We were killin' em in 2008! This isn't a case, it's several consecutive programs that consistently enable or enhance the experiences and passions of youth through AT&T products and services. That's how you make a brand with the word "telegraph" in its logo acronym, relevant to youth. Do stuff that matters to them.
A program I developed and led, laser-focused on enriching and up-leveling skills and credentials in mobile marketing across Carat and the balance of the Aegis Network. Introduces notion of "best practices" and "next practices", engaging workforce (young talent particularly) with connected learning events and experiences that drive ongoing participation and learning through doing.
A pitch for AT&T's college development programs presented to AT&T professionals at their corporate offices in Dallas, Texas by a team at Boston University's AdLab.
Telecom companies are facing declining revenues as data revenues shift to online players like Google and Apple. To retain their share of the data market, telcos must (1) improve their networks and offer high-value multimedia services, (2) focus on enabling accessible content across all devices, (3) exploit advertising through their subscriber base, and (4) adopt innovative content models focused on customer experience.
The document discusses market segmentation, targeting, differentiation, and positioning strategies for e-businesses. It provides examples of how 1-800-Flowers uses data mining software to identify customer segments to better target their marketing. E-marketers segment markets using variables like demographics, benefits sought, product usage, and attitudes to develop niche and personalized targeting strategies. Companies can differentiate their offerings through product innovation, customization, services and user experiences to position themselves favorably compared to competitors.
Find out how consumers use mobile devices and how this impacts on mobile marketing communications. This is a session from the Diploma in Digital Marketing qualification from the CAM foundation.
This document proposes a partnership between Dentsu Aegis Network, Shazam, and NBCUniversal to leverage Shazam's audio data and technology. The partnership would allow NBCU to [1] better understand audiences and their behaviors through audio data, [2] create more personalized experiences across platforms, and [3] condition audiences to interact with NBCU content using their mobile devices.
The document discusses recommendations to help the company Mad Hats achieve its 5-year goals. It recommends: 1) expanding Mad Hats' product line and distribution network to include a new 5-panel hat and more retail partners; 2) implementing a new website (Site 2.0) and overhauling the mobile app; and 3) targeting Generation Y through social media marketing and celebrity endorsements. The recommendations aim to increase Mad Hats' revenue by at least 20% annually through December 2019.
A program I developed and led, laser-focused on enriching and up-leveling skills and credentials in mobile marketing across Carat and the balance of the Aegis Network. Introduces notion of "best practices" and "next practices", engaging workforce (young talent particularly) with connected learning events and experiences that drive ongoing participation and learning through doing.
A pitch for AT&T's college development programs presented to AT&T professionals at their corporate offices in Dallas, Texas by a team at Boston University's AdLab.
Telecom companies are facing declining revenues as data revenues shift to online players like Google and Apple. To retain their share of the data market, telcos must (1) improve their networks and offer high-value multimedia services, (2) focus on enabling accessible content across all devices, (3) exploit advertising through their subscriber base, and (4) adopt innovative content models focused on customer experience.
The document discusses market segmentation, targeting, differentiation, and positioning strategies for e-businesses. It provides examples of how 1-800-Flowers uses data mining software to identify customer segments to better target their marketing. E-marketers segment markets using variables like demographics, benefits sought, product usage, and attitudes to develop niche and personalized targeting strategies. Companies can differentiate their offerings through product innovation, customization, services and user experiences to position themselves favorably compared to competitors.
Find out how consumers use mobile devices and how this impacts on mobile marketing communications. This is a session from the Diploma in Digital Marketing qualification from the CAM foundation.
This document proposes a partnership between Dentsu Aegis Network, Shazam, and NBCUniversal to leverage Shazam's audio data and technology. The partnership would allow NBCU to [1] better understand audiences and their behaviors through audio data, [2] create more personalized experiences across platforms, and [3] condition audiences to interact with NBCU content using their mobile devices.
The document discusses recommendations to help the company Mad Hats achieve its 5-year goals. It recommends: 1) expanding Mad Hats' product line and distribution network to include a new 5-panel hat and more retail partners; 2) implementing a new website (Site 2.0) and overhauling the mobile app; and 3) targeting Generation Y through social media marketing and celebrity endorsements. The recommendations aim to increase Mad Hats' revenue by at least 20% annually through December 2019.
IBUL-Media Limited was set up in 2009 to develop digital media revenue streams using broadband technology. It specializes in bringing together content and technologies on a single platform to generate profits for venues and advertisers. The company delivers applications and services to support various sectors through branded content and digital out-of-home advertising, which are most likely to produce major revenue. IBUL-Media's platforms I-Connect and I-Engage can deliver customizable content to venues using a suite of technologies.
The document discusses plans for launching an over-the-top (OTT) mobile app and channel in Chhattisgarh, India. The key goals are to (1) spread relevant informative content to more citizens, (2) highlight the state's achievements, and (3) make citizens aware of government initiatives. An extensive marketing strategy is outlined to promote app awareness and downloads, including digital marketing, website development, public relations, and both online and offline promotional activities. Regular app feedback and updates are also part of the plan to improve the user experience over time.
This document summarizes an interview with Fotis Karonis, the CTO of mobile network operator EE in the UK. Some key points:
- EE was the first to launch LTE networks in the UK and has now launched the fastest LTE-Advanced network, giving over 1 million customers faster speeds and improved connectivity.
- Karonis credits EE's success to strong engineering capabilities and collaboration with partners like Huawei to build future-proof, scalable networks.
- The LTE network is transforming user experience in the UK by enabling more mobile access to services, content and productivity apps.
- EE's new LTE-Advanced network, using technology from Huawei, can achieve speeds up
IE IMBA Application: Question H - by Alicia M. Rivasamrivascortez
The document discusses the challenges facing the mobile telecommunications industry and the role the author hopes to play in addressing those challenges. It identifies four key regions - Africa/Southern Asia, emerging markets, Europe, and developed markets - each with different characteristics and challenges. These include increasing connectivity and technological adoption while maintaining profitability. The author believes obtaining new skills from an IMBA, learning from others' global experiences and ideas, applying creativity, understanding consumers, and demonstrating leadership can help them become part of the industry's solution by developing and executing ideas to address these challenges.
The document discusses how the digital world is changing how brands market themselves and connect with consumers. It notes that consumers now spend more time interacting with brands across social media, mobile apps, and owned digital channels than traditional media. It advocates that brands should engage consumers through interactive content on owned channels, distribute that content through social and mobile media, and reach broader audiences with paid media to build an effective brand ecosystem. It provides Smirnoff as an example of a brand that successfully implemented this approach.
Jisc RSC Eastern Web 2.0 Your new business partner? Apr 2010 '"Why" you need ...JISC RSC Eastern
This document discusses the use of Web 2.0 tools in business strategies. It begins with an introduction to a presentation on how Web 2.0 can be used as a business partner. The document then provides examples of main Web 2.0 tools for promotion and customer interaction, such as contact management, email, websites, podcasts/blogs, and social media. It also discusses ensuring commitment from leadership, clarifying objectives, and integrating online strategies with other marketing communications.
NTT DoCoMo announced the launch of its new iD credit card brand for mobile payments in Japan. The iD brand will allow DoCoMo customers to make credit card payments using their mobile phone with wallet functions by waving their phone at payment terminals. Purchases under a certain amount will not require signatures, while larger purchases will require entering a password. DoCoMo aims to enhance the convenience of mobile payments and further integrate mobile phones into daily life. It also plans to offer credit card services under the iD brand in the first half of 2006.
Newspapers are facing challenges from new digital media that are disrupting their business models. While newspapers still generate a significant portion of advertising revenue, that share is declining as readers and advertisers have more options. Younger generations are accessing news and information differently online and via mobile. Newspapers must develop transition strategies like moving into new digital media while still defending their core print business to replace declining revenue over time. The key challenge is transitioning without sacrificing the existing print business too quickly before new digital revenues can replace it.
Amazon Prime Video Environmental AnalysisJessica Gold
Amazon Prime Video's global reach provides both opportunities and challenges. It has a large subscriber base worldwide, except in a few countries, and offers diverse content. However, it faces regulatory issues around data privacy and antitrust laws in different regions. Technological innovations like the Fire TV stick have increased Prime Video's user base, but increased streaming also raises ecological concerns over higher CO2 emissions. Younger audiences are increasingly using online streaming over traditional TV, benefiting services like Prime Video.
The document outlines the key topics and concepts covered in Chapter 10 of an instructor's manual on online content and media. It discusses the major trends in online content consumption and revenue models. Key factors affecting the online publishing and entertainment industries are explained. The chapter also covers concepts like digital rights management, media convergence, and challenges faced by different content industries in adapting to the digital environment. Case studies on Netflix and the struggles of the newspaper industry are also summarized.
This chapter discusses trends in global internet access and e-commerce. It outlines how factors like access to computers/phones, credit card availability, and attitudes toward online activity influence e-marketing strategy in different markets. Emerging economies are described as important opportunities for e-businesses, with countries like Brazil, Russia, India and China representing large emerging consumer markets. The chapter also addresses challenges of e-marketing to low-income consumers and the concept of the "digital divide".
Integrate is an advertising technology company that provides programmatic buying services through its centralized media management platform. It was founded in 2010, has 135 employees, and offices in several states. The document discusses how advertisers are demanding more accountability in online advertising, and how real-time bidding has allowed for more targeted impressions and greater access to inventory compared to traditional CPM buying models. It also outlines Integrate's services like media intelligence, opportunity identification, strategy development, creative assets, targeting capabilities, buying options, reporting, audience analysis, retargeting, A/B testing, and use of learning algorithms to optimize campaigns.
This document discusses ecosystems and digital business models. It provides examples of how Apple and Google built large app ecosystems through their iOS and Android platforms. It describes how ecosystems create "black oceans" where competition is nearly impossible. It introduces the concept of asymmetric business models, where companies generate profits in a different industry than where they create value. The document presents a three-step recipe for digital business models and provides examples from Apple, Google, Amazon, and WeChat.
The document discusses strategic e-marketing and performance metrics. It provides an overview of Amazon's business model and strategy, explaining how it leveraged its core competencies. The importance of strategic planning and developing an e-business strategy that aligns with goals and market opportunities is discussed. Key performance metrics are outlined to measure social media, customers, operations, learning and growth, and finances. The Balanced Scorecard framework is also introduced as a way to understand different metrics perspectives.
This document provides an overview of the telecommunications markets in China and Germany, as well as details on Huawei, a major Chinese telecom equipment supplier. Regarding China, it notes the large size of China's telecom service and equipment markets, as well as emerging opportunities in tier 2 cities. It also discusses China's regulatory environment and increasing openness to foreign participation. Details are given on market leaders and growth areas in Germany. Finally, company background and competitive positioning are outlined for Huawei.
This document discusses how digital and offline communications are converging, with technologies allowing for integration across channels. It covers trends in digital TV, radio, outdoor, mobile and location-based marketing. Key points are the proliferation of devices to access media, the importance of data and analytics, and the benefits of coherence, consistency, continuity and complementarity when combining online and offline campaigns. Traditional media can drive brand awareness and explain online value, while digital allows better targeting, interactivity and measurement of outcomes.
Nearly thirty (30) case studies reflecting our lean group's (MobileBehavior staff) topical expertise, unique approach to solving business challenges with campaigns that either enable or enhance the experience of youth in their online, offline and mobile communities of interest, and volume of work performed on behalf of sister agencies (common asset model) and direct-to-client.
An exploratory study on what the content,the structure,consumption and the execution of videos being created for mobile platform in sub-Saharan Africa is.
Generating Awareness and Revenue in China's Social MediaSandeep Bahl
Regional General Manager Sandeep Bahl provided an overview of digital trends in China. Key points included:
- China has 1.2 billion mobile users, with 90% penetration and 50% using smartphones. Users spend an average of 8 hours daily on multi-screen devices.
- Online video has 389 million users in China, accounting for 66% of internet users. Content is mostly licensed programming and original shows.
- Social media and social commerce are major traffic drivers for ecommerce in China, with some platforms like WeChat becoming ecommerce platforms themselves.
- Future technologies will focus on constant connection between devices to provide more personalized, intuitive experiences for consumers.
K Cube Ventures is the leading early stage venture capital firm in South Korea. Learn more about our portfolio companies and what we do by viewing our 2014 Media Kit.
Website: http://kcubeventures.co.kr/en/
IBUL-Media Limited was set up in 2009 to develop digital media revenue streams using broadband technology. It specializes in bringing together content and technologies on a single platform to generate profits for venues and advertisers. The company delivers applications and services to support various sectors through branded content and digital out-of-home advertising, which are most likely to produce major revenue. IBUL-Media's platforms I-Connect and I-Engage can deliver customizable content to venues using a suite of technologies.
The document discusses plans for launching an over-the-top (OTT) mobile app and channel in Chhattisgarh, India. The key goals are to (1) spread relevant informative content to more citizens, (2) highlight the state's achievements, and (3) make citizens aware of government initiatives. An extensive marketing strategy is outlined to promote app awareness and downloads, including digital marketing, website development, public relations, and both online and offline promotional activities. Regular app feedback and updates are also part of the plan to improve the user experience over time.
This document summarizes an interview with Fotis Karonis, the CTO of mobile network operator EE in the UK. Some key points:
- EE was the first to launch LTE networks in the UK and has now launched the fastest LTE-Advanced network, giving over 1 million customers faster speeds and improved connectivity.
- Karonis credits EE's success to strong engineering capabilities and collaboration with partners like Huawei to build future-proof, scalable networks.
- The LTE network is transforming user experience in the UK by enabling more mobile access to services, content and productivity apps.
- EE's new LTE-Advanced network, using technology from Huawei, can achieve speeds up
IE IMBA Application: Question H - by Alicia M. Rivasamrivascortez
The document discusses the challenges facing the mobile telecommunications industry and the role the author hopes to play in addressing those challenges. It identifies four key regions - Africa/Southern Asia, emerging markets, Europe, and developed markets - each with different characteristics and challenges. These include increasing connectivity and technological adoption while maintaining profitability. The author believes obtaining new skills from an IMBA, learning from others' global experiences and ideas, applying creativity, understanding consumers, and demonstrating leadership can help them become part of the industry's solution by developing and executing ideas to address these challenges.
The document discusses how the digital world is changing how brands market themselves and connect with consumers. It notes that consumers now spend more time interacting with brands across social media, mobile apps, and owned digital channels than traditional media. It advocates that brands should engage consumers through interactive content on owned channels, distribute that content through social and mobile media, and reach broader audiences with paid media to build an effective brand ecosystem. It provides Smirnoff as an example of a brand that successfully implemented this approach.
Jisc RSC Eastern Web 2.0 Your new business partner? Apr 2010 '"Why" you need ...JISC RSC Eastern
This document discusses the use of Web 2.0 tools in business strategies. It begins with an introduction to a presentation on how Web 2.0 can be used as a business partner. The document then provides examples of main Web 2.0 tools for promotion and customer interaction, such as contact management, email, websites, podcasts/blogs, and social media. It also discusses ensuring commitment from leadership, clarifying objectives, and integrating online strategies with other marketing communications.
NTT DoCoMo announced the launch of its new iD credit card brand for mobile payments in Japan. The iD brand will allow DoCoMo customers to make credit card payments using their mobile phone with wallet functions by waving their phone at payment terminals. Purchases under a certain amount will not require signatures, while larger purchases will require entering a password. DoCoMo aims to enhance the convenience of mobile payments and further integrate mobile phones into daily life. It also plans to offer credit card services under the iD brand in the first half of 2006.
Newspapers are facing challenges from new digital media that are disrupting their business models. While newspapers still generate a significant portion of advertising revenue, that share is declining as readers and advertisers have more options. Younger generations are accessing news and information differently online and via mobile. Newspapers must develop transition strategies like moving into new digital media while still defending their core print business to replace declining revenue over time. The key challenge is transitioning without sacrificing the existing print business too quickly before new digital revenues can replace it.
Amazon Prime Video Environmental AnalysisJessica Gold
Amazon Prime Video's global reach provides both opportunities and challenges. It has a large subscriber base worldwide, except in a few countries, and offers diverse content. However, it faces regulatory issues around data privacy and antitrust laws in different regions. Technological innovations like the Fire TV stick have increased Prime Video's user base, but increased streaming also raises ecological concerns over higher CO2 emissions. Younger audiences are increasingly using online streaming over traditional TV, benefiting services like Prime Video.
The document outlines the key topics and concepts covered in Chapter 10 of an instructor's manual on online content and media. It discusses the major trends in online content consumption and revenue models. Key factors affecting the online publishing and entertainment industries are explained. The chapter also covers concepts like digital rights management, media convergence, and challenges faced by different content industries in adapting to the digital environment. Case studies on Netflix and the struggles of the newspaper industry are also summarized.
This chapter discusses trends in global internet access and e-commerce. It outlines how factors like access to computers/phones, credit card availability, and attitudes toward online activity influence e-marketing strategy in different markets. Emerging economies are described as important opportunities for e-businesses, with countries like Brazil, Russia, India and China representing large emerging consumer markets. The chapter also addresses challenges of e-marketing to low-income consumers and the concept of the "digital divide".
Integrate is an advertising technology company that provides programmatic buying services through its centralized media management platform. It was founded in 2010, has 135 employees, and offices in several states. The document discusses how advertisers are demanding more accountability in online advertising, and how real-time bidding has allowed for more targeted impressions and greater access to inventory compared to traditional CPM buying models. It also outlines Integrate's services like media intelligence, opportunity identification, strategy development, creative assets, targeting capabilities, buying options, reporting, audience analysis, retargeting, A/B testing, and use of learning algorithms to optimize campaigns.
This document discusses ecosystems and digital business models. It provides examples of how Apple and Google built large app ecosystems through their iOS and Android platforms. It describes how ecosystems create "black oceans" where competition is nearly impossible. It introduces the concept of asymmetric business models, where companies generate profits in a different industry than where they create value. The document presents a three-step recipe for digital business models and provides examples from Apple, Google, Amazon, and WeChat.
The document discusses strategic e-marketing and performance metrics. It provides an overview of Amazon's business model and strategy, explaining how it leveraged its core competencies. The importance of strategic planning and developing an e-business strategy that aligns with goals and market opportunities is discussed. Key performance metrics are outlined to measure social media, customers, operations, learning and growth, and finances. The Balanced Scorecard framework is also introduced as a way to understand different metrics perspectives.
This document provides an overview of the telecommunications markets in China and Germany, as well as details on Huawei, a major Chinese telecom equipment supplier. Regarding China, it notes the large size of China's telecom service and equipment markets, as well as emerging opportunities in tier 2 cities. It also discusses China's regulatory environment and increasing openness to foreign participation. Details are given on market leaders and growth areas in Germany. Finally, company background and competitive positioning are outlined for Huawei.
This document discusses how digital and offline communications are converging, with technologies allowing for integration across channels. It covers trends in digital TV, radio, outdoor, mobile and location-based marketing. Key points are the proliferation of devices to access media, the importance of data and analytics, and the benefits of coherence, consistency, continuity and complementarity when combining online and offline campaigns. Traditional media can drive brand awareness and explain online value, while digital allows better targeting, interactivity and measurement of outcomes.
Nearly thirty (30) case studies reflecting our lean group's (MobileBehavior staff) topical expertise, unique approach to solving business challenges with campaigns that either enable or enhance the experience of youth in their online, offline and mobile communities of interest, and volume of work performed on behalf of sister agencies (common asset model) and direct-to-client.
An exploratory study on what the content,the structure,consumption and the execution of videos being created for mobile platform in sub-Saharan Africa is.
Generating Awareness and Revenue in China's Social MediaSandeep Bahl
Regional General Manager Sandeep Bahl provided an overview of digital trends in China. Key points included:
- China has 1.2 billion mobile users, with 90% penetration and 50% using smartphones. Users spend an average of 8 hours daily on multi-screen devices.
- Online video has 389 million users in China, accounting for 66% of internet users. Content is mostly licensed programming and original shows.
- Social media and social commerce are major traffic drivers for ecommerce in China, with some platforms like WeChat becoming ecommerce platforms themselves.
- Future technologies will focus on constant connection between devices to provide more personalized, intuitive experiences for consumers.
K Cube Ventures is the leading early stage venture capital firm in South Korea. Learn more about our portfolio companies and what we do by viewing our 2014 Media Kit.
Website: http://kcubeventures.co.kr/en/
This document discusses using mobile technology to improve communication with retail consumers. It notes that consumer behavior and how they consume information has changed. The key is to turn distraction into transactions by empowering and exciting people through collaborative platforms and facilitating sales. Examples are given of Starbucks and BMW using mobile apps, QR codes, Bluetooth, and location-based services to increase customer engagement and transactions. Starbucks implemented a mobile loyalty program while BMW sent personalized MMS messages about winter tires to opted-in customers.
mBillionth Award is a dedicated platform to explore the latent potential of mobile sector across South Asia; Media phones/mobile communication devices are widely regarded as the “fourth screen” in the market after the cinema, TV and PC. The mBillionth Award is about recognising and felicitating best and innovative mobile content application and service delivery. It is to recognize best content services providing value and worth to mobile applications. [Digital Empowerment Foundation]
K Cube Ventures is the leading early stage venture capital firm in South Korea. Learn more about our portfolio companies and what we do by viewing our 2014 Media Kit.
Website: http://kcubeventures.co.kr/en/
K Cube Ventures is the leading early stage venture capital firm in South Korea. Learn more about our portfolio companies and what we do by viewing our 2014 Media Kit.
Website: http://kcubeventures.co.kr/en/
This document provides information on K Cube Ventures' portfolio companies in the areas of consumer/mobile/commerce and games. It includes brief descriptions of 25 service companies and 10 game companies that K Cube has invested in. Details provided for each include the company name, founders and management team, services offered, and key metrics like number of users or downloads. The document also provides an overview of K Cube Ventures' investment areas, total investments to date, and partnership with Kakao Venture Fund.
1) Mobile marketing has evolved through three screens - television, web browsers, and mobile devices.
2) The rise of smartphones and mobile apps has made mobile a powerful new platform for marketing.
3) Mobile marketing techniques include SMS, mobile search, location-based services, mobile apps, and mobile websites.
Mobile Marketing for Retail Stores and Shopsaffordableweb
The document discusses the evolution of digital screens for marketing from television (first screen), to desktop/laptop computers (second screen), to mobile devices (third screen). It outlines different mobile marketing techniques like mobile search, location-based services, SMS text messages, QR/barcodes, and mobile applications. Examples are given of how brands like H&M and Adidas have successfully used mobile strategies like SMS coupons, mobile banners, and location-based alerts to drive customers to stores. The importance of having a mobile-friendly website that detects devices is also discussed.
This document proposes the creation of a social media platform called Spillwall.com designed specifically for kids. It would provide a safe environment for kids to create content, tell stories, and share with friends. The strategy involves building Spillwall's audience to 500,000 monthly users by mid-2013 and 20 million by 2016 through marketing partnerships with existing customers in the youth media space. The financial projections estimate Spillwall will become profitable within 18 months and generate over $90 million in annual revenue by 2015.
Mobile advertising for government and civics Anchor Mobile
The document discusses the evolution of digital marketing from the first screen of television to the current third screen of mobile devices. It outlines how mobile marketing techniques like text messages, mobile applications, and QR codes can be used to engage customers. The document advocates developing a mobile strategy and website that is optimized for mobile to stay relevant as more people access the internet through mobile devices.
This DMA 2010 Transformative Media presentation covers new media and emerging technology and how it is digitally transformation traditional media. Digital marketing and digital advertising allows marketers to better target audiences with their advertising. Internet and web based technologies like websites, search engines, banner ads and display advertising, email, social media, mobile marketing will experience tremendous growth and provide greater ad measurability, ad spend ROI, and ultimately, broader and more targeted reach.
Mobile marketing techniques have evolved from SMS text messaging and mobile applications to include location-based services, QR/barcodes, and mobile video, as most American homes now have mobile web-capable devices, though many websites still need to become mobile-friendly to fully capitalize on this growing channel. Case studies show how brands like H&M, Adidas, and others have successfully used mobile strategies like SMS coupons, mobile banners, and event alerts to drive traffic, sales, and customer engagement. The document advocates developing a mobile strategy and deciding whether to create a mobile website or app to better serve customers anytime, anywhere.
The document describes several marketing campaigns that used Bluetooth beacon technology (called "BluFi") to deliver mobile content and engage customers. The campaigns included promoting ICICI Bank's mobile app at branches, delivering coffee shop menus to mobile phones to save paper, providing sports drink samples and running tips at a marathon expo, and giving real-time cricket updates to fans at a stadium to promote the Royal Challengers team. The campaigns achieved high engagement rates and downloads, demonstrating the effectiveness of Bluetooth for interactive and location-based mobile marketing.
We help organizations expand their reach in emerging markets through mobile and digital strategies. Mobile internet access and app downloads are growing rapidly around the world. We provide access to major distribution channels like mobile network operators and Facebook Free Basics. We also offer technology platforms and services to build audiences, increase revenue, design content, and gain user insights.
We help organizations expand their reach in emerging markets through mobile and digital strategies. Mobile internet access and app downloads are growing rapidly around the world. We provide access to major distribution channels like mobile network operators and Facebook Free Basics. We also offer technology platforms and services to build audiences, increase revenue, design content, and gain user insights.
Ähnlich wie AT&T Youth Segment Marketing Back-to-School Case Study Series 2008 (20)
Dual-Sided Business Model: Omnicom, AT&T, Indoor DirectJason Newport
A thorough POV/strategic partnership recommendation to AT&T Interactive I wrote in 2009, nearly a year after the launch of MobileBehavior. I've always been highly interested in dual-sided business models since reading case after case on the Dentsu/NTT DoCoMo/D2 JV which formed a JV called iMode. Essentially, a telecom company and an advertising agency got together and said, "hey, you do this well, we do this well... let's get together and make some money by developing and distributing mobile content." To me, anyway, that's a lesson from the east we should learn and apply as this flow economy races on and companies who were our competitors yesterday, become our partners today.
The "Mobile Advertising Innovation" document was a proposal to AT&T Interactive that paired the telecom giant's YP arm, with Omnicom's stable of creative agencies and talent to create mobile websites (WAP) for small business owners -- to supplement the advertising revenue generated from sales of Yellow Pages ads. It also added an additional hyperlocal component with the inclusion of an IP-addressable digital out of home network called Indoor Direct. I departed Omnicom shortly after the deal was done, and like many new and innovative media products and unconventional business models, I can only imagine this very promising initiative was shelved when it lost momentum it had gained through someone championing it and having the willingness to do something different and better for advertisers, media owners and agencies alike.
Omnicom Digital: 1st Round Global Unilever Pitch (London)Jason Newport
Just following MobileBehavior's successful collaboration with Laurie Coots at TBWA which resulted in winning the VISA global business, OMC asked that we partner with TribalDDB to pitch Unilever in London. These are the mobile concepts. Frog won the business, and rightfully so, however I spent a lot of time with Paul Gunning and Stephan Beringer -- two of the finest ad guys you'll ever meet. Razor sharp and money in the pitch.
Y Media Labs (YML) Growth & Expansion PLanJason Newport
YML is, IMHO -- and I'm not alone, the best all-around iOS and Android mobile design and development agency in the world. They have been featured in the app store more than 75 times, without ever asking for the honor on a single occasion. Steve Jobs once sent Ashish, YML's founder, a note telling him how impressed he was with YML's work on the iPad. Apple has since become a client. This plan identifies the opportunity for agencies, YML specifically in this scenario, to expand their scope in three categories. See the deck for more info.
Broad-stroke view of framework developed to communicate agency's POV on impact of converged media and power of mobile to bring point of engagement and point of transaction closer.
This document discusses how technology intersects with people and consumer behavior. It emphasizes understanding consumer needs and contexts over focusing on specific technologies. Key ideas include anticipating new demand patterns, embracing consumer behaviors, and enhancing experiences rather than trying to change behaviors. The goal is to use technology to create value for people through utility, relevance, immediacy and other factors.
DAN Brand Accelerator: Client Pitch KeynoteJason Newport
Here is the Brand Accelerator pitch deck I began using to pitch current clients more than two years ago. I refined as we advanced through each phase once clients had signed on and we adjusted as necessary. I pitched this to more than twenty clients, all household brand names -- an converted each of them. Not a single brand declined to move forward.
A primer on youth culture and commerce in an era of converged media and transformation shaking the foundation of every industry by young adults not conditioned to conform to institutionalized thought.
Aegis Reinvention Team: Year One ReviewJason Newport
Summarizes year one of Reinvention Team that grew to more than 300 members under my stewardship. Amazing, willing, young talent doing their thing because they had a stage to do it, and encouragement to bring their personal passions into the workplace and learn to apply them to any scenario -- all about lateral thinking.
Gillette Mobile Rich Media Advergame ConceptJason Newport
An HTML5 mobile rich media concept co-developed with my brilliant friends at Adcade on behalf of Gillette (P&G) that bridges physical and digital, passive and active viewing, expulsion of real-time, live NFL/pro league game viewing and participation that transforms viewer to player on a branded canvas that reflects the power, features and benefits of the product in the context of blended reality gameplay. Naturally seeds notions by leveraging native attributes of device and using game mechanics to minimize paid media spend, and optimize earned media through use of real-time data that enables mirroring of IRL game within advergame on handset.
Examines the impact of technology, generational shift, and apathy as key driving forces of change. Puts forward a POV on the real problems facing agencies and brands operating in this "age of embarrassment" powered by the misuse of technology.
Movember Verge Culture Concept for GilletteJason Newport
Due credit to the inimitable Haydn Davies for his amazing talent, and ability to merge art, culture, commerce and technology in a way that achieved normalcy and visualized experiences audience would aspire to participate in. Shout to Mike Malbon and the crew at FCS at Essex & Hester for years of inspiration, undercover marketing savants, dope streetwear, most willing to make stuff happen, and best barbershop in NYC... hands down, all-around.
The document discusses key forces driving change including a generational shift, fewer barriers to entry, unlimited choice and information overload. It argues we are moving from an era of control to one of cooperation and collaboration. New technologies have changed how we consume and industries must address new demand patterns. It encourages embracing innovation through understanding user contexts, designing for everyday use, and creating platforms for passion and ideas to connect. Culture emerges from consistency, and success comes from disrupting conventions to create demand.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
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2. Background & Overview
• The Back-to-School (BTS) timeframe
represents one of the most significant
sources of annual revenue for
MobileBehavior client AT&T
• Each year, as AT&T’s Youth and Mobile
Marketing Agency-of-Record,
MobileBehavior creates and activates a
summer-to-fall BTS strategy that includes a
mix of online, offline and mobile brand and
agency activities designed to:
– Increase average revenue per user
– Drive new customer acquisition
– Create and extend relevance for the AT&T brand
among youth
– Increase engagement time with AT&T via the handset
3. Situation Analysis: 2008
• Following AT&T’s acquisition of BellSouth and
the call to create resonance for “the new AT&T”
among youth during this massive transitioning
exercise, AT&T faced growing competitive
pressures in areas of value, network
reliability/speed and handset selection
• Carriers and MVNOs were creating packages,
programs and promotions designed to target
underpenetrated youth segments including
content creators and thought-leading influencers
operating in low overall user count, but high-
volume capacity in online social networking sites
and virtual worlds
• Music continued to play central role in switching
behavior among youth with the need to
maintain lead position in this “choice”, content
and event-driven category more important than
ever
4. Key BTS Youth Trends and Drivers
• Social networking continued to be a dominant force in shaping
teen identity – youth belong to several
• User generated content trending still upward as the medium to
broadcast lives of youth online and on mobile
• Virtual worlds & massively multiplayer online gaming were
growing in popularity, with specific affinity interests ranging
from in-world 3-D object building (Second Life) to simply
resonating with a popular TV program (Virtual Laguna Beach)
• Top teen passions at the moment were music, media, gaming,
communication and fashion
• Teen girls had emerged as the key communicators, leading in
social networks and usage of SMS and MMS
• Teen boys continued to lead the usage of mobile internet,
games, and videos
5. Goals
1. Maintain wireless youth share in the face of competition, high
general market churn, and recent Cingular/AT&T merger
2. Spotlight the power of new handsets and applications to youth
in new and innovative ways
3. Deliver greater revenue intensity – stimulate usage & adoption
of mobile data products
4. Make the new AT&T brand for wireless accessible and relevant
to youth
5. Preserve Cingular/AT&T as the “perceived by” leader in key
categories among youth: social networking, music, shopping
6. Strategy
• Permeate the lives of our youth target 24/7
• Leverage key passions including music, entertainment,
fashion, and friends on a national and local level
• Create platforms and promotions that give youth the
opportunity to both consume, create and share mobile
content
• Enhance experiences already important to youth by
creating opportunities for them to use AT&T wireless
products and services in ways that are meaningful
• Bring the online/offline worlds of today’s young people
directly onto the wireless handset
• Create mobile content paths that are easy to navigate
(keywords/shortcodes, custom BTS WAP microsites)
• Rapidly develop applications to deliver the online
social network experience to the mobile device as
youth continue to gravitate toward these properties
during BTS
• Leverage highly targeted online, offline and mobile
consumer touch-points to ensure influencer targets
and content creators further their “niche-to-mass”
authority and peer power by becoming AT&T
promoters, brand advocates and loyalists
8. Vans Warped Tour:
360 Mobile Integration
Situation
• In 2008 AT&T entered its fifth consecutive year as title sponsor of Vans Warped Tour, a
50-city, 500K attendee, evergreen summer alt rock event series
• “Presented by AT&T” had to be taken further to ensure the full impact of the brand
relative to a youth music festival was experienced by youth on and off-site, and ported
to the handset as extensively as possible
Strategy
• The Warped device deck was designed by MB to act as the launch point for all BTS
activities, creating centralized WAP presence for the event and unique text and photo
messaging experiences powered by mobile
• Mobile devices were made the hub of the festival experience, where visitors received
event –related content and targeted drive-to-retail local market BTS incentives/unique
mobile affinity bundle content purchasing opportunities
Execution
• MB licensed, aggregated and presented all tour content on a single Vans WAP microsite
easily accessible via WAP push from a keyword/shortcode path
• Mobile site featured exclusive Warped Tour ringtones, live tones, concert video,
Warped photo gallery community pages, LBS applications for tour routing and guide
info, band schedules, loyalty program provisioning, and more
• Unique event experiences are activated by AT&T mobile phones, including
VIP backstage performances by artists and mobile gaming competitions featuring
popular properties like Guitar Hero
Results
• The program generated more than $1MM of revenue from Vans mobile content and
experienced a 24% mobile coupon conversion rate during the BTS buying window
• More than 650K text and photo messages were sent and received by concert attendees
and fans of the tour
9. Campus Movie/MusicFest:
User Generated Mobile Content
Situation
• Campus MovieFest entered its second year partnership with AT&T/MB in 2008 during BTS
• The 10-month tour was expanded by MB on behalf of AT&T to launch in August and run
through the BTS window as students returned to campus and throughout the school year
• MB created an integrated program that positioned AT&T as the enabler to create short films by
providing students with the technology and training needed and at no cost to them
Strategy
• Make mobile devices the hub of the film and music festival experience
• Allow visitors to experience event content, receive targeted AT&T BTS product info and
exclusive purchase opportunities
• Give youth the opportunity to leverage the AT&T distribution power by featuring the “best of”
student-shot content and making it available for purchase to all AT&T customers (rev share
w/student filmmakers) on 65MM handsets
Execution
• Streamed the best movies over mobile using AT&T video platform
• Created SMS keywords (MOVIES and MUSIC) to shortcode 2251 to get instant access
• Sold ringtones from performing bands with % of revenue to artists
• Text voting for top films using mobile
• Localized retail offers to drive new customer signups
Results
• Generated more than $250K in incremental user-generated content revenue
• Over 145K SMS messages sent and received on the event community deck
• Over 10K unique video viewing sessions on mobile
11. Facebook
Developers’ Challenge
Situation
• MobileBehavior tapped into the popularity of Facebook and crowdsourcing,
creating a new way for youth to collaborate with AT&T and communicate
with each other as they headed back to school
• Facebook had made their mobile and web APIs available to consumers and
brands to allow users to develop applications around utility for use on the
Facebook property
Strategy
• Preserve AT&T as the leader in mobile social networking and utility
applications with established and emerging properties and platforms
• Drive new mobile revenue for AT&T by tapping the power of budding
developer communities online
• Create a new way for Facebook users to interact with each other via mobile,
and make it known that AT&T empowers youth to create mobile utility on
the network and on Facebook
Execution
• MB used this new open Facebook platform for AT&T, challenging developers
to create compelling mobile applications that incorporated AT&T wireless
services into user Facebook profiles
• Competition reward: $5,000 and featured in AT&T media/”Sponsored
Stories” on Facebook
Results
• 894 Users installed the Developers’ Challenge application
• 125 final applications developed, submitted and verified by users during BTS
promo period
• 280K unique impressions of “Sponsored Story” contest on Facebook
newsfeed
• 2.4MM total impressions of Sponsored Story
12. Virtual MTV: In-world – to – Mobile Paths
Situation
• MB created and activated a one-of-a-kind brand ambassador program
in “Virtual MTV,” a virtual 3D environment designed for brands to
interact with youth in affinity TV programming virtual environments
Strategy
• Provide in-world users with one-of-a-kind unique access to virtual
events and mobile rewards, provided by AT&T and delivered via
mobile devices
• Create an ongoing relationship with consumers, cultivating long-term
interaction and driving brand preference and willingness to
recommend
Execution
• Mobile Behavior designed an entire in-world activation program,
centered around a virtual brand ambassador “Tony Fresh”
• Tony roamed the world, interacted with in-world youth, provided
branded AT&T rewards and hosted events where players could learn
about AT&T products and download them to their handsets
• The program was extended to in-world youth to act as virtual brand
ambassadors and receive exclusive mobile content and vanity items in
exchange for their promotion services
• In-world virtual kiosks allowed users to access exclusive AT&T mobile
content
Results
• Over 575K AT&T branded rewards distributed in-world
• 35K click-throughs from in-world kiosks to access AT&T content and
information
14. Situation
• The “last 50 feet” is the Holy Grail of retail. How do you interact with
customers in an engaging way to close the sale?
• AT&T was in need of alignment with youth-relevant brands and specifically
matching the AT&T brand’s services with popular youth retail/offline
shopping destinations
• MB also needed to gauge youth appetite for emerging social and location-
based mobile couponing services that would arrive with new LBS
applications coming following BTS and during holiday on the network
Strategy
• Drive purchase and consumer engagement by offering youth consumers
limited time offers delivered on their mobile device
• Create an integrated partnership with youth entertainment product retailer
FYE on an “Insider Deals” mobile couponing program that placed mobile
CTAs (keyword/shortcode paths to discounts) in high volume youth retail
environments
• Educate consumers on new mobile coupon availability and test success for
future deployment
Execution
• 3 month “Insider Deals” SMS-based campaign launched at 700+ FYE retail
locations across the U.S.
• Call to action messaging on signage in-store, on payment terminals and on
receipts – coupon redemption made extremely simple via SMS
Results
• The targeted mobile offers resulted in a 36% conversion rate during the BTS
promo period, significantly higher than any AT&T web or mobile program to
date
• Campaign generated 250K “endorsed handset impressions” for AT&T and
FYE, driving increased participation in mobile couponing programs following
this activation series
“Insider Deals” Wireless Couponing
15. Socialight: User-Created Campus Guide
Situation
• MobileBehavior deployed a pilot social shopping program for
NYU students to test the effectiveness of location based retail
on mobile
Strategy
• Gauge consumer interest in social shopping and location based
mobile offers
• Provide college audience with interactive mobile guide when it
matters most to incoming freshmen discovering New York City
and activities/locations on and around campus
Execution
• MB developed an integrated program with Socialight, a “social-
mapping” service to identify top New York City retail locations
of interest to incoming NYU freshmen
• All locations were tagged on an interactive map for students to
discover on mobile and linked to expanded content on the
handset
• Students were provided with a platform to create, discover and
share locations on their handsets, creating user-driven
momentum
• Content was accessible over mobile by texting a NYC zip code
or cross street to receive peer and MB programmed localized
content relevant during the BTS period
Results
• 5,600 “sticky shadows”/user generated mobile media created
during BTS window
• AT&T Socialight channel ranked in top 5 during promo period
and campus outreach
17. Overall 2008 BTS Results
The combined impact of MobileBehavior’s online, offline, and
mobile back-to-school strategic recommendations and specific
program activations were groundbreaking for the client:
• AT&T experienced a 3% YOY youth share increase following the BTS series of
integrated programs developed by MB
• Top competitor Verizon was again relegated to the #2 subscriber count and youth
share position, even with a huge media, advertising, and tour sponsorship dollar
commitment against V CAST products and services
• “Willingness to Recommend” AT&T increased among youth and outpaced all
competitors in this category in panel and commissioned research conducted
following the series of BTS promotions* (MIV Jan 2009)
• AT&T once again secured lead position in the social networking category as reported
by youth* (MIV Jan 2009)
• Revenue derived from BTS promotion-related events, applications, mobile content,
handsets and accessories exceeded $3.5MM
• More than 3MM unique youth subscribers visited MB-architected and implemented
mobile BTS sites on and off-portal