebook Autoposting - A Social Media No No ... on average, Facebook
Pages that show posts via a third party app such as HootSuite or TweetDeck, as opposed to linking the old fashioned
manual way, receive 70% fewer likes and comments.
The Day Of The Week Matters, Too...
The study also revealed that which day of the week you post to Facebook to affects the level of engagement, too as
Thursday and Friday seem to be the best days to post. As noted in the survey findings itself... "This finding coincides
with data recently revealed by Facebook showing that the “Happiness Index” on Facebook spikes by 10% on Friday."
In other words, people, consumers, customers - whatever you want to call them/us are more receptive and more
likely to engage with a Facebook post with the weekend right in front of them as opposed to earlier in the week
when the weekend looks a million miles away.

When To Facebook Post By Industry...
However, posting predominantly on Thursdays and Fridays is not always the best method of operation for as the
survey also showed, it also depends on which industry you happen to work in. For example in the Retail Industry, it
would appear that Sundays are good but Fridays not so good. As you can see from the chart below, retail brands
posted the most on Fridays, maybe thinking it was a good time to hit them up with a sale or something heading into
the weekend. But look at the number of posts (blue bar) compared to the level of engagement (green line.)


Then we have the Business and Finance Industry - your banks, insurance companies, etc. What day of the week do
you think is best for those in this industry to post to Facebook? If you guessed Wednesday and Thursday, take a
dollar out of petty cash for you are right.

Why the higher engagement rates on Wednesday and Thursday for these industries? I do not know. Perhaps
because these folks are so inundated with emails from the weekend that they don't have time to check Facebook
until Wednesday?
One other industry I want to highlight is the Food and Beverage Industry which sees a higher Facebook post
engagement during midweek and then again on Saturdays.

From the findings... "Of all the industries reviewed, food and beverage brands were proportionately more active
with publishing on the weekend as compared to other industries, although engagement rates peaked on Tuesday
and Wednesday, and again on Saturday."


There are additional industry breakdowns such as fashion, health & beauty and entertainment. You can see the
entire survey findings here.
But one thing to keep in mind when reading the results and that is these are not hard and fast rules i.e. best times to
post to Facebook and best days to post. Social media is all about people and people are different of course. The
point I am trying to make is you may work in the retail industry yet for your company you see a high enagement on
Fridays. Are you suddenly going to shift your Facebook strategy to align with the survey findings and post and lessen
the amount of posts you make on Fridays? No, with a capital N and a capital O. Your customers, your fans will dictate
to you when they are most engaged with you on Facebook. Listen to them, literally and you will never go wrong.
So, what do you take away from the findings of the survey? Do you see a similarity to what the findings showed and
what you see from your Facebook fans?
Sources: Buddy Media, The Star Group, Marketers: Post After Hours To Get The Most Out Of Your Facebook Posts

APAC companies closing social media gap

More than 80% of companies listed on The Wall Street Journal’s Asia 200 Index have a corporate social media
presence, up from 40% last year.
That is according to the ‘2011 Asia-Pacific Corporate Social Media Study’ by PR firm Burson-Marsteller.
The top companies in Asia closed the gap with Fortune 100 companies, where 84% of companies use social media
channels for corporate marketing and communications.
Overall, however, companies in Asia continue to use social media to ‘push’ news and information at users, rather
than engage in discussions.
33% of activity across APAC focussed on basic media and influencer outreach, as opposed to engagement on
substantive corporate topics. Only 9% firms surveyed use corporate blogs for corporate marketing and
communications, despite their value in helping explain complex topics.
“More often than not Australian companies are taking a ‘build it and they will come’ approach to social media,
creating platforms and populating it with company information and news, without adapting content or tone, based
on audience response. It’s for this reason that we’ve seen a low level of audience engagement in this year’s study,”
said Carly Yanco, head of digital at Burson-Marsteller Australia.

McCann cuts jobs as CEO predicts death of agency model

Recently formed McCann Erickson Australia, the merger of McCann Worldgroup and Smart, has axed a raft of middle
to senior management jobs as the CEO predicted the 'death' of the traditional agency model.


“With this change we have effectively removed a layer of middle to senior management that will help you all operate
more efficiently and at our full strategic and creative potential,” said MEA CEO Ben Lilley in an internal email to staff.
“Importantly for our clients, this means more direct contact with the people who are actually working on their
business, not just their business heads, and a leaner and faster operating structure.”
Lilley (pictured) would not be drawn on the number of positions axed but indicated that they would be not being
replaced, instead there will be hires in other divisions.
“Over the coming weeks and months we will be adding more strategic, creative and digital talent to work directly
with our clients.
In explaining the changes Lilley said the traditional agency model was dead and there was no future for it in Australia
or globally.
“For too long, this business has continued to operate as a conventional and traditional agency while the advertising
and marketing world rapidly evolves around it. This is not a sustainable operating model.
There is no future for traditional agencies in this market, or anywhere else in the world. The traditional agency
model – and the layers of management, cost and operating inefficiencies that are part of it – is dead.”
When the agencies merged last month, it was revealed that Smart senior management would largely take over the
senior posts at the new business.
Smart CEO Lilley took over the CEO post replacing outgoing Chris Mort and is now reporting into McCann
Worldgroup regional MD Charles Cadell.
Former Smart ECD John Mescall took over the ECD post at the new business and Smart planning director Ashley Farr
was charged with leading the Sydney office and planning across the group.

Beware the Digital Disruptors: They’re Coming for Your Industry
7 hours ago by James L. McQuivey 13
James L. McQuivey, Ph.D. is a Vice President and Principal Analyst at Forrester Research serving Consumer Product
Strategy professionals. Follow him on Twitter at @jmcquivey.
Growing up in the ’70s, I was the world’s biggest fan of The Bionic Man. Every Sunday night at 7 p.m. you could find
me glued to our Trinitron TV to watch Steve Austin battle every villain from Bionic Sasquatch to the evil Dr. Dolenz.
The appeal of the show was simple: Amplified by technology, the Bionic Man is better, stronger, and faster than his
enemies.
It turns out to be a morality tale for our own day. But you are not the bionic man in the drama I’m unfolding — you
are his target. Because while you were carefully planning your business strategy, hundreds — if not thousands — of
individuals and competitors have been exploiting technology to make themselves better, stronger, and faster than
you.
We call these people digital disruptors. And they’re coming right for you.
No matter what industry you are in, you are their target. Where you could once dismiss digital disruption as the sole
province of the music or other media industries where it destroyed billions in value, digital disruption has now
expanded. These disruptors employ technologies — and the platforms they enable — to build better products than
you can, establish a stronger customer relationship than you have, and deliver it all to market faster than you ever
thought possible.
Oh, and it doesn’t cost anywhere close to six million dollars for them to get started. I offer Lose It! as one of many
case studies worth considering. Targeting the weight loss and fitness business — one of the most analog industries
on the planet — Lose It! is disrupting the more than $40 billion Americans spend on weight loss each year. It’s a
costly industry to enter — think of Jenny Craig’s marketing budget alone, then add its hundreds of physical locations,
prepared meals, and all the infrastructure to support the entire enterprise. So while franchises like The Biggest Loser
have succeeded in entering this business recently, they have done so at great cost.


Meanwhile, a single app that helps dieters keep track of the calories they consume on their smartphones has gone
from 0 to 7 million downloads in just a few years. FitNow, the company behind the app, pulled this off with four
employees, establishing an unheard of customer-per-employee metric of 1.75 million.
This is digital disruption at its finest: better, stronger, faster. The app got to market quickly, partly because as a
digital disruptor, FitNow could afford to launch something that didn’t try to solve all the problems in the weight-loss
world. As Charles Teague, CEO, told me recently, “Let’s not pretend that we know the endgame here. Let’s do the
least amount of features to know if it will work. Then improve it if people use it.” And improve it they have, adding
fitness tracking and more recently a robust social community of like-minded dieters.
Because it sounds so easy, a CEO I shared this with asked me why, if digital is so quick and dirty, his company’s
website redesign was over time and over budget. I told him it was precisely because he staffed up his business under
assumptions about design and functionality that were true in 2005 but are no longer the case. Digital disruption has
even disrupted the digital businesses that preceded them.
While digital disruptors are better, stronger, and faster, they are not untouchable. Their ease of entry comes from
the fact that traditional barriers have fallen to zero. That means your direct cost to emulate their practices can also
be low.
That’s why I recommend you steal the digital disruptor’s handbook. Use the iPad, the Kinect, and whatever platform
is next to build a digital bridge to your customers. Like with Lose It!, your bridge must engage customers more often
than your current product can, packaging and delivering benefits that you didn’t realize were part of your consumer
contract because before now, they weren’t. You have to change your understanding of your product so you can then
change your customer’s understanding of it as well. This will require better thinking than you currently do – I
previously explained how digital disruptors take advantage of a type of thinking called “innovating the adjacent
possible.” It’s crucial to generating more ideas more quickly so that you can find the nearby opportunities that will
succeed while quickly culling those that will fail.
There’s more to do, but before you can even begin, you have to know: Are you ready to do this? Does your company
have the energy, skills, and policies to turn into a disruptor or are you more likely to be displaced by the digital
disruptor nearest you?
Image courtesy of iStockphoto, Nikada

Location-Based Marketing Is Changing Everything
Bryan Clark, I'm Bryan Clark | Oct. 26, 2011, 3:11 PM | 105 |
When we mention building websites and creating content for optimal organic SEO results, it's easy to picture a docile
Internet Explorer user happily clicking on the first result that pops into a Google search. While maintaining a
competitive, static browser based search campaign used to be as easy as plugging your data into a standard SEO
software and watching your traffic increase, mobile technology is an equally important factor to search results as
desktop and laptop searches.
Real-Time Search Results
Creating an awesome website with pages of unique original content will get you some decent rankings in Google, but
what if you're customer is already on the go? If someone types in “cosmetics” into a search, the closest location for a
Walgreens might appear instead of a major cosmetics company like L'Oreal or Cover Girl.
Innovations like geo tagging and location based search are becoming vital components to a company's SEO mix.
Most people rely on their smartphones when they are on the lookout for new places to eat, shop, and find
entertainment. By placing geo tag metadata into your website, you can get higher results to consumers who are
looking for products and services “right now.”
Location Check-In Services
Google has recently purchased the restaurant review guide Zagat, whose thirty-two year history has given it a
distinct authority in the culinary world. The acquisition of Zagat might be one of Google's loftiest purchases to date


after YouTube, Motorola, and DoubleClick. With the popularity of other check-in services like Foursquare and Yelp, it
is important to have your location based ppc campaign directed to these sites.
QR Codes and NFC Technology
The use of QR codes by businesses is becoming more of a standard than a novelty. By scanning these codes with a
smartphone, users can receive valuable information on a product, check-in status on social media sites, and special
offers.
According to Juniper Research, about 300 million smartphones will be equipped with NFC technology in the next
three years. Smartphones like the Blackberry Bold 9930 and several Android compatible devices (surprisingly not the
iPhone 5) are coming equipped with this new technology. NFC enabled phones allow users to share data with other
NFC phones, wave their device to make a purchase, and communicate with specialized NFC tags.
Information is available instantaneously in our society. While the advent of social media and SEO marketing is a
relatively new idea in the paradigm of human evolution, it is moving onto its next life-form at a very accelerated
rate.

Read more: http://www.businessinsider.com/location-based-marketing-is-changing-everything-2011-
10#ixzz1bwLRWPOn

How Non-Social Publishers Are Benefiting From Social Video Advertising
by Mitchell Reichgut , Wednesday, Oct. 26, 2011

Reach and frequency have served us well. For decades, this mass-messaging philosophy has guided our industry. It’s
worked particularly well for Web publishers, who charge advertisers for pre-roll video that’s placed in front of
entertainment, news, or sports content in bulk fashi
Many publishers have, understandably, avoided more targeted, engagement-based deals where advertisers only pay
for user-initiated views. Such deals devalue forced “impressions” while placing the burden on publishers to deliver
an audience that’s actively interested in watching a video: a tall order!
Google, of course, pioneered engagement-based advertising. Impressions are free in the company’s famous
AdWords product -- advertisers only pay when someone clicks. Easy enough for the world’s largest search engine,
when users type in their interests – but it’s not so simple for regular content sites whose audiences are typically
there for entertainment or information.
Recent changes in social media advertising, however, are creating new opportunities for Web publishers to profit
from engagement-based video. The model comes from social games, which have enjoyed tremendous success with
online video advertising.
On social game sites, visitors are rewarded with virtual goods or currency each time they watch a video. This system
delivers significantly higher net effective CPMs than standard pre-roll, and it’s a new, and virtually endless source of
inventory. Social game users love it because it enhances their game experiences, and it puts them in control.
As I noted in a past article, this dynamic yields tremendous benefits for advertisers as well: millions of long-form
video views, 70-80 percent completion rates, and Web visits, coupon downloads, and other activities after the view.
Additionally, social video is highly targeted. Audiences are segmented by age, gender, and geography.
Now the opportunity is for the social video model to go mainstream. Non-social publishers don’t use virtual goods or
currency, but their visitors could now have the choice to opt in and access premium content or services simply by
watching a video.
This value-reward model is proving to be just as popular on non-social sites as it is on social games. Some publishers
are adding virtual points systems to their sites, but others are using the videos as an alternative to pay walls or offer
walls. In this way, they are mitigating the frustrations that visitors sometimes feel when encountering these barriers.
They are also allowing visitors to get free samples of their premium content or services, which can help drive sales
and subscriptions.


Most popular content sites are chronically sold out of pre-roll inventory. While this may sound like a good problem
to have, it is limiting revenue growth and preventing billions of television dollars from flowing onto the Web. Social
video helps publishers capture more dollars by creating new ways to monetize their audience.
We all know that our old friends reach and frequency won’t be going away anytime soon. It’s exciting, though, to see
newer, more sophisticated advertising models delivering real value and changing the online video landscape for the
better.

DEAR AMERICA: It's Time To Say A Big "Thank You" To Amazon
Henry Blodget | Oct. 26, 2011, 9:41 AM | 12,762 | 38
•
The company missed Wall Street's estimates for both revenue and earnings and said it would have lower profit
margins next quarter. This resulted in the usual spanking of Amazon's stock, as short-term profit seekers growled in
disgust and raced for the exits.
In other words, with respect to Amazon, it's the same as it ever was.
Amazon is a highly unusual American corporation, for several reasons:
• Amazon unapologetically builds its business for the long-term, without worrying about what short-term Wall
Street traders think.
• Amazon sacrifices near-term profits for long-term investments, again without worrying about what short-
term traders think.
• Amazon operates at a much lower profit margin than it could have if it were trying to "maximize near-term
returns," which is what many (most) American corporations try to do.
• Amazon is investing--and hiring--aggressively for the future, at a time when most American corporations are
cutting costs, laying off workers, and hoarding humongous piles of cash.
In other words, Amazon is doing what many more American corporations could and should do: Balance the near-
term "profit motive" with a more holistic mission of focusing on the long-term and serving customers, employees,
shareholders, and the community at large.
The most pressing problems in the US economy right now are two-fold:
1. Near-record-high unemployment at the same time as near record-high profit margins
2. Income inequality that is now the highest since the late 1920s, just before the Great Depression
By balancing near-term profits with investing for the long-term, Amazon is helping to address these problems.
Amazon's profit "disappointment" this quarter was largely due to the fact that the company opened more fulfillment
centers and hired more people than it expected to--8,100 people in just this quarter alone.
Amazon's projection of lower-than-expected profit margins next quarter, meanwhile, is likely the result of Amazon
investing heavily in an innovative new product, the Kindle, that is revolutionizing the way media is distributed.
The Kindle "ecosystem," which did not exist four years ago, is providing jobs and opportunity for tens of thousands
of people in the US and abroad. It is taking advantage of one of America's remaining strengths, technology
innovation. Like Amazon itself, it is making consumer's lives better and easier and more convenient.
Amazon itself, meanwhile, did not exist 15 years ago. It exists because an entrepreneur named Jeff Bezos took the
risk of quitting his super-high-paying Wall Street job, racing across the country in his Honda to Seattle, and then
starting the company from scratch. And in the past 15 years, by balancing near-term profits and long-term
investments, Amazon has outlived many dotcom shooting stars and become a global powerhouse with ~$50 billion
of revenue that employs 50,000 people and is beloved by both investors and customers alike.
Amazon is investing (and hiring) while many other American corporations are milking incumbent businesses, under-
investing in research and development, and hoarding cash. To the chagrin of of some traders, Amazon is distinctly
NOT "maximizing near-term profits"--it is sacrificing near-term profits. It is making less money now in the hopes of
making more money and creating more value later. And it is ignoring the howls and screams of short-term traders


who couldn't care less about Amazon's long-term prognosis, add nothing to the economy, and just want to make
money now.
If more American companies started to do what Amazon does--ignore short-term pressures, sacrifice near-term
profits, and invest for the long-term--the American economy would start to heal itself quickly. America would create
more innovation, more jobs, and more long-term wealth. And, just as important, more Americans would be able to
go back to being proud of our corporations and innovators and entrepreneurs... instead of camping in parks and
protesting them.

Read more: http://www.businessinsider.com/thank-you-amazon-2011-10#ixzz1bvXSEQ3e
Wednesday, Oct. 26, 2011

Collateral Material Critical To B2B Technology Purchase
According to a new study and analysis by Eccolo Media, with Global Marketing Insite, of U.S. C-level executives, decision makers and
influencers consume a wide variety of content when considering a technology purchase.
Of the five major collateral types covered in the 2010 survey, three showed a significant decline in consumption over the last 12 months.
Consumption of:
 Product brochures/data sheets went down 11 percentage points, from 83% last year to 72% in 2011
 White paper consumption decreased 14 percentage points, from 76% to 62%
 Case studies dropped 17 points, from 67% to 50%
 Podcasts and video remained more or less unchanged with podcasts climbing only two points and video holding steady
Collateral Used Within 6 Months to Evaluate Tech Purchase
Collateral % of Responding Using
Product brochures/ data sheets 72%
White papers 62
Videos/ multimedia files 59
Podcasts/ audio files 42
Case studies/ success stories 50
Source: Eccolo Media, October 2011
As new collateral types gain traction in the B2B marketing world, technology purchasers don’t appear to be abandoning any single form of
collateral en masse. Instead, they’re taking advantage of a broader range of choices, says the report.
Respondents asked if they had started using any new types of collateral in the past six months, 34% said no. But among those who had recently
discovered a new form of collateral for evaluating technology purchases, the numbers were quite evenly spread among all content types, both
traditional and non-traditional.
28% reported that they began consulting white papers for the first time in the last six months. 24% named company Web pages as a new
source of information, and 20% cited podcasts. The other seven types of collateral were clustered closely together.
Info Sources Used in Last 6 Months to Evaluate Tech Purchase
Source % of Respondents Using
White papers 28%
Company Web pages 24
Podcasts/ audio files 20
Video 18
Social media sites 18
Case studies/ success stories 17
Blog posts 17
Product brochures/ data sheets 16
E-books 16
Presentations 13
None 34
The influence of all collateral types is on the rise. When asked to describe the influence of a white paper on the purchasing decision, 65% of
respondents rated them as “very” to “extremely influential” in 2011, as compared to 41% of respondents in the 2010 survey. When asked to
compare the perceived influence of content types relative to one another, respondents still seem to regard the white paper as superior to other
forms of collateral.
Collateral Content Very or Extremely Influential in Final Tech Purchase (% of Respondents)
Influential Content 2010 2011


White papers 41% 65%
Case studies 39 68
Podcasts 44 67
Videos 48 62
Brochures 47 61
The 2011 survey marked the first time respondents were asked about the perceived influence of written collateral when accompanied by a
“Share This” button for Facebook, LinkedIn, or Twitter. Of the 52% of respondents who recalled encountering these buttons, 77% said that they
perceived collateral as “much more influential” or “somewhat more influential” on a social networking site
Social Sharing Button Perceived Influence on Collateral
Influence % of Respondents
Much more influential 28%
Somewhat more influential 49
No change 20
Somewhat less influential 2
Much less influential 1
The presence of a “Share This” button is in no way a claim to inherent quality or substance. However, respondents perceive the option to share
as imparting some kind of value.
One-half of all local Web searches are currently performed on a mobile device. Multiple industry watchers believe that by 2014, mobile Internet
usage will surpass desktop Internet usage. Survey results reveal a shift toward consuming content on the go, with 37% of respondents saying
that they had consumed collateral on a mobile device. Of those respondents, 33% reported viewing content on a smartphone and 16% on a
tablet.
Though mobile devices were used to view marketing content in 2011, respondents still most frequently use the desktop to view written assets by
a considerable margin. Respondents read 56% of white papers, 58% of case studies, and 53% of product brochures/data sheets at the desktop,
and overall reported they were more likely to print out written collateral in order to read it than to view it via a mobile device.
With the emergence of an exciting form of hybrid collateral, last year 45% of respondents said they had consumed written collateral with
embedded audio and video files. That figure increased to 55% this year.
More importantly, embedding audio and video files appears to increase the perceived influence of content. 83% of respondents reported that the
inclusion of embedded audio content positively or very positively affected the overall influence of the written collateral. For embedded video, the
figure was even more dramatic.
Influence of Imbedded Content on Written Collateral (% of Respondents)
Influence Audio Files Video Files
Very positively 27% 32%
Positively 56 60
No influence 17 7
The report concludes with suggestions, or “Keys to Collateral Improvement:”
 Add the option to share content. Data shows that the simple addition of a “Share This” button significantly enhances the influence of
collateral
 Embed multimedia content into written collateral assets. Adding audio and video files to written assets measurably increases
influence. Assets that don’t include these elements look old and out of date
 Rethink white papers. Technology purchasers continue to regard white papers as the most influential type of collateral
 Optimize for mobile devices. Mobile devices will become as important as the desktop for viewing marketing content
 Reuse is imperative. Redeploy content to meet the needs of different audiences across multiple formats
 Revere the Web site. Corporate Web sites are the most frequently used channel for obtaining marketing content
For additional information, including more graphs and charts, please visit the Eccolo sign in page here for a free PDF file of the complete “2011

Social Consumers and the Science of Sharing [INFOGRAPHIC]
11 hours ago by Lauren Drell 38


If you’re buying a car, do you check Facebook? Or do you read up on Kelley Blue Book values and scour the company


website for every spec, from horsepower to miles per gallon? What about music — do you check Top 40 radio charts
or scope out what your Facebook friends are actually listening to on Spotify?
Social media has infiltrated the purchasing funnel, helping consumers make informed decisions, from what to have
for lunch to where to go on vacation. Depending on the decision, sometimes you turn to your social graph, and
sometimes you turn to Google. So, as a brand marketer, you want to know what online channels you should be
targeting in order to reach the perfect audience for your product.
But regardless of what kind of consumer you’re trying to reach or what you’re selling, your SEO better be top notch
— search is the most important influence on the web.
The infographic below, featuring data from M Booth and Beyond, analyzes the differences between high and low
sharers and various purchasing decisions, helping brands to understand how should be targeting consumers.
What kind of consumer are you? Let us know in the comments below.

CMO - The Chief Modeling Officer
By Jason Heller

In theory, I love it when digital budgets get cut. No, really, I’m not crazy.
Of course, the budget cuts need to be data-driven decisions -- supported by sophisticated media mix models that
predict the impact and outcome of media investments.
Sure, that’s the way it normally happens… in my dreams.
How many marketers or agencies can look themselves in the mirror and say that they truthfully understand the right
media mix for their business? That they understand the business impact of shifting investments from one channel to
another?
The Elephant in the Room
Unfortunately, most media allocations are based on intuition and debate under the guise of collaborative channel
planning, rather than a systematic approach to media mix modeling.
The first step is the hardest -- having the desire to seek the truth, even if it hurts, and even if it proves that the last
five years worth of planning were inefficient. Marketers must have a willingness to venture outside of their comfort
zone -- and trust me, that’s where you’ll be very quickly when you begin to take the right approach to modeling. But
it’s outside of your comfort zone where the magic happens.
The Wisest Investment
Make no mistake about it; econometric media mix modeling is neither simple nor absolute.
However, CMOs today struggle with delivering results amid volatile economic conditions, rapidly changing consumer
behavior, and increased demands of accountability. Therefore the best investments you make next year may be
related to the analytics and insights that will help your teams make more informed decisions.
Data-Driven -- Not Just for Direct Response
All media spend, whether direct response or branding -ocused, has the same objective: to influence and sell product
to consumers. The primary difference is where in the sales cycle you reach a consumer, and how long it takes to
influence the sale. This is extremely overssimplified, but a fact nonetheless.
Even within the DR space, most agencies and marketers fail to use available tools like attribution reporting to
properly model a digital mix and prevent duplicate tracking and over-crediting of activation channels like search and
retargeting -- a huge issue that plagues every multichannel digital marketer, particularly retailers, whether they take
the time to realize it or not.
The most significant challenge that digital media poses to large brand advertisers is that, unlike with traditional
media, it’s hard to predict the outcome in the market. To a degree this is because of the small budget allocations to
digital, but it is also due to the differences in media currency and the lack of corollary research on investment
impact. Many brands believe in the power of digital media, but most have yet to quantify the marginal increase to


their businesses as media dollars get shifted between traditional and digital media. We can talk ad nauseam about
how digital is an essential part of the mix --and it is! – but we must do a better job at proving it.
CMOs Are Our Champions
CMOs are our marketing leadership. Part of their charter should be championing and inspiring “the right way.”
Maybe the role of the CMO needs a fundamental shift. Maybe the transformation is underway already: a shift to
“Chief Modeling Officer.”
Of course, media is just one cog within the marketing machine. CMOs are accountable for overarching marketing
plans, and the marketing mix model, if you will. While every brand and business is unique, budgets are normally
allocated to PR, advertising, CRM, events, collateral, promotions, and other buckets based, to a degree, on “the way
we have been doing it” and the “if it ain’t broke, don’t fix it” model.
It’s about time we pushed accountability and modeling further than “not broke.”
Have any war stories about how marketing investment decisions are made? Leave a comment or hit me on Twitter
@jasonheller
Post your response to the public Online Spin blog.

See what others are saying on the Online Spin blog.
Jason Heller is CEO of AGILITI, a consulting firm focused on digital marketing operations management. Follow him at
@jasonheller.

The Most Dangerous Phrase In Marketing by Jason Heller, Oct 18, 10:08 AM
There is one phrase -- one mindset -- that holds back more progress, creative thinking and innovation than any
other. It promotes complacency and sends a clear message that stifles curiosity and experimentation. Unfortunately,
it is also a fairly common saying within organizations: "That's not how things are done around here."
No organization formally establishes guidelines or policies that prohibit creative problem-solving and new ideas.
"That’s not how things are done around here" will not be found in any employee handbook, training or orientation.
This mindset is not a stimulus, but rather a response. It is the result of either submission -- yielding to a rigid
underlying corporate culture that does not reward new approaches – or the result of fear, when new ideas have
been shot down in a negative way, or new ideas that were implemented but unsuccessful were treated as abysmal
failures rather than learning experiences.
If employees feel as if their efforts are made in vain, or are not challenged to push themselves to serve the best
interests of the brand or company unconditionally, complacency sets in and inspiration wanes.
The digital shift fosters change. It disintermediates industries. It blurs lines that were once clearly defined. In many
ways, it creates complexity where there once was order, or at least the perception of order. While the shift itself is
well recognized, its cultural impact within marketing organizations is often overlooked -- or at the very least lacks a
champion and steward.
We must each find within us the voice to stand behind, and the logic to support, the right recommendations, even if
the direction may not fit within the mold of the way things have been done in the past.
Executive leadership should empower employees to confidently yet prudently explore new methods of consumer
influence, measurement, applications of data, workflow, collaboration and process. Why restrict your potential
because "That’s not how things are done around here"?
What do you think? Share your thoughts in the comments or hit me on Twitter @jasonheller.
6 comments on "The Most Dangerous Phrase In Marketing"
1. Michael Baer from www.stratecutionstories.wordpress.com
commented on: October 18, 2011 at 3:07 p.m.
Another phrase that is a creativity and innovation showstopper is "We've tried that already (and it failed)". As if
things couldn't possibly different this time, the dynamics different enough, or that simply the times and contexts


aren't different enough to try something similar again. Or even, the past failed attempt might have been poorly
executed. In any event, users of this phrase are trying to kill new thinking while appearing innovative themselves
(having "tried" an approach already). Michael Baer www.stratecutionstories.wordpress.com
2. Joe Bencharsky from iNet Entertainment
commented on: October 18, 2011 at 1:37 p.m.
Agreed. The Einstein definition of "insanity" is what I keep running into. People with a mindset that is
"forwardlooking" to the 1980's trying to do what worked for broadcasting and fitting to an interactive digital
medium in and age of social media interaction. The corporate mind does not want to think creatively, and the
creatives are too fearful of venturing into uncharted waters where they cannot justify the innovation. This type of
stagnation and cookie-cutter marketing is far too entrenched in the market and in the corporate culture preventing
what promises to be a new revolution in customer engagement that could translate to massive sales increases.
3. B D from None
commented on: October 18, 2011 at 11:24 a.m.
Well, most of the video was appropriate, anyway. The end...not so much.
4. B D from None
I should have put some context to that youtube video. I googled "that's how things are done" and received this. It is
appropriate.
5. B D from None
http://www.youtube.com/watch?v=7F37gs8ibZw
6. Jon-mikel Bailey from Wood Street, Inc.
I think a lot of this stems from a fear of change. The new blood can be very intimidating to the established order. It
can be tough to let "the staff" come up with new ideas but those ideas tend to be right on point. We encourage our
team to be open and to share their ideas with us. Great post and words to live by in this day and age.
Leave a Comment

Google is not a conventional company, and we don't intend to become one. True, we share attributes with the
world's most successful organizations - a focus on innovation and smart business practices comes to mind - but even
as we continue to grow, we're committed to retaining a small-company feel. At Google, we know that every
employee has something important to say, and that every employee is integral to our success. We provide
individually-tailored compensation packages that can be comprised of competitive salary, bonus, and equity
components, along with the opportunity to earn further financial bonuses and rewards. Googlers thrive in small,
focused teams and high-energy environments, believe in the ability of technology to change the world, and are as
passionate about their lives as they are about their work.

Attribution Science: Blondes, Brunettes & Non-Converters
by Anto Chittilappilly, Tuesday, Oct. 25, 2011
Recently a mail order cosmetics and hair products company launched a test direct mail campaign in which they sent
coupons to a percentage of their in-house mailing list. The conversion rate of the campaign was about 10%. The
marketer then decided to roll out the campaign to an un-mailed portion of their list, but wanted to focus on the
segment that had the highest propensity to convert. After some analysis they found that 45% of the conversions
from the test campaign were from blondes, 35% brunettes and 20% were other.
Based on this information, they rolled out a new campaign only to blondes, expecting better than a 10% response
rate. But the conversion rate of the rollout dropped to 8.3%. After some serious head-scratching they decided to


analyze the people who received the coupons but did NOT convert, and found that were 55% blonde, 20% brunette
and 25% other. So they launched a third campaign directed only at brunettes and produced an 18% conversion rate.
Converters & Non-Converters in The Attribution Formula
When any marketing attribution management solution is developed, a decision must be made right upfront on which
available data is going to feed the attribution process. Obviously the mathematical science that’s employed to
calculate the amount of credit to be attributed to every channel, campaign and tactic used by marketers can only
utilize the data that’s made available. So if certain data within an organization is excluded and deemed unimportant
-- such as the “non-converter” data in the example above, before that data has been mathematically proven to be
unimportant -- then that solution is inherently suspect.
And frankly, doesn’t the application of even a simple, common-sense barometer find it obvious that only when the
traits associated with the non-converting population are compared to those associated with the converting
population can marketers identify the difference between the two (and by implication the traits that have an impact
on conversions)? But despite this apparent no-brainer, attribution solutions exist in the marketplace that exclude all
data (traits) from the non-converting population.
Only Your Hairdresser Knows for Sure
Now, to put this in a true cross-channel attribution context, instead of hair color, think of brunettes as channel “A”
and blondes as channel “B” – or, since attribution is actually a multidimensional exercise, think of brunettes as a
given set of channel, publisher, creative, size, price or date traits and blondes as a differing set of traits. In a very real
sense, a marketer only has the complete picture of her marketing performance if she looks at the population that
has been exposed to her marketing efforts as a whole—and can prove or disprove the importance of ALL the data
(traits) that has been included. Only then can the most informed, accurate conclusions be drawn from the
attribution solution, and most effective optimization strategies be enacted as a result.
Post your response to the public Metrics Insider blog.

See what others are saying on the Metrics Insider blog.
Anto Chittilappilly is Founder and CTO of Visual IQ, a marketing business intelligence company that provides the end-
to-end insight needed to execute successful campaigns, deliver maximum ROI and measure multicampaign
attribution.

How Recruiters Use Social Networks to Screen Candidates [INFOGRAPHIC]
15 hours ago by Erica Swallow 44
Over the past few years, we’ve seen social media used in the job market in a number of ways — startups, small
businesses and large corporations alike are diving into the socialverse to find top talent, and job seekers are likewise
getting creative with social media.
Social media monitoring service Reppler recently surveyed more than 300 hiring professionals to determine when
and how job recruiters are screening job candidates on different social networks.
The study found that more than 90% of recruiters and hiring managers have visited a potential candidate’s profile on
a social network as part of the screening process. And a whopping 69% of recruiters have rejected a candidate based
on content found on his or her social networking profiles — an almost equal proportion of recruiters (68%), though,
have hired a candidate based on his or her presence on those networks.
Check out the infographic below for more results from the survey, including what details on a candidate’s social
profile make recruiters tick.


Moving from Transaction to Engagement
12:30 PM Thursday October 20, 2011
by R “Ray” Wang | Comments (11)


Mobile enterprise, social business, cloud computing, advanced analytics, and unified communications are
converging. Armed with the art of the possible, innovators are seeking to apply disruptive consumer technologies to
enterprise class uses — call it the consumerization of IT in the enterprise. The likely results include new methods of
furthering relationships, crafting longer term engagement, and creating transformational business models. It's part
of a shift from transactional systems to engagement systems.
These transactional systems have been around since the 1950s. You know them as ERP, finance and accounting
systems, or even payroll. These systems are designed for massive computational scale; users find them rigid and
techie. Meanwhile, we've moved to new engagement systems such as Facebook and Twitter in the consumer world.
The rich usability and intuitive design reflect how users want to work — and now users are coming to expect the
same paradigms and designs in their enterprise world.

Engagement systems share nine common traits
A few thought leaders have helped drive the thinking on systems of engagement. Geoffrey Moore has discussed how
systems of engagement will drive knowledge worker effectiveness and productivity. Dion Hinchcliffe of Dachis group
details the transition from systems of record to systems of engagement in how the social web and open internet are
changing business. As with the shift to the Internet, organizations that miss this shift from transactional systems to
engagement systems will face dire consequences.
Our initial research identifies nine characteristics of engagement systems that differ from the transactional systems
of yesteryear (see the table below for a historical view):
1. Design for sense and response. Engagement systems "listen" to assess status, sentiment, and context. For
example, detection of negative sentiment could lead to a discount on your next purchase or a proactive phone call to
address an issue. These systems go beyond transactional systems that focus on reliability, stability, and continuous
improvement.
2. Address massive social scale. Engagement systems seek to master social networks. Social scale requires constant
feedback from networks of people and objects. LinkedIn is an example of how we connect, collaborate, and share
with each other in a career aligned social network. Transactional systems focus on addressing massive computing
scale.
3. Foster conversation. Engagement systems support two-way conversations. Chat, video, and sharing features
enable conversations among individuals, teams, and even machines. Transactional systems push one-way
communications in a dictatorial approach


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