November 30, 2009 - Linda Bustos
Linda Bustos is ecommerce analyst at Elastic Path Software
In a day and age where everyday activities such as shopping and banking can be accomplished with just a few quick clicks of the mouse, whether it be on a computer or a PDA, the ease with which retailers are able to reach their consumers has increased exponentially.
It is vital that retailers explore ways to incorporate their Web 2.0 and social media strategies into the world of mobile commerce to stay competitive in today's electronic marketplace.
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In the ecommerce context, Web 2.0 includes leveraging social commerce on your own site, blogging and podcasting and participating in social networks such as YouTube, Facebook, Twitter and anywhere you or your customers can create and share content. All of these can be accessed from any number of mobile phones or promoted through technology roadshows or moving billboards.
Many retailers will find themselves wondering how to best translate Web 2.0 activities onto a mobile platform. This article will explore five Web 2.0 activities for ecommerce and how they can be best applied to mobile commerce.
Shopping widgets
Shopping widgets are pieces of portable content that can be displayed almost anywhere on the Web.
Widgets allow retailers to push an interactive experience to affiliate sites, customer sites and social networks.
Due to the fact that many widgets are designed in Flash – a platform not universally accepted on mobile devices – retailers should ensure that their widgets are created in Flash Light or with dynamically placed images instead.
Factors to be considered include intermittent connections, bandwidth limitations, the need for data storage on the client and most importantly, how a local application provides a richer user experience.
Twitter
Another way to ask and answer questions is through Twitter.
A high percentage of Twitterers use the service through mobile applications. Users can get nearly instant answers to questions directed at a retailer or the general Twitter universe and retailers can monitor what is being said about them.
Twitter can also be used as an alternative form of RSS and email marketing, a way to share deals and coupons, promote contests or simply put a human face to your company.
In order to best use Twitter as a mobile marketing tool, retailers need to first build a following and then have their followers turn on their device notification for that Twitter account. This will allow each tweet you make to easily be sent via SMS to your group of followers.
Facebook pages
The best Facebook pages have taken advantage of the platform to create a social network for their most raving fans that live where they play, not on the retailer's Web site.
This makes it much easier to share and invite other friends to participate, rather than forwarding emails or product pages to friends that drive people to the retailer's Web site.
With two mobile platforms – m.facebook.com, which works from any mobile browser and x.facebook.com, which is enabled for Androids and iPhones – plus devices manufactured by Nokia and Palm, it is easier than ever for retailers to reach their mobile audiences on the go.
Through Facebook Mobile texts, consumers can receive notifications and send and receive SMS as well.
Retail blogging
Blogs can be a great way to connect with customers, talk about new products, share interviews, videos, podcasts, news, photos and jokes.
Also, blogs can be a branding and loyalty vehicle used to attract links and search engine traffic and which can easily be carried out through mobile blogging or moblogging, a tool that allows an author to publish entries directly to the Web from a mobile phone or other handheld devices while on the move.
It is the perfect tool for the phone-camera-equipped retailer that likes to email, MMS or SMS photos.
A mobile blogging platform offers the capability to use a mobile phone for administration, editing and writing from a feature phone or smartphone browser.
Video sharing
Video sharing can greatly improve conversion rates and reduce returns and is very simple to set up.
Adding video to YouTube and other video sharing sites can help retailers obtain additional search engine exposure, since Google likes to mix video results in with regular Web pages, news stories and image results – blended search, in other words.
And like widgets, people can put your video on their blogs and Web sites if it is interesting.
Although mobile-oriented, Web-based front ends for video hosting services that possess equal access and capability to desktop-oriented Web services have not yet been developed, retailers can employ mobile live streaming software such as Qik to upload videos from their mobile phones to the Internet, where they will be stored online and shared to social networking sites.
IN TODAY'S online retail environment, social tools and how they integrate with mobile marketing has become more and more important as the Web itself becomes more social. Yet retailers struggle to find social tactics that drive real sales and ROI.
Not every social activity is appropriate for a retailer. It depends on the product it sells, the competitive industry, consumer behavior and the retailer's commitment to invest in the resources to develop and maintain social initiatives.
http://www.mobilemarketer.com/cms/opinion/columns/4740.html
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lunes, 30 de noviembre de 2009
GOOGLE EARTH INCORPORA ENLACES PATROCINADOS
A partir de ahora, la aplicación de escritorio Google Earth incluirá publicidad en forma de enlaces patrocinados.
La intención de Google es aprovechar Google Earth, que permite ver mapas e imágenes por satélite del planeta Tierra e incluso de otros astros y galaxias, para insertar publicidad local. Google declara que estos enlaces pretenden ayudar a los usuarios del programa que puedan estar interesados en información sobre su zona.
Los enlaces patrocinados insertados en Google Earth provendrán del programa de publicidad AdSense. Se trata de la primera vez que Google introduce publicidad en una aplicación de escritorio; hasta el momento se había limitado a insertar publicidad en aplicaciones online.
Por otra parte, Google ha informado que tiene intención de adquirir al especialista en publicidad online Teracent. Teracent ha creado una técnica que permite adaptar en tiempo real la publicidad en banner a cada usuario de buscadores. La publicidad se puede personalizar en función del sitio de residencia o desde el que se conecta a internet, la lengua y las palabras clave empleadas para las búsquedas.
http://www.marketingdirecto.com/noticias/36736-google-earth-incorpora-enlaces-patrocinados&utm_source=MarketingDirecto&utm_medium=Teletipo
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La intención de Google es aprovechar Google Earth, que permite ver mapas e imágenes por satélite del planeta Tierra e incluso de otros astros y galaxias, para insertar publicidad local. Google declara que estos enlaces pretenden ayudar a los usuarios del programa que puedan estar interesados en información sobre su zona.
Los enlaces patrocinados insertados en Google Earth provendrán del programa de publicidad AdSense. Se trata de la primera vez que Google introduce publicidad en una aplicación de escritorio; hasta el momento se había limitado a insertar publicidad en aplicaciones online.
Por otra parte, Google ha informado que tiene intención de adquirir al especialista en publicidad online Teracent. Teracent ha creado una técnica que permite adaptar en tiempo real la publicidad en banner a cada usuario de buscadores. La publicidad se puede personalizar en función del sitio de residencia o desde el que se conecta a internet, la lengua y las palabras clave empleadas para las búsquedas.
http://www.marketingdirecto.com/noticias/36736-google-earth-incorpora-enlaces-patrocinados&utm_source=MarketingDirecto&utm_medium=Teletipo
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viernes, 27 de noviembre de 2009
IKEA uses augmented reality to launch PS furniture collection
By Chris Harnick - November 26, 2009
To launch its PS collection, IKEA used an augmented-reality application that lets users see how furniture pieces would look in their homes.
Consumers are encouraged to download the application via posters in German stores and via Bluetooth channels. The Swedish furniture retailer tapped German mobile marketing company Clanmo GmbH for the promotion.
"The strategy was to provide mobile support for the IKEA PS market launch in Germany," said Jill Urbanek, consultant at Clanmo, Munich, Germany. "The new design collection from IKEA was launched with the slogan 'Never-ending Design Stories,' so the unusual designs made IKEA look for unusual ways to promote it.
"The mobile campaign was to offer a clear benefit for its customers that would address their expectations and help them make purchasing decisions when shopping in IKEA," she said.
IKEA is a Swedish furniture retailer and is no stranger to the mobile space.
The Swedish furniture retailer's Seattle store has been running a monthly mobile contest giving opted-in consumers the chance to win a $500 IKEA gift card. The Seattle store also features a mobile club offering customers savings and special offers to encourage loyalty. The mobile site serves almost as a shopping assistant (see story).
Does the coffee table match the couch?
Ms. Urbanek said that a primary challenge her company addressed was creating a mobile idea that helps consumers overcome the barrier presented by imagining how a piece of furniture would look in their homes.
To overcome that barrier, Ms. Urbanek said that Clanmo and IKEA turned to an augmented reality application.
"Target groups do not know how well the new IKEA PS collection would fit into their homes," Ms. Urbanek said. "This could prevent them from buying."
Using the camera from the consumer's mobile device, the application lets the user visually place the piece of furniture in their homes.
The application features eight pieces from the PS collection.
Consumers launch the application and with their device's camera they can see a piece of new furniture in their home.
The piece of furniture is superimposed on top of the room viewed through the camera.
Furniture pieces are scaled to size so that the proportions of the piece are not distorted.
The application lets consumers use keys on the handset to move the piece of furniture in different directions.
Consumers could save the photo or send it to friends via MMS.
IKEA promoted the application with a Bluetooth post in IKEA of Hamburg, Germany.
Additionally, consumers were asked to text in and receive a link to the mobile download site via SMS.
IKEA also used the PC Web as a third channel of communication. The retailer launched an online microsite via the IKEA official Web site.
From the microsite, consumers could enter their mobile numbers and receive the SMS with the WAP link.
Ms. Urbanek said that IKEA saw an average user response of 5.21 percent via the in-store Bluetooth post.
The application was requested by SMS in-store a total of 6,800 times and the IKEA PS microsite saw a unique user base of 15 percent.
Ms. Urbanek said that augmented reality addresses the question of added value with technology being the primary vehicle.
"The beauty of the IKEA application is the simplicity and strong appeal of the basic challenge: overcome the purchase barrier," Ms. Urbanek said. "While this would be very difficult to do in the physical world, it is a perfect application for mobile to connect digital and reality."
http://www.mobilemarketer.com/cms/news/content/4729.html
Internet Explorer 8 especial para MSN - ¡Gratis! Descargalo ahora haciendo clic aquí
To launch its PS collection, IKEA used an augmented-reality application that lets users see how furniture pieces would look in their homes.
Consumers are encouraged to download the application via posters in German stores and via Bluetooth channels. The Swedish furniture retailer tapped German mobile marketing company Clanmo GmbH for the promotion.
"The strategy was to provide mobile support for the IKEA PS market launch in Germany," said Jill Urbanek, consultant at Clanmo, Munich, Germany. "The new design collection from IKEA was launched with the slogan 'Never-ending Design Stories,' so the unusual designs made IKEA look for unusual ways to promote it.
"The mobile campaign was to offer a clear benefit for its customers that would address their expectations and help them make purchasing decisions when shopping in IKEA," she said.
IKEA is a Swedish furniture retailer and is no stranger to the mobile space.
The Swedish furniture retailer's Seattle store has been running a monthly mobile contest giving opted-in consumers the chance to win a $500 IKEA gift card. The Seattle store also features a mobile club offering customers savings and special offers to encourage loyalty. The mobile site serves almost as a shopping assistant (see story).
Does the coffee table match the couch?
Ms. Urbanek said that a primary challenge her company addressed was creating a mobile idea that helps consumers overcome the barrier presented by imagining how a piece of furniture would look in their homes.
To overcome that barrier, Ms. Urbanek said that Clanmo and IKEA turned to an augmented reality application.
"Target groups do not know how well the new IKEA PS collection would fit into their homes," Ms. Urbanek said. "This could prevent them from buying."
Using the camera from the consumer's mobile device, the application lets the user visually place the piece of furniture in their homes.
The application features eight pieces from the PS collection.
Consumers launch the application and with their device's camera they can see a piece of new furniture in their home.
The piece of furniture is superimposed on top of the room viewed through the camera.
Furniture pieces are scaled to size so that the proportions of the piece are not distorted.
The application lets consumers use keys on the handset to move the piece of furniture in different directions.
Consumers could save the photo or send it to friends via MMS.
IKEA promoted the application with a Bluetooth post in IKEA of Hamburg, Germany.
Additionally, consumers were asked to text in and receive a link to the mobile download site via SMS.
IKEA also used the PC Web as a third channel of communication. The retailer launched an online microsite via the IKEA official Web site.
From the microsite, consumers could enter their mobile numbers and receive the SMS with the WAP link.
Ms. Urbanek said that IKEA saw an average user response of 5.21 percent via the in-store Bluetooth post.
The application was requested by SMS in-store a total of 6,800 times and the IKEA PS microsite saw a unique user base of 15 percent.
Ms. Urbanek said that augmented reality addresses the question of added value with technology being the primary vehicle.
"The beauty of the IKEA application is the simplicity and strong appeal of the basic challenge: overcome the purchase barrier," Ms. Urbanek said. "While this would be very difficult to do in the physical world, it is a perfect application for mobile to connect digital and reality."
http://www.mobilemarketer.com/cms/news/content/4729.html
Internet Explorer 8 especial para MSN - ¡Gratis! Descargalo ahora haciendo clic aquí
jueves, 26 de noviembre de 2009
Pantallas con anuncios en video en las páginas de las revistas impresas
La revista alemana Gala incluirá la sonada tecnología que permite insertar pequeñas pantallas con anuncios en vídeo en las páginas de las revistas impresas. El anunciante que se ha atrevido con la tecnología Video in Print Ad ha sido el especialista en venta a distancia Otto.
Los suscriptores VIP de la revista Gala recibirán el anuncio en exclusiva, en un inserto en un envío especial de Gala que se realizará en diciembre; más adelante se empleará el formato en la campaña para el catálogo de enero 2010 de Otto. La presentación de esta tecnología al mundo tuvo lugar el pasado verano, cuando se utilizó para una campaña en la revista Entertainment Weekly, de Estados Unidos.
En la realización de esta campaña han participado tanto el departamento comercial de la editorial de G+J, G+J Media Sales Unit Media Solutions, la central de impresión y producción de G+J, la agencia de medios Pilot Media Hamburg y la productora Telemaz Hamburg.
La pantalla LCD de Video in Print Ad tiene un grosor de 2,7 milímetros y cuenta con tres mandos que permiten navegar por los contenidos adicionales al spot. La batería de la pantalla puede volver a cargarse mediante un cable USB. La memoria de estas pantallas puede albergar hasta dos horas de película. La producción del formato ha corrido a cargo de Audio Logo.
http://www.marketingdirecto.com/noticias/36676-spots-revistas-llegan-europa&utm_source=MarketingDirecto&utm_medium=Teletipo
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Los suscriptores VIP de la revista Gala recibirán el anuncio en exclusiva, en un inserto en un envío especial de Gala que se realizará en diciembre; más adelante se empleará el formato en la campaña para el catálogo de enero 2010 de Otto. La presentación de esta tecnología al mundo tuvo lugar el pasado verano, cuando se utilizó para una campaña en la revista Entertainment Weekly, de Estados Unidos.
En la realización de esta campaña han participado tanto el departamento comercial de la editorial de G+J, G+J Media Sales Unit Media Solutions, la central de impresión y producción de G+J, la agencia de medios Pilot Media Hamburg y la productora Telemaz Hamburg.
La pantalla LCD de Video in Print Ad tiene un grosor de 2,7 milímetros y cuenta con tres mandos que permiten navegar por los contenidos adicionales al spot. La batería de la pantalla puede volver a cargarse mediante un cable USB. La memoria de estas pantallas puede albergar hasta dos horas de película. La producción del formato ha corrido a cargo de Audio Logo.
http://www.marketingdirecto.com/noticias/36676-spots-revistas-llegan-europa&utm_source=MarketingDirecto&utm_medium=Teletipo
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Crece la importancia de la reputación online
A medida que crece la importancia de la reputación online diversos foros y seminarios abordan la cuestión, en esta oportunidad Didier Lagae de Marco de Comunicación, Elena Alti, de NH Hoteles, Ismael El-qudsi de Havas Digital, Rodrigo Miranda y José Antonio Torres de Shackleton analizaron el tema en un artículo publicado por Anuncios.
En este sentido muchos expertos apuntan a que la reputación no se construye mediante anuncio o titulares y es un concepto más relacionado con la suma del conocimiento y la valoración que se tiene de una determinada marca.
"No sólo el cliente ha dejado de pertenecer a la empresa sino que ahora las empresas están perdiendo parte del control de la comunicación sobre la propia marca y sus productos y servicios", dijo Miranda.
Para el directivo de Havas Digital la respuesta está en escuchar, en saber lo que dicen de una empresa y sobretodo saber quien lo dice para después analizar la información recogida y finalmente trabajar sobre los mensajes.
Alti, por su parte, aconseja a los anunciantes ser proactivos y en la medida de lo posible en hacerse parte de la conversación ya que para ella son los propios consumidores los prescriptores de sus servicios.
"Si sabemos redirigir todos los comentarios, bueno o malos, en nuestro propio beneficio y en el del consumidor, seremos capaces de aportar valor añadido filtrando ese conocimiento, agregando funcionalidades y contenidos", dijo la ejecutiva de NH.
El-Qudsi quiso remarcar que todos pueden cometer errores pero lo importante es centrarse en la capacidad de reacción ante un cliente insatisfecho por lo que el diálogo y la transparencia son esenciales para gestionar la reputación online.
Lagae por su parte señaló que este concepto de comunicación no se trata únicamente de crear un grupo de Facebook sino que consiste en que este grupo se convierta en destino y red de quienes quieren compartir intereses comunes.
"No se trata de tener a este grupo dinamizado sin más, sino de que tenga su sitio dentro del cuadro estratégico de una campaña de reputation Management o brand building de 360 grados", concluyó.
http://www.marketingdirecto.com/noticias/36673-cuando-reputacion-marca-se-juega-red&utm_source=MarketingDirecto&utm_medium=Teletipo
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La realidad aumentada es la próxima revolución técnica
EL MÓVIL AMPLÍA LA REALIDAD
La realidad aumentada es la próxima revolución técnica para muchos expertos. Mientras tanto, ha empezado a utilizarse en publicidad, en móviles, GPS… Muchas aplicaciones pueden hacer la vida más fácil a los usuarios y, de paso, al marketing.
Por ejemplo si alguien anda por la calle y ve algo que le gusta, puede hacerle una fotografía, enviarla a un servicio de localización por foto y ver de qué producto se trata y dónde puede comprarlo, o incluso comprarlo directamente. Esto es lo que permite la aplicación de iPhone desarrollada por Amazon.
Otra aplicación interesante es la que se está haciendo en programas de navegación. Por ejemplo el programa Navigon de iPhone, que permite encontrar vías alternativas en caso de atascos de tráfico; también Google ofrecerá dichas funciones en sus sistemas de navegación para Google Android. Lo más interesante del navegador de Google es que incluye imágenes de Google Streetview, lo que permite ver el aspecto del sitio al que se va incluso cuando se está de camino.
Así funciona Navigon en iPhone
Pero hay sistemas de navegación que van aun más lejos, como el diseñado por Wikitude Drive; este sistema prescinde del habitual mapa como base para las indicaciones de navegación: muestra las indicaciones directamente sobre la imagen de la calle que esté enfocando la cámara del móvil. No se ve una fotografía, la información se ofrece sobre la imagen real.
También para pasear existen aplicaciones. Cyclopedia muestra sobre la imagen captada por la cámara del móvil en tiempo real los monumentos, edificios y curiosidades dignas de ver que hay en el lugar. Se incluyen breves textos aclaratorios con enlaces a Wikipedia, según explica Spiegel.
Los restaurantes también se pueden aprovechar de la realidad aumentada, con aplicaciones que combinen la imagen con información en tiempo real y las evaluaciones y comentarios de usuarios sobre cada local, como hace Layar basándose en Google. Incluso se puede saber si algún amigo visita un restaurante o local determinado, como hace la aplicación Foursquare, y si tiene alguna recomendación de la carta.
Así funciona Layar
Hasta la búsqueda de casa puede facilitarse con las aplicaciones de realidad aumentada. La aplicación Layar cuenta con un servicio de búsqueda de vivienda que permite ver qué viviendas hay disponibles por la zona y sus características, de la misma forma, sobre la imagen captada en tiempo real y con información y fotografías complementarias. Además, el servicio se completa con una guía arquitectónica y un módulo de Twitter que permite ponerse en contacto con usuarios de Twitter residentes en la zona.
http://www.marketingdirecto.com/noticias/36677-el-movil-amplia-realidad&utm_source=MarketingDirecto&utm_medium=Teletipo
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La realidad aumentada es la próxima revolución técnica para muchos expertos. Mientras tanto, ha empezado a utilizarse en publicidad, en móviles, GPS… Muchas aplicaciones pueden hacer la vida más fácil a los usuarios y, de paso, al marketing.
Por ejemplo si alguien anda por la calle y ve algo que le gusta, puede hacerle una fotografía, enviarla a un servicio de localización por foto y ver de qué producto se trata y dónde puede comprarlo, o incluso comprarlo directamente. Esto es lo que permite la aplicación de iPhone desarrollada por Amazon.
Otra aplicación interesante es la que se está haciendo en programas de navegación. Por ejemplo el programa Navigon de iPhone, que permite encontrar vías alternativas en caso de atascos de tráfico; también Google ofrecerá dichas funciones en sus sistemas de navegación para Google Android. Lo más interesante del navegador de Google es que incluye imágenes de Google Streetview, lo que permite ver el aspecto del sitio al que se va incluso cuando se está de camino.
Así funciona Navigon en iPhone
Pero hay sistemas de navegación que van aun más lejos, como el diseñado por Wikitude Drive; este sistema prescinde del habitual mapa como base para las indicaciones de navegación: muestra las indicaciones directamente sobre la imagen de la calle que esté enfocando la cámara del móvil. No se ve una fotografía, la información se ofrece sobre la imagen real.
También para pasear existen aplicaciones. Cyclopedia muestra sobre la imagen captada por la cámara del móvil en tiempo real los monumentos, edificios y curiosidades dignas de ver que hay en el lugar. Se incluyen breves textos aclaratorios con enlaces a Wikipedia, según explica Spiegel.
Los restaurantes también se pueden aprovechar de la realidad aumentada, con aplicaciones que combinen la imagen con información en tiempo real y las evaluaciones y comentarios de usuarios sobre cada local, como hace Layar basándose en Google. Incluso se puede saber si algún amigo visita un restaurante o local determinado, como hace la aplicación Foursquare, y si tiene alguna recomendación de la carta.
Así funciona Layar
Hasta la búsqueda de casa puede facilitarse con las aplicaciones de realidad aumentada. La aplicación Layar cuenta con un servicio de búsqueda de vivienda que permite ver qué viviendas hay disponibles por la zona y sus características, de la misma forma, sobre la imagen captada en tiempo real y con información y fotografías complementarias. Además, el servicio se completa con una guía arquitectónica y un módulo de Twitter que permite ponerse en contacto con usuarios de Twitter residentes en la zona.
http://www.marketingdirecto.com/noticias/36677-el-movil-amplia-realidad&utm_source=MarketingDirecto&utm_medium=Teletipo
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COCA-COLA APUESTA POR EL ENTRETENIMIENTO COMO ESTRATEGIA
COCA-COLA APUESTA POR EL ENTRETENIMIENTO COMO ESTRATEGIA PUBLICITARIA PARA 2010
Coca-Cola apostará por la publicidad como un modo de entretención y por mensajes globales que también penetren en mercados específicos, fueron las conclusiones de una reunión organizada la semana pasada con 200 analistas, inversores y medios de comunicación, según informó Ad Age.
"La gente está pidiendo más y más por su tiempo y atención. Ahora la gente necesita ser entretenida constantemente", dijo Joe Tripodi, director de marketing de la marca. "Estamos cambiando de una forma radical desde ser anunciantes de televisión a ser desarrolladores de contenido"
Tripodi cree que la marca esta pasando de ser un emisor de masas hasta crear campañas más pensadas para cada usuario, lo cual entronca con la visión global de la empresa, que sea apostar más por la segmentación para todos sus productos.
El consejero delegado de Coca-Cola, Muhtar Kent, expresó por su parte que su deseo era el de evitar la duplicidad de agencias y llegar al mundial de fútbol con una sola campaña global.
http://www.marketingdirecto.com/noticias/36674-coca-cola-apuesta-por-el-entretenimiento-como-estrategia-publicitaria-para-2010&utm_source=MarketingDirecto&utm_medium=Teletipo
¿Aún no lo descargaste? Hacé clic aquí Internet Explorer 8 especial para MSN - ¡Gratis!
Coca-Cola apostará por la publicidad como un modo de entretención y por mensajes globales que también penetren en mercados específicos, fueron las conclusiones de una reunión organizada la semana pasada con 200 analistas, inversores y medios de comunicación, según informó Ad Age.
"La gente está pidiendo más y más por su tiempo y atención. Ahora la gente necesita ser entretenida constantemente", dijo Joe Tripodi, director de marketing de la marca. "Estamos cambiando de una forma radical desde ser anunciantes de televisión a ser desarrolladores de contenido"
Tripodi cree que la marca esta pasando de ser un emisor de masas hasta crear campañas más pensadas para cada usuario, lo cual entronca con la visión global de la empresa, que sea apostar más por la segmentación para todos sus productos.
El consejero delegado de Coca-Cola, Muhtar Kent, expresó por su parte que su deseo era el de evitar la duplicidad de agencias y llegar al mundial de fútbol con una sola campaña global.
http://www.marketingdirecto.com/noticias/36674-coca-cola-apuesta-por-el-entretenimiento-como-estrategia-publicitaria-para-2010&utm_source=MarketingDirecto&utm_medium=Teletipo
¿Aún no lo descargaste? Hacé clic aquí Internet Explorer 8 especial para MSN - ¡Gratis!
martes, 24 de noviembre de 2009
Unilever to run full-screen ads on America Movil (Claro)
By Dan Butcher - November 24, 2009
Unilever exec speaks to mobile coupon strategy
Consumer-products giant Unilever and food corporation Grupo Bimbo will run full-screen ads across Latin America and the Caribbean beginning in the fourth quarter of this year.
These brands will target the 190 million subscribers of carrier América Móvil, which has partnered with MyScreen Mobile Inc. to integrate its full-screen interactive mobile advertising service. MyScreen's patent-pending technology platform delivers full-screen advertisements to the mobile phones of opted-in subscribers and provides them with rewards such as free services, special offers and discounts.
"We met with large advertisers and operators, and we immediately saw a positive response from both parties, because we can deliver a similar brand experience to what advertisers can deliver on a billboard or TV commercial," said Maurizio Angelone, CEO of MyScreen Mobile, Toronto, Ontario, Canada. "We're launching commercially in Latin America with the biggest mobile network operator, América Móvil, which will use our platform to deploy this new way of delivering advertising to mobile consumers.
"For the first campaigns in December, we'll start with the biggest markets—Brazil, Mexico and Argentina—then continue the roll out of commercial deployment across Latin America" he said. "We're lining up large advertisers to start deploying on our platform, and we've agreed on mobile campaigns with Unilever, the Bimbo bread company and others.
"There's clear interest from these major brands, and they see for the first time an opportunity to engage with consumers in a completely different way leveraging our platform, which delivers greater ROI and click-through rates than banners or text messaging."
MyScreen to offer rewards for mobile ads
Get a bite of full-screen mobile advertising
Unilever is a multinational corporation, formed of British and Dutch parentage, that owns many of the world's consumer product brands in foods, beverages, cleaning agents and personal care products.
Grupo Bimbo is a giant Mexican food corporation with brands in Latin America, Europe, China, the United States and Canada. One of its subsidiaries is Bimbo Bakeries USA, the largest bakery company in the U.S., owning six of the top 12 fresh bread brands nationwide.
América Móvil taps MyScreen
América Móvil S.A.B de C.V. is a provider of wireless services in Latin America, with operations in 18 countries in Latin America and the Caribbean, with more than 194.3 million subscribers as of Sept. 30.
Myscreen/Turkcell
Pepsi had high click-through rates during the Myscreen/Turkcell trial
MyScreen ads target subscribers based on their demographic and psychographic profiles, with the goal of making the ads relevant to their unique interests and lifestyles.
Through its mobile marketing consultancy, the MyScreen Agency, the company collaborates with traditional ad agencies and brand advertisers to optimize their mobile advertising programs.
Together, MyScreen and América Móvil will deliver ads to the carrier's users who voluntarily subscribe to the service.
América Móvil has already begun to integrate MyScreen's platform and has initiated plans to roll out the service in the region in December. Ads for large consumer brands, including several under the Unilever and Grupo Bimbo umbrellas, are slated to be among the first to be delivered to América Móvil's users.
According to 2009 Juniper Research data, mobile advertising revenues in South America from 2009 to 2013 are projected to be approximately $1.3 billion.
América Móvil believes that mobile advertising has tremendous potential, as the penetration and individuality of mobile phones lets the carrier reach a significant and highly segmented public.
Yo quiero mobile advertising
MyScreen's platform joins other mobile advertising services already offered by América Móvil.
However, MyScreen claims that it differs from the other mobile advertising platforms available, as MyScreen's ads are full-screen graphics that convey the advertisers' brand image and are delivered in a non-shared advertising environment that provides brand exclusivity.
MyScreen ads are delivered at the end of every call, which the company claims creates better visibility than text messages and banner ads.
The full-screen ad units are designed to enable consumers to engage directly with the ads using MyScreen's "AdValue HotKeys" feature, with calls-to-action urging consumers to press a key to be connected to a call center or forwarded to a mobile Web site, among other possibilities.
MyScreen claims that its full-screen ad units outperform mobile Internet click-through rates, which according to some analysts average less than 1 percent.
During a 2009 commercial trial with Turkish carrier Turkcell, MyScreen ads generated click-through rates that exceeded 20 percent. According to industry data cited by MyScreen, the average CTR for mobile ads is only 0.1 percent.
MyScreen mobile ads are incentive-based, with subscribers accumulating reward points for every ad they view on their phones.
Points are redeemed in the form of free and bonus telecom services provided by the carrier.
Exclusive "made-for-MyScreen" offers, such as free trial products or special promotional pricing, are provided by participating advertisers.
MyScreen's mobile advertising platform is designed to integrate onto a carrier's deck without interrupting users' regular call behaviors.
Subscribers choose the type of content and ads they receive from categories such as sports, entertainment, lifestyle and health.
"We believe developing countries provide a great opportunity for mobile advertising, because mobile subscribers have not been exposed to large the pool of advertising you have in developed countries like the U.S. and Europe, so they're much more open to receiving advertising and rewards on their handset," Mr. Angelone said.
"The mobile phone is one of the best ways to reach them, because mobile devices are the most-used personal device," he said.
"The penetration of mobile devices is much bigger than landlines, the Internet and TV in Latin America, and it's still been largely unexploited today, so it's a great opportunity."
http://www.mobilemarketer.com/cms/news/advertising/4710.html
Internet Explorer 8 especial para MSN - ¡Gratis! Descargalo ahora haciendo clic aquí
Unilever exec speaks to mobile coupon strategy
Consumer-products giant Unilever and food corporation Grupo Bimbo will run full-screen ads across Latin America and the Caribbean beginning in the fourth quarter of this year.
These brands will target the 190 million subscribers of carrier América Móvil, which has partnered with MyScreen Mobile Inc. to integrate its full-screen interactive mobile advertising service. MyScreen's patent-pending technology platform delivers full-screen advertisements to the mobile phones of opted-in subscribers and provides them with rewards such as free services, special offers and discounts.
"We met with large advertisers and operators, and we immediately saw a positive response from both parties, because we can deliver a similar brand experience to what advertisers can deliver on a billboard or TV commercial," said Maurizio Angelone, CEO of MyScreen Mobile, Toronto, Ontario, Canada. "We're launching commercially in Latin America with the biggest mobile network operator, América Móvil, which will use our platform to deploy this new way of delivering advertising to mobile consumers.
"For the first campaigns in December, we'll start with the biggest markets—Brazil, Mexico and Argentina—then continue the roll out of commercial deployment across Latin America" he said. "We're lining up large advertisers to start deploying on our platform, and we've agreed on mobile campaigns with Unilever, the Bimbo bread company and others.
"There's clear interest from these major brands, and they see for the first time an opportunity to engage with consumers in a completely different way leveraging our platform, which delivers greater ROI and click-through rates than banners or text messaging."
MyScreen to offer rewards for mobile ads
Get a bite of full-screen mobile advertising
Unilever is a multinational corporation, formed of British and Dutch parentage, that owns many of the world's consumer product brands in foods, beverages, cleaning agents and personal care products.
Grupo Bimbo is a giant Mexican food corporation with brands in Latin America, Europe, China, the United States and Canada. One of its subsidiaries is Bimbo Bakeries USA, the largest bakery company in the U.S., owning six of the top 12 fresh bread brands nationwide.
América Móvil taps MyScreen
América Móvil S.A.B de C.V. is a provider of wireless services in Latin America, with operations in 18 countries in Latin America and the Caribbean, with more than 194.3 million subscribers as of Sept. 30.
Myscreen/Turkcell
Pepsi had high click-through rates during the Myscreen/Turkcell trial
MyScreen ads target subscribers based on their demographic and psychographic profiles, with the goal of making the ads relevant to their unique interests and lifestyles.
Through its mobile marketing consultancy, the MyScreen Agency, the company collaborates with traditional ad agencies and brand advertisers to optimize their mobile advertising programs.
Together, MyScreen and América Móvil will deliver ads to the carrier's users who voluntarily subscribe to the service.
América Móvil has already begun to integrate MyScreen's platform and has initiated plans to roll out the service in the region in December. Ads for large consumer brands, including several under the Unilever and Grupo Bimbo umbrellas, are slated to be among the first to be delivered to América Móvil's users.
According to 2009 Juniper Research data, mobile advertising revenues in South America from 2009 to 2013 are projected to be approximately $1.3 billion.
América Móvil believes that mobile advertising has tremendous potential, as the penetration and individuality of mobile phones lets the carrier reach a significant and highly segmented public.
Yo quiero mobile advertising
MyScreen's platform joins other mobile advertising services already offered by América Móvil.
However, MyScreen claims that it differs from the other mobile advertising platforms available, as MyScreen's ads are full-screen graphics that convey the advertisers' brand image and are delivered in a non-shared advertising environment that provides brand exclusivity.
MyScreen ads are delivered at the end of every call, which the company claims creates better visibility than text messages and banner ads.
The full-screen ad units are designed to enable consumers to engage directly with the ads using MyScreen's "AdValue HotKeys" feature, with calls-to-action urging consumers to press a key to be connected to a call center or forwarded to a mobile Web site, among other possibilities.
MyScreen claims that its full-screen ad units outperform mobile Internet click-through rates, which according to some analysts average less than 1 percent.
During a 2009 commercial trial with Turkish carrier Turkcell, MyScreen ads generated click-through rates that exceeded 20 percent. According to industry data cited by MyScreen, the average CTR for mobile ads is only 0.1 percent.
MyScreen mobile ads are incentive-based, with subscribers accumulating reward points for every ad they view on their phones.
Points are redeemed in the form of free and bonus telecom services provided by the carrier.
Exclusive "made-for-MyScreen" offers, such as free trial products or special promotional pricing, are provided by participating advertisers.
MyScreen's mobile advertising platform is designed to integrate onto a carrier's deck without interrupting users' regular call behaviors.
Subscribers choose the type of content and ads they receive from categories such as sports, entertainment, lifestyle and health.
"We believe developing countries provide a great opportunity for mobile advertising, because mobile subscribers have not been exposed to large the pool of advertising you have in developed countries like the U.S. and Europe, so they're much more open to receiving advertising and rewards on their handset," Mr. Angelone said.
"The mobile phone is one of the best ways to reach them, because mobile devices are the most-used personal device," he said.
"The penetration of mobile devices is much bigger than landlines, the Internet and TV in Latin America, and it's still been largely unexploited today, so it's a great opportunity."
http://www.mobilemarketer.com/cms/news/advertising/4710.html
Internet Explorer 8 especial para MSN - ¡Gratis! Descargalo ahora haciendo clic aquí
lunes, 23 de noviembre de 2009
Sony BRAVIA mobile campaign achieves 300K downloads in 10 days
By Dan Butcher- November 23, 2009
Sony BRAVIA's preroll mobile video adverting campaign to promote its HDTVs resulted in more than 300,000 downloads in 10 days.
The free mobile video service featuring fashion and Bollywood content was launched last month by 3rd Space, a global provider of mobile entertainment and marketing services for brand advertisers, with Reliance Communications, which claims to be India's No. 1 integrated telecommunications company with more than 92 million subscribers.
Targeted at Reliance's 5 million GSM WAP customers in India, the free mobile video launched on R World, the Reliance-owned WAP portal, featuring 15-second pre-roll video ads from Sony BRAVIA.
Sign up to receive Mobile Marketer Daily. The premier mobile marketing publication. Free!
The portal was promoted through WAP banner ads followed by an SMS campaign, in addition to links promoted on various mobile Internet pages.
BRAVIA is a Sony brand used to market its high-definition LCD televisions, projection TVs and front projectors, along with its home cinema range under the sub-brand BRAVIA Theatre. The BRAVIA name is an acronym of "Best Resolution Audio Visual Integrated Architecture."
Sony BRAVIA mobile campaign achieves 300K download
All Sony high-definition flat-panel LCD televisions in North America have carried the BRAVIA logo since 2005. The BRAVIA brand is also used on mobile phones in the Japanese market.
Impressive number of impressions
Reliance Communications claims that around 30,000 people see the Sony Bravia HDTV mobile ad every day.
Reliance launched the mobile marketing campaign with Sony during the October Diwali celebrations in India, sending 700,000 text messages to a cross-section of its mobile subscriber-base over ten days.
Quattro Wireless gets $10M in funding
The result, according to 3rd Space, was an unprecedented 43 percent conversion rate with some 30,000 recipients per day following the embedded text link to browse the Reliance mobile internet site and download an average of two free videos.
The videos, between two and 3.5 minutes long and featuring international fashion shows along with Bollywood concerts and film clips, were all prerolled by a 15-second advertisement for Sony Bravia HDTVs.
3rd Space provided the mobile content and advertising support that enabled Reliance to deliver these videos free of charge to its mobile customers and free of integration and deployment costs.
The text messages were sent to Reliance customers with WAP-enabled handsets and data plans, and the 3rd Space platform automatically optimized video delivery to a total of 558 different phones to ensure that everyone got the best possible video quality.
The 3rd Space is mobile
Mobile Marketer's Dan Butcher interviewed Warwick Hill, CEO of 3rd Space, London. Here is what he had to say:
What is Sony BRAVIA's strategy behind the mobile video ad campaign?
To reinforce brand, increase sales and achieve a better ROI than traditional print, media, Internet and banner ads used by many advertising agencies
What is the target demographic of the mobile campaign? Were the 700,000 recipients selected based solely on their handset type or was there a call-to-action to opt in?
We are keen to reinforce social responsibilities with our brands, which they admire greatly. Our unique technology supports every handset, within this first raft of the SMS campaign we have supported over 660 different models of handset.
Our technology means that no software downloads are required in order to watch content and the highest possible quality of video is provided natively on the device, meaning that we are not iPhone or smartphone-centric.
The SMS texts were sent to a cross section of Reliance customers across regions and demographics. There was no call-to-action to receive the text message.
What is the strategy behind the partnership between Reliance Communications and 3rd Space? Is this the first campaign of its kind executed by the partners?
Reliance understood our unique proposition from the embryonic discussions. Providing a solution for all customers, agnostic to device and budget, everyone can now enjoy rich content that was usually only ever available to those individuals fortunate enough to afford subscription services.
Relaince's early-adopting strategies afforded us a well-respected platform with a household name in India to launch a never-before-seen advertising-supported model.
On the strength of this partnership, 3rd Space is gaining huge traction and gravitas with a further six operators addressing a potential market of nearly half a billion customers.
Can consumers opt-in to enroll in a Sony BRAVIA text-messaging club to receive SMS alerts?
We offer the technology giving us unprecedented feedback and opt-in services along with the ability to target specific manufacturers of handset, differing times of day or days of week.
All of this has granular reporting, which brands haven't experienced before in any other medium of advertising. Brands are fast realizing we are in life-changing times and 3rd Space provides them with a platform no one else can.
Who are 3rd Space's content and brand advertising customers?
3rd Space is partnering with global brands that need a global footprint. 3rd Space's unique proposition allows brands to get their messages out, not only in India, but China, Africa, Europe and the Middle East with a mouse-click.
Brands can upload adverts on the fly in a secure environment and be published within an hour to anywhere in these territories. Brands are beginning to realize that 3rd Space can provide better feedback across several continents reaching the mobiles and pockets of consumers with a hunger for interactive and engaging content.
3rd Space has relationships with leading media aggregators and broadcasters including IMG (sports), Shemaroo (Bollywood, games and children), Brand Kamaleon (Who Wants to Be a Millionaire, Fifth Gear and Dragon's Den), TuneTribe (music videos) and direct relationships with content owners such as Major League Baseball and the World Wrestling Federation.
http://www.mobilemarketer.com/cms/news/video/4696.html
¿Te llegan demasiados emails? Organizate con Hotmail. ¡Creá carpetas para todos tus correos!
Sony BRAVIA's preroll mobile video adverting campaign to promote its HDTVs resulted in more than 300,000 downloads in 10 days.
The free mobile video service featuring fashion and Bollywood content was launched last month by 3rd Space, a global provider of mobile entertainment and marketing services for brand advertisers, with Reliance Communications, which claims to be India's No. 1 integrated telecommunications company with more than 92 million subscribers.
Targeted at Reliance's 5 million GSM WAP customers in India, the free mobile video launched on R World, the Reliance-owned WAP portal, featuring 15-second pre-roll video ads from Sony BRAVIA.
Sign up to receive Mobile Marketer Daily. The premier mobile marketing publication. Free!
The portal was promoted through WAP banner ads followed by an SMS campaign, in addition to links promoted on various mobile Internet pages.
BRAVIA is a Sony brand used to market its high-definition LCD televisions, projection TVs and front projectors, along with its home cinema range under the sub-brand BRAVIA Theatre. The BRAVIA name is an acronym of "Best Resolution Audio Visual Integrated Architecture."
Sony BRAVIA mobile campaign achieves 300K download
All Sony high-definition flat-panel LCD televisions in North America have carried the BRAVIA logo since 2005. The BRAVIA brand is also used on mobile phones in the Japanese market.
Impressive number of impressions
Reliance Communications claims that around 30,000 people see the Sony Bravia HDTV mobile ad every day.
Reliance launched the mobile marketing campaign with Sony during the October Diwali celebrations in India, sending 700,000 text messages to a cross-section of its mobile subscriber-base over ten days.
Quattro Wireless gets $10M in funding
The result, according to 3rd Space, was an unprecedented 43 percent conversion rate with some 30,000 recipients per day following the embedded text link to browse the Reliance mobile internet site and download an average of two free videos.
The videos, between two and 3.5 minutes long and featuring international fashion shows along with Bollywood concerts and film clips, were all prerolled by a 15-second advertisement for Sony Bravia HDTVs.
3rd Space provided the mobile content and advertising support that enabled Reliance to deliver these videos free of charge to its mobile customers and free of integration and deployment costs.
The text messages were sent to Reliance customers with WAP-enabled handsets and data plans, and the 3rd Space platform automatically optimized video delivery to a total of 558 different phones to ensure that everyone got the best possible video quality.
The 3rd Space is mobile
Mobile Marketer's Dan Butcher interviewed Warwick Hill, CEO of 3rd Space, London. Here is what he had to say:
What is Sony BRAVIA's strategy behind the mobile video ad campaign?
To reinforce brand, increase sales and achieve a better ROI than traditional print, media, Internet and banner ads used by many advertising agencies
What is the target demographic of the mobile campaign? Were the 700,000 recipients selected based solely on their handset type or was there a call-to-action to opt in?
We are keen to reinforce social responsibilities with our brands, which they admire greatly. Our unique technology supports every handset, within this first raft of the SMS campaign we have supported over 660 different models of handset.
Our technology means that no software downloads are required in order to watch content and the highest possible quality of video is provided natively on the device, meaning that we are not iPhone or smartphone-centric.
The SMS texts were sent to a cross section of Reliance customers across regions and demographics. There was no call-to-action to receive the text message.
What is the strategy behind the partnership between Reliance Communications and 3rd Space? Is this the first campaign of its kind executed by the partners?
Reliance understood our unique proposition from the embryonic discussions. Providing a solution for all customers, agnostic to device and budget, everyone can now enjoy rich content that was usually only ever available to those individuals fortunate enough to afford subscription services.
Relaince's early-adopting strategies afforded us a well-respected platform with a household name in India to launch a never-before-seen advertising-supported model.
On the strength of this partnership, 3rd Space is gaining huge traction and gravitas with a further six operators addressing a potential market of nearly half a billion customers.
Can consumers opt-in to enroll in a Sony BRAVIA text-messaging club to receive SMS alerts?
We offer the technology giving us unprecedented feedback and opt-in services along with the ability to target specific manufacturers of handset, differing times of day or days of week.
All of this has granular reporting, which brands haven't experienced before in any other medium of advertising. Brands are fast realizing we are in life-changing times and 3rd Space provides them with a platform no one else can.
Who are 3rd Space's content and brand advertising customers?
3rd Space is partnering with global brands that need a global footprint. 3rd Space's unique proposition allows brands to get their messages out, not only in India, but China, Africa, Europe and the Middle East with a mouse-click.
Brands can upload adverts on the fly in a secure environment and be published within an hour to anywhere in these territories. Brands are beginning to realize that 3rd Space can provide better feedback across several continents reaching the mobiles and pockets of consumers with a hunger for interactive and engaging content.
3rd Space has relationships with leading media aggregators and broadcasters including IMG (sports), Shemaroo (Bollywood, games and children), Brand Kamaleon (Who Wants to Be a Millionaire, Fifth Gear and Dragon's Den), TuneTribe (music videos) and direct relationships with content owners such as Major League Baseball and the World Wrestling Federation.
http://www.mobilemarketer.com/cms/news/video/4696.html
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viernes, 20 de noviembre de 2009
El futuro del negocio está en los ecosistemas
JEFF JARVIS/Buzzmachine
Jarvis Jeff Jarvis cree que el futuro de los medios pasa por los ecosistemas que desarrollen a su alrededor. En este post desarrolla esa idea y explica cómo se relacionan en este nuevo escenario los tres elementos claves a su juicio: plataformas, compañías emprendedoras y redes.
Hace un par de semanas dije que el futuro de las noticias es empresarial (no institucional). Hoy continúo: El futuro del negocio está en los ecosistemas (no en los conglomerados o las industrias).
Durante la conferencia Foursquare de la semana pasada me sorprendieron las erradas visiones que tienen los jefes de grandes y viejos conglomerados y los emprendedores que están poniendo en marcha compañías nuevas, ágiles. La conferencia se celebró off the record, así que no citaré a nadie por su nombre. Aunque para ser honestos estas son las mismas conversaciones que oigo a menudo en otras partes. Tener a estas tribus diferentes convenientemente reunidas en la misma sala me sirvió para ver mejor el contraste.
En un momento dado, un magnate muy exitoso se quedó boquiabierto con el poco dinero (¡50.000 dólares!) que había gastado uno de los emprendedores presentes para empezar una empresa que está creciendo con rapidez. Ese gran hombre piensa a lo grande (eso es lo que le ha hecho grande). Los tipos pequeños piensan en pequeño, y se hacen grandes utilizando plataformas ya existentes y dependiendo de sus usuarios para gustar y vender. Para los nuevos en esto, esto es evidente.
Este fue el momento clave para mí: en un debate sobre la importancia de la distribución, un representante del grande y viejo club preguntó a algunos representantes de empresas que acaban de arrancar (creadores de nuevas ideas que han prendido como mechas) con qué compañía querrían llegar a acuerdos de distribución. Irguieron la cabeza como cachorros confusos. ¿Por qué querrían hacer eso?, preguntaron. Lo que querían decir es: llegar a un acuerdo con una compañía sería un gran límite. Conseguimos nuestra distribución a través de los clientes y desarrolladores, a través de API y de conexiones sociales. Así es como nos hemos hecho tan grandes tan rápido y por tan poco dinero. ¿Es que no le veis?
No, no lo ven.
Esta semana hemos visto el contraste también en la amenaza de Rupert Murdoch (cree que es una amenaza) de bloquear a Google. Tirar piedras contra su propio tejado. Murdoch (que no utiliza internet) no es capaz de ver cómo funciona hoy en día la distribución. No entiende que estar abierto a la economía de los enlaces le aporta distribución gratuita, marketing gratuito, grandes beneficios. Eso es porque él, al igual que sus viejos colegas, ganaron haciéndose con el control, en lugar de cederlo. Este nuevo mundo es completamente opuesto al mundo que ellos construyeron; rompe todas sus reglas y establece unas nuevas (que es lo que he tratado de analizar en What Would Google Do?). Eso es lo que hace que les sea tan endemoniadamente difícil entenderlo.
En nuestro New Business Models for News de la CUNY vimos rápidamente que una grande y vieja editora de periódicos no podía ser sustituida por una editora de periódicos grande y nueva, sino que las noticias van a provenir cada vez más de ecosistemas creados por multitud de compañías que operan bajo diferentes modos, motivos y modelos, cada una de ellas dependiendo de las demás para optimizar su éxito. Por eso mismo creamos redes que permiten que varios proyectos se unan, generando una masa crítica que se puede vender a los anunciantes. También ese es el motivo por el que tomamos en consideración el beneficio de las plataformas, recortando sus costes de infraestructura prácticamente a cero.
Y ahí, creo yo, está la estructura del futuro del negocio en la nueva economía, post industrial, descentralizada, abierta. Vale, sí, toda economía ha sido siempre un ecosistema integrado por relaciones interdependientes, pero estaban basadas en una aritmética de suma cero: tomar y controlar para que otros no puedan. Trabajan guardando las distancias. Negocian cada relación.
Claro que incluso en un ecosistema armonioso las compañías luchan y compiten. Pero en una economía basada en los ecosistemas las compañías se benefician (encuentran eficacia y crecimiento) en el trabajo de colaboración. Tal y como yo lo veo, la nueva economía y sus oportunidades se construirán en tres capas:
1. Plataformas. Construir una plataforma reporta un enorme beneficio, y cuanta más gente la use con éxito, más éxito logra la plataforma. Google, YouTube, Facebook, Twitter, Amazon, eBay… ya conocéis los ejemplos.
2. Compañías emprendedoras. Gracias a las plataformas, empezar nuevas empresas resulta increíblemente barato. También es infinitamente más barato fracasar (y volver a intentarlo de nuevo). Eso es por lo que creo que el futuro de las noticias, y de muchos otros sectores, es de las empresas emprendedoras: porque lo puede ser. No se trata solo de medios y de bits, también de la manufactura (porque puedes utilizar las fábricas y los canales de distribución de otros y tus propios clientes como plataformas).
3. Redes. Todavía es necesario reunir a los pequeños y convertirlos en grandes: juntar la audiencia de modo que los anunciantes pueden comprar acceso a ellos más fácilmente; reunir las compras para conseguir precios más baratos. Por lo tanto hay negocio en la creación y el servicio de estas redes.
http://www.233grados.com/blog/2009/11/jarvis.html
Guardá y compartí fotos, archivos, documentos y más. ¡Con Windows Live tienes 25 GB gratis! Probalo ahora.
Jarvis Jeff Jarvis cree que el futuro de los medios pasa por los ecosistemas que desarrollen a su alrededor. En este post desarrolla esa idea y explica cómo se relacionan en este nuevo escenario los tres elementos claves a su juicio: plataformas, compañías emprendedoras y redes.
Hace un par de semanas dije que el futuro de las noticias es empresarial (no institucional). Hoy continúo: El futuro del negocio está en los ecosistemas (no en los conglomerados o las industrias).
Durante la conferencia Foursquare de la semana pasada me sorprendieron las erradas visiones que tienen los jefes de grandes y viejos conglomerados y los emprendedores que están poniendo en marcha compañías nuevas, ágiles. La conferencia se celebró off the record, así que no citaré a nadie por su nombre. Aunque para ser honestos estas son las mismas conversaciones que oigo a menudo en otras partes. Tener a estas tribus diferentes convenientemente reunidas en la misma sala me sirvió para ver mejor el contraste.
En un momento dado, un magnate muy exitoso se quedó boquiabierto con el poco dinero (¡50.000 dólares!) que había gastado uno de los emprendedores presentes para empezar una empresa que está creciendo con rapidez. Ese gran hombre piensa a lo grande (eso es lo que le ha hecho grande). Los tipos pequeños piensan en pequeño, y se hacen grandes utilizando plataformas ya existentes y dependiendo de sus usuarios para gustar y vender. Para los nuevos en esto, esto es evidente.
Este fue el momento clave para mí: en un debate sobre la importancia de la distribución, un representante del grande y viejo club preguntó a algunos representantes de empresas que acaban de arrancar (creadores de nuevas ideas que han prendido como mechas) con qué compañía querrían llegar a acuerdos de distribución. Irguieron la cabeza como cachorros confusos. ¿Por qué querrían hacer eso?, preguntaron. Lo que querían decir es: llegar a un acuerdo con una compañía sería un gran límite. Conseguimos nuestra distribución a través de los clientes y desarrolladores, a través de API y de conexiones sociales. Así es como nos hemos hecho tan grandes tan rápido y por tan poco dinero. ¿Es que no le veis?
No, no lo ven.
Esta semana hemos visto el contraste también en la amenaza de Rupert Murdoch (cree que es una amenaza) de bloquear a Google. Tirar piedras contra su propio tejado. Murdoch (que no utiliza internet) no es capaz de ver cómo funciona hoy en día la distribución. No entiende que estar abierto a la economía de los enlaces le aporta distribución gratuita, marketing gratuito, grandes beneficios. Eso es porque él, al igual que sus viejos colegas, ganaron haciéndose con el control, en lugar de cederlo. Este nuevo mundo es completamente opuesto al mundo que ellos construyeron; rompe todas sus reglas y establece unas nuevas (que es lo que he tratado de analizar en What Would Google Do?). Eso es lo que hace que les sea tan endemoniadamente difícil entenderlo.
En nuestro New Business Models for News de la CUNY vimos rápidamente que una grande y vieja editora de periódicos no podía ser sustituida por una editora de periódicos grande y nueva, sino que las noticias van a provenir cada vez más de ecosistemas creados por multitud de compañías que operan bajo diferentes modos, motivos y modelos, cada una de ellas dependiendo de las demás para optimizar su éxito. Por eso mismo creamos redes que permiten que varios proyectos se unan, generando una masa crítica que se puede vender a los anunciantes. También ese es el motivo por el que tomamos en consideración el beneficio de las plataformas, recortando sus costes de infraestructura prácticamente a cero.
Y ahí, creo yo, está la estructura del futuro del negocio en la nueva economía, post industrial, descentralizada, abierta. Vale, sí, toda economía ha sido siempre un ecosistema integrado por relaciones interdependientes, pero estaban basadas en una aritmética de suma cero: tomar y controlar para que otros no puedan. Trabajan guardando las distancias. Negocian cada relación.
Claro que incluso en un ecosistema armonioso las compañías luchan y compiten. Pero en una economía basada en los ecosistemas las compañías se benefician (encuentran eficacia y crecimiento) en el trabajo de colaboración. Tal y como yo lo veo, la nueva economía y sus oportunidades se construirán en tres capas:
1. Plataformas. Construir una plataforma reporta un enorme beneficio, y cuanta más gente la use con éxito, más éxito logra la plataforma. Google, YouTube, Facebook, Twitter, Amazon, eBay… ya conocéis los ejemplos.
2. Compañías emprendedoras. Gracias a las plataformas, empezar nuevas empresas resulta increíblemente barato. También es infinitamente más barato fracasar (y volver a intentarlo de nuevo). Eso es por lo que creo que el futuro de las noticias, y de muchos otros sectores, es de las empresas emprendedoras: porque lo puede ser. No se trata solo de medios y de bits, también de la manufactura (porque puedes utilizar las fábricas y los canales de distribución de otros y tus propios clientes como plataformas).
3. Redes. Todavía es necesario reunir a los pequeños y convertirlos en grandes: juntar la audiencia de modo que los anunciantes pueden comprar acceso a ellos más fácilmente; reunir las compras para conseguir precios más baratos. Por lo tanto hay negocio en la creación y el servicio de estas redes.
http://www.233grados.com/blog/2009/11/jarvis.html
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Mis clientes vienen a mi, ¿o mejor que vaya yo a ellos?
Volvemos a romper esquemas? Sigue siendo válido el modelo de "presencia en internet" que hemos utilizado hasta ahora?
Recopilando información para preparar una presentación para un cliente, tropiezo con un artículo de Gaby Castellanos en su blog titulado "la web y el microsite han muerto, viva el social media" , en el cual Gaby nos explica utilizando unas simples gráficas de tendencias como los websites tradicionales están perdiendo posiciones con respeto a las principales redes sociales.
Por otra parte vuelvo a tropezar con otra "perla" Javier Varela que nos da "Algunas ideas en las que pensar antes de lanzarte al Social Media Marketing" , entre las cuales me quedo con el concepto de a través de la red se han gestado las nuevas formas de relación entre las empresas y los consumidores, y que las redes sociales pueden ser una alternativa eficaz a los medios tradicionales para llegar a tus clientes (evidentemente es fundamental establecer un objetivo y medir los resultados).
Con estas (y otras) reflexiones que encuentro en la red, voy a dar una vuelta a mi presentación enfocando el planteamiento de una manera distinta:
Si el objetivo es llegar al mercado entonces empecemos por el principio, donde está el mercado? Como puedo ser tan "ingenuo" pensando en que el mercado está ansioso de navegar por mi nueva y flamante web en la cual voy a explicar a mis clientes lo bueno que soy y lo mucho que me lo creo?
El mercado de mis clientes, consumidores y potenciales está en Facebook, en Twitter, en Youtube buscando información, diversión, interés por lo que se hace y dice en el mundo, en base a un patrón que ya no es "mis amistades de toda la vida, porque nacimos y crecimos juntos" sino en la "eterna búsqueda" de otros seres humanos con intereses y aptitudes similares a las mías.
Bajo este paradigma resulta bastante improbable que mis clientes y potenciales se pasen por mi web para quedarse boquiabiertos en mirar y leer lo bueno que soy y lo mucho que me lo creo. Mucho más probable que sigan sus vidas "a pesar de" mi presencia en internet.
Por eso quizás deberíamos plantearnos que nuestra presencia en la red (aunque acabando en una web más o menos tradicional) debería sin falta comenzar en los sitios donde de forma natural se encuentran mis clientes. Y en esos sitios, como uno más, deberíamos limitarnos a participar sin más interés que el aportar valor, compartir experiencias y "educar" a nuestros clientes y potenciales en cuanto a la relación con nuestra marca y nuestros productos. Humana y transparentemente, de individuo a individuo al mismo nivel. Teniendo en cuenta que somos nosotros los que nos estamos "infiltrando" es su mundo y que por lo tanto vamos a ser recibidos con recelo y prudencia. Necesitamos convertirnos en "uno de ellos" de forma natural, sin trampas, teniendo en cuenta que (como el pescado) la diferencia entre una magnifica experiencia y una intoxicación es de algunas horas…..
Nuestra interacción con ellos comienza en su terreno, el tiempo, la dedicación, la transparencia, la innovación, la creatividad y el saber entender sus necesidades hará que con unos cuantos acabemos en el nuestro (terreno).
http://www.marketingcomunidad.com/mis-clientes-vienen-a-mi-o-mejor-que-vaya-yo-a-ellos.html?utm_source=MarketingDirecto&utm_medium=Teletipo
¿Cansado de borrar spam de tu bandea de entrada? ¡Ganá tiempo con el nuevo filtro anti spam de Hotmail!
Recopilando información para preparar una presentación para un cliente, tropiezo con un artículo de Gaby Castellanos en su blog titulado "la web y el microsite han muerto, viva el social media" , en el cual Gaby nos explica utilizando unas simples gráficas de tendencias como los websites tradicionales están perdiendo posiciones con respeto a las principales redes sociales.
Por otra parte vuelvo a tropezar con otra "perla" Javier Varela que nos da "Algunas ideas en las que pensar antes de lanzarte al Social Media Marketing" , entre las cuales me quedo con el concepto de a través de la red se han gestado las nuevas formas de relación entre las empresas y los consumidores, y que las redes sociales pueden ser una alternativa eficaz a los medios tradicionales para llegar a tus clientes (evidentemente es fundamental establecer un objetivo y medir los resultados).
Con estas (y otras) reflexiones que encuentro en la red, voy a dar una vuelta a mi presentación enfocando el planteamiento de una manera distinta:
Si el objetivo es llegar al mercado entonces empecemos por el principio, donde está el mercado? Como puedo ser tan "ingenuo" pensando en que el mercado está ansioso de navegar por mi nueva y flamante web en la cual voy a explicar a mis clientes lo bueno que soy y lo mucho que me lo creo?
El mercado de mis clientes, consumidores y potenciales está en Facebook, en Twitter, en Youtube buscando información, diversión, interés por lo que se hace y dice en el mundo, en base a un patrón que ya no es "mis amistades de toda la vida, porque nacimos y crecimos juntos" sino en la "eterna búsqueda" de otros seres humanos con intereses y aptitudes similares a las mías.
Bajo este paradigma resulta bastante improbable que mis clientes y potenciales se pasen por mi web para quedarse boquiabiertos en mirar y leer lo bueno que soy y lo mucho que me lo creo. Mucho más probable que sigan sus vidas "a pesar de" mi presencia en internet.
Por eso quizás deberíamos plantearnos que nuestra presencia en la red (aunque acabando en una web más o menos tradicional) debería sin falta comenzar en los sitios donde de forma natural se encuentran mis clientes. Y en esos sitios, como uno más, deberíamos limitarnos a participar sin más interés que el aportar valor, compartir experiencias y "educar" a nuestros clientes y potenciales en cuanto a la relación con nuestra marca y nuestros productos. Humana y transparentemente, de individuo a individuo al mismo nivel. Teniendo en cuenta que somos nosotros los que nos estamos "infiltrando" es su mundo y que por lo tanto vamos a ser recibidos con recelo y prudencia. Necesitamos convertirnos en "uno de ellos" de forma natural, sin trampas, teniendo en cuenta que (como el pescado) la diferencia entre una magnifica experiencia y una intoxicación es de algunas horas…..
Nuestra interacción con ellos comienza en su terreno, el tiempo, la dedicación, la transparencia, la innovación, la creatividad y el saber entender sus necesidades hará que con unos cuantos acabemos en el nuestro (terreno).
http://www.marketingcomunidad.com/mis-clientes-vienen-a-mi-o-mejor-que-vaya-yo-a-ellos.html?utm_source=MarketingDirecto&utm_medium=Teletipo
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martes, 17 de noviembre de 2009
MasterCard announces first commercial launch of mobile payments gateway
By Dan Butcher November 17, 2009
MasterCard has launched its Mobile Payments Gateway, a mobile-payments-processing platform that enables financial institutions and carriers to deliver mobile-payments services through the MasterCard Worldwide Network.
Financial institutions Itaú Unibanco and Redecard, along with Vivo, the largest carrier in Brazil with more than 48 million customers, will be the first to use the MasterCard Mobile Payments Gateway to deliver mobile-payments services to the banks' customers in Brazil. The service will let consumers use their phone as a mobile wallet and link their existing credit, debit or prepaid MasterCard or Maestro card accounts to their mobile phone to fund mobile-initiated payments.
"We've introduced a set of mobile solutions delivered by a mobile payments gateway that we plan to launch in Brazil, and the objective is to provide a turn-key platform to allow our clients to deploy those mobile solutions in Brazil," said Pat Killian, St. Louis-based vice president of product strategic alliances at MasterCard. "We intend to support both banked and unbanked consumers to let them use their mobile phones as payments-initiation vehicles to replace cash.
"Brazil will be the first market in which we launch commercially, which we've integrated with our core network today, and this is the first commercial launch," he said. "I think it's a demonstration that all the parties in the value system can come together and work together—I think this is a proof-point that operators and banks can works together.
"The participants are excited, because they see value to consumer, value to merchants, value to payments systems, they see that here's a unified scheme that will help commerce develop in Brazil."
MasterCard Worldwide advances global commerce by providing an economic link among financial institutions, businesses, cardholders and merchants worldwide.
As a franchisor, processor and advisor, MasterCard develops and markets payments services, processes approximately 21 billion transactions each year and provides analysis and consulting services to financial-institution customers and merchants.
Powered by the MasterCard Worldwide Network and through its family of brands, including MasterCard, Maestro and Cirrus, MasterCard serves consumers and businesses in more than 210 countries and territories.
The Brazilian bank Itaú Unibanco Holding, one of the 15 largest banks in the world, offers a full range of services to its local and institutional clients worldwide, including alternative investments, investment banking, asset management, brokerage and investment structure.
Redecard is responsible for the capture and transmission of transactions on credit cards of the MasterCard Diners Club International flags and debit cards of MasterCard Maestro, among others.
The company accredits and promotes commercial establishments and it also partners with banks and several segments of the retail market.
Redecard deals with the installation and management of a chain of electronic terminals throughout Brazil. The company processes 1.8 million transactions every year.
Vivo Participações provides mobile telecommunication services, cellular phone data transmission and mobile Internet services throughout Brazil. Vivo is the brand of a joint venture between Portugal Telecom and Telefónica, which started in 2002.
The company claims to have the country's largest network and also claims to be the largest mobile telephony group in the South Hemisphere.
Smart Communications Inc. is a Philippines-based wireless services provider with 38.5 million subscribers on its GSM network as of June 2009. Smart is a wholly-owned subsidiary of the Philippine Long Distance Telephone Company (PLDT).
Milestone for mobile commerce
The Mobile Payments Gateway is a turnkey mobile-payments-processing platform that lets issuers, acquirers, merchants and carriers to provide customized mobile services in developing payments markets by tapping into the MasterCard Worldwide Network.
As a result, banked and unbanked mobile consumers gain access to a wide range of MasterCard Mobile payments services, using their mobile phone to make purchases, send and receive money between family and friends, transfer funds between accounts, pay bills, deposit funds such as payroll or social benefits, top up mobile airtime, load value to prepaid accounts, get cash from ATMs and keep track of their balances and activities with mobile alerts.
MasterCard is working with Smart Hub Inc., a subsidiary of Philippine-based Smart Communications Inc., to leverage its mobile payments technology to develop the MasterCard Mobile Payments Gateway.
Requirements for development of a mobile payments infrastructure vary from market to market. By integrating Smart Hub's capabilities, MasterCard has created an open mobile-payment-processing platform through the MasterCard Payments Gateway to facilitate the launch of MasterCard Mobile payment services in developing markets.
Consultative Group to Assist the Poor (CGAP), an independent policy and research center housed at the World Bank, and the GSMA Association report that there are more than 4 billion people worldwide who have a mobile phone, but far fewer mobile phone users have a bank account, with the number to grow from 1 to 1.7 billion by 2012.
The Mobile Payments Gateway enables these unbanked consumers to access secure mobile-payment services that were previously unavailable to them.
At the same time, participants in the mobile payments value chain can realize the potential for mobile growth outside of the markets they traditionally serve—providing opportunities for financial institutions to introduce payments and financial services to unbanked consumers and carriers to offer value-added services for mobile payments.
Following the launch in Brazil, MasterCard will introduce MasterCard Mobile payments services through the Mobile Payments Gateway in select markets worldwide, although the company would not reveal any details.
"We want to be a broad-based consumer and merchant proposition in the market long-term, serving anyone who has a mobile phone and wants to make a payment, both banked consumes who have MasterCard today and the unbanked who don't have a formal banking relationship," Mr. Killian said.
"There an electronic payment gap, consumers who traditionally can't partake in electronic payments, but still make payments, so we're enabling that unbanked segment via our mobile payments capability," he said. "Most importantly, we're enabling what heretofore has been considered two different segments to interact and transact with each other based on the reality of consumers' lifestyle.
"This mobile payments gateway can replace cash, which is less convenient and less secure, with electronic payments, which benefits everyone in the ecosystem, as well as consumers."
http://www.mobilecommercedaily.com/mastercard-announces-first-commercial-launch-of-mobile-payments-gateway/
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MasterCard has launched its Mobile Payments Gateway, a mobile-payments-processing platform that enables financial institutions and carriers to deliver mobile-payments services through the MasterCard Worldwide Network.
Financial institutions Itaú Unibanco and Redecard, along with Vivo, the largest carrier in Brazil with more than 48 million customers, will be the first to use the MasterCard Mobile Payments Gateway to deliver mobile-payments services to the banks' customers in Brazil. The service will let consumers use their phone as a mobile wallet and link their existing credit, debit or prepaid MasterCard or Maestro card accounts to their mobile phone to fund mobile-initiated payments.
"We've introduced a set of mobile solutions delivered by a mobile payments gateway that we plan to launch in Brazil, and the objective is to provide a turn-key platform to allow our clients to deploy those mobile solutions in Brazil," said Pat Killian, St. Louis-based vice president of product strategic alliances at MasterCard. "We intend to support both banked and unbanked consumers to let them use their mobile phones as payments-initiation vehicles to replace cash.
"Brazil will be the first market in which we launch commercially, which we've integrated with our core network today, and this is the first commercial launch," he said. "I think it's a demonstration that all the parties in the value system can come together and work together—I think this is a proof-point that operators and banks can works together.
"The participants are excited, because they see value to consumer, value to merchants, value to payments systems, they see that here's a unified scheme that will help commerce develop in Brazil."
MasterCard Worldwide advances global commerce by providing an economic link among financial institutions, businesses, cardholders and merchants worldwide.
As a franchisor, processor and advisor, MasterCard develops and markets payments services, processes approximately 21 billion transactions each year and provides analysis and consulting services to financial-institution customers and merchants.
Powered by the MasterCard Worldwide Network and through its family of brands, including MasterCard, Maestro and Cirrus, MasterCard serves consumers and businesses in more than 210 countries and territories.
The Brazilian bank Itaú Unibanco Holding, one of the 15 largest banks in the world, offers a full range of services to its local and institutional clients worldwide, including alternative investments, investment banking, asset management, brokerage and investment structure.
Redecard is responsible for the capture and transmission of transactions on credit cards of the MasterCard Diners Club International flags and debit cards of MasterCard Maestro, among others.
The company accredits and promotes commercial establishments and it also partners with banks and several segments of the retail market.
Redecard deals with the installation and management of a chain of electronic terminals throughout Brazil. The company processes 1.8 million transactions every year.
Vivo Participações provides mobile telecommunication services, cellular phone data transmission and mobile Internet services throughout Brazil. Vivo is the brand of a joint venture between Portugal Telecom and Telefónica, which started in 2002.
The company claims to have the country's largest network and also claims to be the largest mobile telephony group in the South Hemisphere.
Smart Communications Inc. is a Philippines-based wireless services provider with 38.5 million subscribers on its GSM network as of June 2009. Smart is a wholly-owned subsidiary of the Philippine Long Distance Telephone Company (PLDT).
Milestone for mobile commerce
The Mobile Payments Gateway is a turnkey mobile-payments-processing platform that lets issuers, acquirers, merchants and carriers to provide customized mobile services in developing payments markets by tapping into the MasterCard Worldwide Network.
As a result, banked and unbanked mobile consumers gain access to a wide range of MasterCard Mobile payments services, using their mobile phone to make purchases, send and receive money between family and friends, transfer funds between accounts, pay bills, deposit funds such as payroll or social benefits, top up mobile airtime, load value to prepaid accounts, get cash from ATMs and keep track of their balances and activities with mobile alerts.
MasterCard is working with Smart Hub Inc., a subsidiary of Philippine-based Smart Communications Inc., to leverage its mobile payments technology to develop the MasterCard Mobile Payments Gateway.
Requirements for development of a mobile payments infrastructure vary from market to market. By integrating Smart Hub's capabilities, MasterCard has created an open mobile-payment-processing platform through the MasterCard Payments Gateway to facilitate the launch of MasterCard Mobile payment services in developing markets.
Consultative Group to Assist the Poor (CGAP), an independent policy and research center housed at the World Bank, and the GSMA Association report that there are more than 4 billion people worldwide who have a mobile phone, but far fewer mobile phone users have a bank account, with the number to grow from 1 to 1.7 billion by 2012.
The Mobile Payments Gateway enables these unbanked consumers to access secure mobile-payment services that were previously unavailable to them.
At the same time, participants in the mobile payments value chain can realize the potential for mobile growth outside of the markets they traditionally serve—providing opportunities for financial institutions to introduce payments and financial services to unbanked consumers and carriers to offer value-added services for mobile payments.
Following the launch in Brazil, MasterCard will introduce MasterCard Mobile payments services through the Mobile Payments Gateway in select markets worldwide, although the company would not reveal any details.
"We want to be a broad-based consumer and merchant proposition in the market long-term, serving anyone who has a mobile phone and wants to make a payment, both banked consumes who have MasterCard today and the unbanked who don't have a formal banking relationship," Mr. Killian said.
"There an electronic payment gap, consumers who traditionally can't partake in electronic payments, but still make payments, so we're enabling that unbanked segment via our mobile payments capability," he said. "Most importantly, we're enabling what heretofore has been considered two different segments to interact and transact with each other based on the reality of consumers' lifestyle.
"This mobile payments gateway can replace cash, which is less convenient and less secure, with electronic payments, which benefits everyone in the ecosystem, as well as consumers."
http://www.mobilecommercedaily.com/mastercard-announces-first-commercial-launch-of-mobile-payments-gateway/
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ULocate’s Spotlight masquerades ads to drive consumers to local businesses
By Chris Harnick - November 17, 2009
ULocate's new feature, Spotlight, is a hyper-local advertising tool being used to drive consumers into local businesses and it has delivered a click through rate that is three times greater than banner ads.
When a consumer clicks on Spotlight, a full application experience is launched serving them details, menus, Web site links, maps and consumer reviews. ULocate is currently working with Citysearch for content in Spotlight.
"[Our strategy is to] provide a successful monetization tool that doesn't compromise the user experience, but rather serves to enhance it," said Lacy Garcia, director of marketing and communications at uLocate, Boston. "We have received positive feedback from users thanking us for removing ads, when in actuality we have not removed them but rather replaced them with Spotlight."
Sign up to receive Mobile Marketer Daily. The premier mobile marketing publication. Free!
ULocate is a provider of location-based mobile services.
Go local with mobile
In addition to Citysearch, Ms. Garcia said that uLocate is also in talks with RedPlum and Yowza as other content providers to deliver a wider variety of offers.
Spotlight
ULocate said that Spotlight optimizes the delivery of business results based on location, time of day and the type of content the consumer is seeking.
The Spotlight ads are different than uLocate's other ad offering because they are locally relevant and tailored to provide the best possible result for the consumer, the company said.
Spotlight is currently being used on uLocate's Where platform for Google's Android devices. The company said that it plans to roll out the service on other smartphones such as Apple's iPhone, Research In Motion's BlackBerry and the Palm Pre.
Spotlight
Ms. Garcia said that Spotlight delivers a relative effective cost per thousand impressions that is two to three times greater than normal banner advertisements, up to $8 on the Spotlight ads.
ULocate is known for location-based services, the company powers the Traffic.com, iPhone application.
The application provides users with the fastest and shortest routes and other real-time traffic data. Ad-support within the application is from Navteq's LocationPoint Advertising and advertisers include hotels such as Holiday Inn, Best Western and Hyatt, as well as quick-service restaurants such as Jack in the Box and Chili's (see story).
Ms. Garcia said that Spotlight's creation really came down to the fact that consumers were unresponsive to traditional banner advertisements.
"Essentially we were discovering that consumers don't like ads, and particularly not obtrusive banner ads that are unrelated to the content they are searching for or viewing," Ms. Garcia said. "Our challenge then was to create a monetizable app experience that was not only location targeted, but also contextually relevant and useful to consumers, for example a local ice cream store shown to users looking at a movie for children."
http://www.mobilemarketer.com/cms/news/advertising/4658.html
Guardá y compartí fotos, archivos, documentos y más. ¡Con Windows Live tienes 25 GB gratis! Probalo ahora.
ULocate's new feature, Spotlight, is a hyper-local advertising tool being used to drive consumers into local businesses and it has delivered a click through rate that is three times greater than banner ads.
When a consumer clicks on Spotlight, a full application experience is launched serving them details, menus, Web site links, maps and consumer reviews. ULocate is currently working with Citysearch for content in Spotlight.
"[Our strategy is to] provide a successful monetization tool that doesn't compromise the user experience, but rather serves to enhance it," said Lacy Garcia, director of marketing and communications at uLocate, Boston. "We have received positive feedback from users thanking us for removing ads, when in actuality we have not removed them but rather replaced them with Spotlight."
Sign up to receive Mobile Marketer Daily. The premier mobile marketing publication. Free!
ULocate is a provider of location-based mobile services.
Go local with mobile
In addition to Citysearch, Ms. Garcia said that uLocate is also in talks with RedPlum and Yowza as other content providers to deliver a wider variety of offers.
Spotlight
ULocate said that Spotlight optimizes the delivery of business results based on location, time of day and the type of content the consumer is seeking.
The Spotlight ads are different than uLocate's other ad offering because they are locally relevant and tailored to provide the best possible result for the consumer, the company said.
Spotlight is currently being used on uLocate's Where platform for Google's Android devices. The company said that it plans to roll out the service on other smartphones such as Apple's iPhone, Research In Motion's BlackBerry and the Palm Pre.
Spotlight
Ms. Garcia said that Spotlight delivers a relative effective cost per thousand impressions that is two to three times greater than normal banner advertisements, up to $8 on the Spotlight ads.
ULocate is known for location-based services, the company powers the Traffic.com, iPhone application.
The application provides users with the fastest and shortest routes and other real-time traffic data. Ad-support within the application is from Navteq's LocationPoint Advertising and advertisers include hotels such as Holiday Inn, Best Western and Hyatt, as well as quick-service restaurants such as Jack in the Box and Chili's (see story).
Ms. Garcia said that Spotlight's creation really came down to the fact that consumers were unresponsive to traditional banner advertisements.
"Essentially we were discovering that consumers don't like ads, and particularly not obtrusive banner ads that are unrelated to the content they are searching for or viewing," Ms. Garcia said. "Our challenge then was to create a monetizable app experience that was not only location targeted, but also contextually relevant and useful to consumers, for example a local ice cream store shown to users looking at a movie for children."
http://www.mobilemarketer.com/cms/news/advertising/4658.html
Guardá y compartí fotos, archivos, documentos y más. ¡Con Windows Live tienes 25 GB gratis! Probalo ahora.
Telefónica presenta su nueva marca única 'Movistar'
La operadora unificará en 2010 todos sus servicios bajo la nueva enseña comercial
RAMÓN MUÑOZ 17/11/2009
Telefónica tiene nueva cara. La primera multinacional española y el principal anunciante ha presentado esta mañana su nueva marca Movistar, que unificará a partir de ahora todos los productos comerciales de la operadora, dejando la denominación Telefónica únicamente como enseña institucional. La transición a la nueva marca se hará de manera progresiva y a un ritmo distinto según los países, con el objeto de minimizar los costes de esta revolución de marketing que emprende la operadora tras más de 80 años vendiéndose como Telefónica. Entre primavera y otoño de 2010 se producirá el lanzamiento general de la nueva marca, con la excepción de Brasil que será en 2011.
Aunque todos los productos se denominarán Movistar, para ayudar a la clientela a que se ubique, se le añadirá un apelativo con el servicio que se vende. Así, la linea fija tradicional, pasará a denominarse Movistar Fija; la conexión a Internet, Movistar Banda Ancha; el móvil, Movistar Móviles y el servicio de televisión de pago Imagenio, Movistar televisión. La facturación se seguirá haciendo de manera separada, aunque en un futuro se plantea implantar la factura única para todos los productos, según señala Belén Amatriain, directora de marketing de Telefónica.
Telefónica no ha detallado el coste de esta renovación de imagen, aunque Amatriaín señala que será menor que el anterior cambio cuando, con motivo de la compra de las operadoras latinoamericanas de Bell South en 2004, se implantó Movistar, y que supuso un gasto estimado de 80 millones de euros. Se deberán cambiar los rótulos, las facturas, la publicidad y las tiendas propias. La nueva marca vendrá aparejada con un cambio de logotipo. La M verde de Movistar suaviza sus lomos para hacerse menos juvenil, en palabras de Amatriain, mientras que el logo institucional de Telefónica desaparece el color pistacho de las letras y se sustituye por el blanco.
En esta unificación habrá varias excepciones. Bajo la marca O2 se comercializarán todos los productos, tanto de fijo, móvil como de Internet de Telefónica en los países europeos donde opera (Reino Unido, Irlanda, Alemania, Chequia y Eslovaquia). La marca Vivo, con la que opera en Brasil con Portugal Telecom, no desaparecerá. También se mantendrá Alice, la marca de la compañía de acceso a Internet Hansenet que opera en Alemania, y que acaba de ser adquirida por Telefónica.
La denominación Telefónica se utilizará únicamente a escala institucional, es decir, en relaciones con inversores, empleados, fundación y responsabilidad social corporativa. La marca Movistar asume todo el rango comercial, desde las relaciones con clientes y consumidores, denominación de productos y servicios y patrocinios comerciales.
Guardián de la marca
Otra de las innovaciones del marketing de la operadora, es la creación de un guardián de marca, una persona que se encargará de vigilar que se emplea correctamente la marca comercial y los valores que representa. Habrá al menos seis guardianes que se distribuirán esta ardua tarea por zonas geográficas (Brasil, Colombia, Argentina, México, España y Reino Unido)
El secretario general de Presidencia, Luis Abril, indicó que se va a acometer esta "cambio cultural" porque "la compañía ya ha hehco los deberes de gestión interno, integrando las distintas organizaciones y exprimiendo las marcas antiguas". El proyecto, que ya ha sido aprobado por el comité ejecutivo, va en la línea de lo que han hecho otros operadores como Vodafone, que ha unificado bajo esta marca todos sus servicios, o France Télécom, que concentró en Orange la denominación de sus ofertas comerciales.
Según Amatriain, "se trata de aportar coherencia al modelo de marcas para generar sinergias en comunicaciones, realizar todo esto con un acercamiento pragmático, y reposicionar Movistar y Telefónica a nivel estratégico y de identidad con el fin de fortalecer nuestra relación con los clientes y otras audiencias".
http://www.elpais.com/articulo/economia/Telefonica/presenta/nueva/marca/unica/Movistar/elpepueco/20091117elpepueco_8/Tes
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RAMÓN MUÑOZ 17/11/2009
Telefónica tiene nueva cara. La primera multinacional española y el principal anunciante ha presentado esta mañana su nueva marca Movistar, que unificará a partir de ahora todos los productos comerciales de la operadora, dejando la denominación Telefónica únicamente como enseña institucional. La transición a la nueva marca se hará de manera progresiva y a un ritmo distinto según los países, con el objeto de minimizar los costes de esta revolución de marketing que emprende la operadora tras más de 80 años vendiéndose como Telefónica. Entre primavera y otoño de 2010 se producirá el lanzamiento general de la nueva marca, con la excepción de Brasil que será en 2011.
Aunque todos los productos se denominarán Movistar, para ayudar a la clientela a que se ubique, se le añadirá un apelativo con el servicio que se vende. Así, la linea fija tradicional, pasará a denominarse Movistar Fija; la conexión a Internet, Movistar Banda Ancha; el móvil, Movistar Móviles y el servicio de televisión de pago Imagenio, Movistar televisión. La facturación se seguirá haciendo de manera separada, aunque en un futuro se plantea implantar la factura única para todos los productos, según señala Belén Amatriain, directora de marketing de Telefónica.
Telefónica no ha detallado el coste de esta renovación de imagen, aunque Amatriaín señala que será menor que el anterior cambio cuando, con motivo de la compra de las operadoras latinoamericanas de Bell South en 2004, se implantó Movistar, y que supuso un gasto estimado de 80 millones de euros. Se deberán cambiar los rótulos, las facturas, la publicidad y las tiendas propias. La nueva marca vendrá aparejada con un cambio de logotipo. La M verde de Movistar suaviza sus lomos para hacerse menos juvenil, en palabras de Amatriain, mientras que el logo institucional de Telefónica desaparece el color pistacho de las letras y se sustituye por el blanco.
En esta unificación habrá varias excepciones. Bajo la marca O2 se comercializarán todos los productos, tanto de fijo, móvil como de Internet de Telefónica en los países europeos donde opera (Reino Unido, Irlanda, Alemania, Chequia y Eslovaquia). La marca Vivo, con la que opera en Brasil con Portugal Telecom, no desaparecerá. También se mantendrá Alice, la marca de la compañía de acceso a Internet Hansenet que opera en Alemania, y que acaba de ser adquirida por Telefónica.
La denominación Telefónica se utilizará únicamente a escala institucional, es decir, en relaciones con inversores, empleados, fundación y responsabilidad social corporativa. La marca Movistar asume todo el rango comercial, desde las relaciones con clientes y consumidores, denominación de productos y servicios y patrocinios comerciales.
Guardián de la marca
Otra de las innovaciones del marketing de la operadora, es la creación de un guardián de marca, una persona que se encargará de vigilar que se emplea correctamente la marca comercial y los valores que representa. Habrá al menos seis guardianes que se distribuirán esta ardua tarea por zonas geográficas (Brasil, Colombia, Argentina, México, España y Reino Unido)
El secretario general de Presidencia, Luis Abril, indicó que se va a acometer esta "cambio cultural" porque "la compañía ya ha hehco los deberes de gestión interno, integrando las distintas organizaciones y exprimiendo las marcas antiguas". El proyecto, que ya ha sido aprobado por el comité ejecutivo, va en la línea de lo que han hecho otros operadores como Vodafone, que ha unificado bajo esta marca todos sus servicios, o France Télécom, que concentró en Orange la denominación de sus ofertas comerciales.
Según Amatriain, "se trata de aportar coherencia al modelo de marcas para generar sinergias en comunicaciones, realizar todo esto con un acercamiento pragmático, y reposicionar Movistar y Telefónica a nivel estratégico y de identidad con el fin de fortalecer nuestra relación con los clientes y otras audiencias".
http://www.elpais.com/articulo/economia/Telefonica/presenta/nueva/marca/unica/Movistar/elpepueco/20091117elpepueco_8/Tes
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miércoles, 11 de noviembre de 2009
MOVISTAR RECOMPENSA A SUS CLIENTES POR LA PUBLICIDAD
Movistar comenzó a recompensar a sus clientes por escuchar cuñas publicitarias, a través de una iniciativa dirigida a los clientes de prepago, que no ha sido publicitada más allá de su página web.
Bajo el nombre de llamadas esponsorizadas, esta iniciativa pretende ofrecer el primer minuto gratis de las llamadas a móviles de la compañía a cambio de escuchar una cuña de entre 8 y 15 segundos, aunque la marca advierte que sólo se hará efectiva si hay anunciantes interesados en el segmento en cuestión.
Movistar advirtió que si el usuario no escucha la cuña en su totalidad o decide saltársela presionando asterisco, los descuentos prometidos no se harán efectivos y recalcó que este servicio cumple con las promesas realizadas en el congreso sobre telefonía móvil de Barcelona.
Gratis. El futuro de un precio radical
Adelanto de libro:
Título: "Gratis. El futuro de un precio radical"
Autor: Chris Anderson
Si bien lo gratis no es nada nuevo y en el siglo pasado era un poderoso método de marketing, ahora en el siglo XXI ha resurgido como una nueva y extraordinaria capacidad con el poder de reducir los costes de bienes y servicios casi a cero. Esta nueva forma de lo gratis encuentra en la era digital y en las nuevas tecnologías su mejor exponente y se sostiene en la economía de bits y no de átomos. En este sentido, existen incontables cosas en Internet donde casi todo se da gratis sin esperar nada a cambio. Un buen ejemplo de esta práctica son negocios como Facebook, Google o Wikipedia. Paradójicamente y lejos de lo que pudiera parecer, lo gratuito no supone pérdidas de dinero, sino enormes beneficios.
Más allá de la Red, el negocio de lo gratuito comienza a ser una realidad y para demostrarlo Anderson desgrana en varios ejemplos cómo podría ser gratis, entre otras cosas, un billete de avión, un libro de texto, un CD de música o incluso un coche. Además, incluye un capítulo con 50 modelos de negocios creados sobre la base de lo gratis.
El libro analiza críticamente la historia de lo gratis y el enorme poder sobre nuestra capacidad de decisión, para más adelante sumergirse en los principios subyacentes de esta nueva economía: cómo y dónde funciona o por qué es tan a menudo malinterpretada y temida. Gratis no deja pasar por el alto el contexto en el que nos encontramos y estudia las consecuencias y el futuro de este fenómeno en una época de crisis económica. Con el fin de orientar a todos los lectores, Anderson propone varios modelos de gratuidad, destacando el freemium, y propone un decálogo de lo gratis ya que a juicio del autor, lo gratuito se convertirá en la única opción de todas aquellas empresas cuyo ámbito de negocio o actuación esté ligado directa o indirectamente a Internet.
http://www.marketingdirecto.com/noticias/36370-%22gratis%22-chris-anderson&utm_source=MarketingDirecto&utm_medium=Teletipo
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Título: "Gratis. El futuro de un precio radical"
Autor: Chris Anderson
Si bien lo gratis no es nada nuevo y en el siglo pasado era un poderoso método de marketing, ahora en el siglo XXI ha resurgido como una nueva y extraordinaria capacidad con el poder de reducir los costes de bienes y servicios casi a cero. Esta nueva forma de lo gratis encuentra en la era digital y en las nuevas tecnologías su mejor exponente y se sostiene en la economía de bits y no de átomos. En este sentido, existen incontables cosas en Internet donde casi todo se da gratis sin esperar nada a cambio. Un buen ejemplo de esta práctica son negocios como Facebook, Google o Wikipedia. Paradójicamente y lejos de lo que pudiera parecer, lo gratuito no supone pérdidas de dinero, sino enormes beneficios.
Más allá de la Red, el negocio de lo gratuito comienza a ser una realidad y para demostrarlo Anderson desgrana en varios ejemplos cómo podría ser gratis, entre otras cosas, un billete de avión, un libro de texto, un CD de música o incluso un coche. Además, incluye un capítulo con 50 modelos de negocios creados sobre la base de lo gratis.
El libro analiza críticamente la historia de lo gratis y el enorme poder sobre nuestra capacidad de decisión, para más adelante sumergirse en los principios subyacentes de esta nueva economía: cómo y dónde funciona o por qué es tan a menudo malinterpretada y temida. Gratis no deja pasar por el alto el contexto en el que nos encontramos y estudia las consecuencias y el futuro de este fenómeno en una época de crisis económica. Con el fin de orientar a todos los lectores, Anderson propone varios modelos de gratuidad, destacando el freemium, y propone un decálogo de lo gratis ya que a juicio del autor, lo gratuito se convertirá en la única opción de todas aquellas empresas cuyo ámbito de negocio o actuación esté ligado directa o indirectamente a Internet.
http://www.marketingdirecto.com/noticias/36370-%22gratis%22-chris-anderson&utm_source=MarketingDirecto&utm_medium=Teletipo
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What does Google’s $750M purchase of AdMob mean for mobile advertising?
By Dan Butcher - November 10, 2009
Google Inc. has signed a game-changing agreement to acquire mobile ad network AdMob for $750 million in stock in a move that validates mobile advertising as an effective marketing medium.
Google is hoping that this acquisition will enhance its existing expertise and technology in mobile advertising, while also giving advertisers and publishers more choice in this fast-growing area. The deal will help Google in its efforts to develop more effective tools for creating, serving and analyzing emerging mobile ads formats and expand beyond its traditional focus on search advertising.
"We've been talking about the awesome opportunity that mobile marketing brings to the world," said Mike Wehrs, president/CEO of the Mobile Marketing Association, New York. "Some people understand that, and this deal shows that the largest and best-known advertising company—Google—understands the awesomeness of the opportunity, and they understand where this is going.
"If anything, it's absolutely proof-positive of the value of the mobile channel and it encourages brands to take a very hard look at their priorities," he said. "If they're not already increasing their mobile spend, this is a wake-up call.
"It sets to rest any questions as to whether mobile ad networks had a sustainable, profitable business model, and this will cause people to pay attention, wow, there is significant large-player interest, so it spells opportunity."
Founded in 1998 by Stanford Ph.D. students Larry Page and Sergey Brin, Google is a top Web property in all major global markets, albeit largely monetarily successful in its search advertising business. It has recently made mobile an increasing focus of its business.
AdMob, San Mateo, CA, is one of the leading mobile ad networks specializing in banner ads for brands such as adidas, MTV, Land Rover and Toshiba that run on publisher sites such as CBS, AccuWeather, Cellufun, MovieTickets.com, Lonely Planet and Stitcher. These ads run across iPhone sites and applications, as well as those based on Google's Android platform.
Founded in 2006, the 140-employee AdMob won $47 million in funding from investors such as venture capital firms Sequoia Capital and Accel Partners.
AdMob and Google share a common investor in Sequoia Capital, a well-known Silicon Valley eminence.
Google's rationale
Mobile advertising is a rapidly growing and competitive space, and Google and AdMob are currently specializing in different areas.
Though Google offers many forms of mobile advertising, its focus to date has been on mobile search ads, while AdMob's focus has been mobile display ads and in-application ads.
Google dubbed AdMob the quintessential Silicon Valley startup and claims that it is generating impressive year-on-year revenue growth.
Both companies have approved the transaction, which is subject to customary closing conditions.
As this ecosystem continues to grow, the company expects these new marketing media to offer significant benefits.
Google believes that advertisers will be better able to engage mobile users with AdMob's ad formats. The deal will bring new innovation and competition to mobile advertising and will lead to more effective tools for creating, serving and analyzing emerging mobile ad formats, per Google.
The company claims that, by improving the performance of mobile advertising, publishers and developers will be able to monetize their content more effectively, which will hopefully have benefits for the wider mobile ecosystem.
Google also claims that users will see more relevant ads and ultimately get access to more free or low-cost ad-supported content and applications, improving their mobile experience.
The mobile advertising space will remain highly competitive, with more than a dozen mobile ad networks.
The deal is similar to mobile advertising acquisitions that AOL, Microsoft and Yahoo have made in the past two years.
Articulo completo en http://www.mobilemarketer.com/cms/news/ad-networks/4610.html
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Google Inc. has signed a game-changing agreement to acquire mobile ad network AdMob for $750 million in stock in a move that validates mobile advertising as an effective marketing medium.
Google is hoping that this acquisition will enhance its existing expertise and technology in mobile advertising, while also giving advertisers and publishers more choice in this fast-growing area. The deal will help Google in its efforts to develop more effective tools for creating, serving and analyzing emerging mobile ads formats and expand beyond its traditional focus on search advertising.
"We've been talking about the awesome opportunity that mobile marketing brings to the world," said Mike Wehrs, president/CEO of the Mobile Marketing Association, New York. "Some people understand that, and this deal shows that the largest and best-known advertising company—Google—understands the awesomeness of the opportunity, and they understand where this is going.
"If anything, it's absolutely proof-positive of the value of the mobile channel and it encourages brands to take a very hard look at their priorities," he said. "If they're not already increasing their mobile spend, this is a wake-up call.
"It sets to rest any questions as to whether mobile ad networks had a sustainable, profitable business model, and this will cause people to pay attention, wow, there is significant large-player interest, so it spells opportunity."
Founded in 1998 by Stanford Ph.D. students Larry Page and Sergey Brin, Google is a top Web property in all major global markets, albeit largely monetarily successful in its search advertising business. It has recently made mobile an increasing focus of its business.
AdMob, San Mateo, CA, is one of the leading mobile ad networks specializing in banner ads for brands such as adidas, MTV, Land Rover and Toshiba that run on publisher sites such as CBS, AccuWeather, Cellufun, MovieTickets.com, Lonely Planet and Stitcher. These ads run across iPhone sites and applications, as well as those based on Google's Android platform.
Founded in 2006, the 140-employee AdMob won $47 million in funding from investors such as venture capital firms Sequoia Capital and Accel Partners.
AdMob and Google share a common investor in Sequoia Capital, a well-known Silicon Valley eminence.
Google's rationale
Mobile advertising is a rapidly growing and competitive space, and Google and AdMob are currently specializing in different areas.
Though Google offers many forms of mobile advertising, its focus to date has been on mobile search ads, while AdMob's focus has been mobile display ads and in-application ads.
Google dubbed AdMob the quintessential Silicon Valley startup and claims that it is generating impressive year-on-year revenue growth.
Both companies have approved the transaction, which is subject to customary closing conditions.
As this ecosystem continues to grow, the company expects these new marketing media to offer significant benefits.
Google believes that advertisers will be better able to engage mobile users with AdMob's ad formats. The deal will bring new innovation and competition to mobile advertising and will lead to more effective tools for creating, serving and analyzing emerging mobile ad formats, per Google.
The company claims that, by improving the performance of mobile advertising, publishers and developers will be able to monetize their content more effectively, which will hopefully have benefits for the wider mobile ecosystem.
Google also claims that users will see more relevant ads and ultimately get access to more free or low-cost ad-supported content and applications, improving their mobile experience.
The mobile advertising space will remain highly competitive, with more than a dozen mobile ad networks.
The deal is similar to mobile advertising acquisitions that AOL, Microsoft and Yahoo have made in the past two years.
Articulo completo en http://www.mobilemarketer.com/cms/news/ad-networks/4610.html
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lunes, 9 de noviembre de 2009
Cablevision lets customers manage and program their DVRs from any mobile device.
November 9, 2009
Cablevision is letting its Optimum Online and iO TV customers manage and program their DVRs from any mobile device.
Nearly 94 percent of all Cablevision cable customers use iO TV digital cable and with this new upgrade to the Optimum.net mobile site, customers can now set their DVRs to record shows on over 400 channels right from their phones.
"The advantage of having a robust and easy-to-use mobile platform for our consumer Web portal, Optimum.net, is that it enables our customers to stay connected and engaged with Optimum products and services from anywhere, on any web-enabled device," said Amalia O'Sullivan, vice president of consumer product management at Cablevision, New York.
"Many of the features and content available on optimum.net, such as Optimum WiFi, and News 12, and now remote DVR access, are exclusively for our customers, and are accessible via a clean and functional user interface designed specifically for handheld devices," she said. "Usablenet helped us take our valuable Web site content and functionality and make it mobile, seamlessly and quickly."
In addition to remote DVR access, Optimum.net for mobile offers Cablevision's 2.5 million Optimum Online customers access to their Optimum email, continually updated and highly personalized local news, weather and traffic information.
Usablenet first created the mobile site in April.
Optimum.net for mobile is available on all mobile devices with browsing capabilities over all networks, including the iPhone, for which the site leverages the device's unique capabilities to enhance the user experience.
Visitors are automatically redirected after pointing their mobile browser to http://www.optimum.net, otherwise the site can be accessed directly at http://m.optimum.net.
Personalized information is activated after signing in using an Optimum ID and password.
Optimum.net for Mobile features include:
* Access to Optimum Online email anywhere on any Web-enabled device, including the ability to read, reply, forward, and compose emails, as well as read attached files
* Traffic incidents in real time for the New York metropolitan area, searchable by location, plus mass transit information including the LIRR, NJ Transit, and Metro North
* iO TV listings
* Business and services by location (e.g. Gas Stations, Banks, ATM's, Pizza)
* Movies listings and theaters by location
* Weather information
Cablevision customers are increasingly relying on their mobile devices to stay connected while away from home or office and with the huge increase in the proliferation of wireless devices catering to customers on mobile was a natural fit.
In order to cater to customers, Cablevision took its consumer Web portal and presented it in a way that maximizes its value and usability on small screens, including access to email and the kind of personalized information that makes the desktop version of Optimum.net such an important and popular resource for customers.
"Cablevision recognized that customers wanted access to Optimum Online content and their DVRs on the mobile device," said Jason Taylor, vice president of mobile products at Usablenet, New York. "Accessing and programming DVR recordings from anywhere on-the-go through the mobile site is a huge value for customers because it allows greater flexibility and control."
http://www.mobilemarketer.com/cms/news/database-crm/4594.html
Internet Explorer 8 especial para MSN - ¡Gratis! Descargalo ahora haciendo clic aquí
Cablevision is letting its Optimum Online and iO TV customers manage and program their DVRs from any mobile device.
Nearly 94 percent of all Cablevision cable customers use iO TV digital cable and with this new upgrade to the Optimum.net mobile site, customers can now set their DVRs to record shows on over 400 channels right from their phones.
"The advantage of having a robust and easy-to-use mobile platform for our consumer Web portal, Optimum.net, is that it enables our customers to stay connected and engaged with Optimum products and services from anywhere, on any web-enabled device," said Amalia O'Sullivan, vice president of consumer product management at Cablevision, New York.
"Many of the features and content available on optimum.net, such as Optimum WiFi, and News 12, and now remote DVR access, are exclusively for our customers, and are accessible via a clean and functional user interface designed specifically for handheld devices," she said. "Usablenet helped us take our valuable Web site content and functionality and make it mobile, seamlessly and quickly."
In addition to remote DVR access, Optimum.net for mobile offers Cablevision's 2.5 million Optimum Online customers access to their Optimum email, continually updated and highly personalized local news, weather and traffic information.
Usablenet first created the mobile site in April.
Optimum.net for mobile is available on all mobile devices with browsing capabilities over all networks, including the iPhone, for which the site leverages the device's unique capabilities to enhance the user experience.
Visitors are automatically redirected after pointing their mobile browser to http://www.optimum.net, otherwise the site can be accessed directly at http://m.optimum.net.
Personalized information is activated after signing in using an Optimum ID and password.
Optimum.net for Mobile features include:
* Access to Optimum Online email anywhere on any Web-enabled device, including the ability to read, reply, forward, and compose emails, as well as read attached files
* Traffic incidents in real time for the New York metropolitan area, searchable by location, plus mass transit information including the LIRR, NJ Transit, and Metro North
* iO TV listings
* Business and services by location (e.g. Gas Stations, Banks, ATM's, Pizza)
* Movies listings and theaters by location
* Weather information
Cablevision customers are increasingly relying on their mobile devices to stay connected while away from home or office and with the huge increase in the proliferation of wireless devices catering to customers on mobile was a natural fit.
In order to cater to customers, Cablevision took its consumer Web portal and presented it in a way that maximizes its value and usability on small screens, including access to email and the kind of personalized information that makes the desktop version of Optimum.net such an important and popular resource for customers.
"Cablevision recognized that customers wanted access to Optimum Online content and their DVRs on the mobile device," said Jason Taylor, vice president of mobile products at Usablenet, New York. "Accessing and programming DVR recordings from anywhere on-the-go through the mobile site is a huge value for customers because it allows greater flexibility and control."
http://www.mobilemarketer.com/cms/news/database-crm/4594.html
Internet Explorer 8 especial para MSN - ¡Gratis! Descargalo ahora haciendo clic aquí
sábado, 7 de noviembre de 2009
Mobile ads three-to-five times more effective than online
By Dan Butcher- November 5, 2009
Bruce Braun, CEO of Agent-M, moderated the "Measuring Mobile—Exploring the Metrics" panel at ad:tech New York
NEW YORK – Mobile advertising is three-to-five times more effective than online advertising, according to an ad:tech panelist.
Bruce Braun, CEO of Agent-M, moderated the "Measuring Mobile—Exploring the Metrics" panel. He asked the panelists questions such as "What are the tools and metrics used to justify brands expanding into mobile?", "Can we apply the same tactics to our mobile campaigns that we're using in our other digital marketing efforts?" and "How do you measure the unique value of mobile to engage your target in new ways and places?"
"Everyone has a different mechanism for measuring the success of a campaign, but we have normative databases tracking what brands can expect from advertising campaigns on mobile," said Ali Rana, vice president of digital strategy at Dynamic Logic, New York. "There is still a ways to go but we're made making progress.
"Because of some of the challenges on mobile, it has allowed advertisers to keep messages fairly simple, with a single frame, and that tends to resonate well with the audience," he said. "In fact, mobile advertising is 3X-to-5X more effective compared to online advertising.
"Mobile screen size is a challenge but also a huge benefit to advertisers, because there's not a lot of clutter, and most successful campaigns we've measured the messaging is simple, the brand is integrated and for now a simple ad is all consumers need."
MMA updates best practices for cross-carrier mobil
The conversation ranged from the standardization of reporting and measurement of mobile campaigns to the ownership and sharing of data.
Panels discussed theh need for impartial third-party verification for accurate measurement, post-buy campaign audience profiles, post-buy ad-effectiveness data and advanced segmentation by attaching carrier subscriber data.
Some panelists seemed cautiously optimistic that over time carriers will share more consumer data with marketers.
Some stressed the need to acknowledge mobile's uniqueness while at the same time looking at the channel as it related to a brand's overall marketing strategy.
"When looking at mobile measurement, do you want to catch it up from other mediums or start from ground zero and aim for a better solution overall?" said Paul Kultgen, director of client services and mobile media practices in the online division of Nielsen, New York. "People are measuring mobile on this island and I'm not sure it's fair to the medium.
"Focus on integration—how do you not look at mobile alone but as part of a broader set of communications objectives and media channels?" he said.
Will aligning mobile analytics with online and traditional media analytics generate larger spends for mobile? Do better analytics equal larger spends, and do larger spends generate better analytics?
It is a chicken-or-the-egg argument. Brands are afraid to ramp up their mobile spend because the metrics are not there yet, but the metrics cannot become more sophisticated unless brands make the necessary investment in the channel.
"For small and medium businesses, SMBs, simplicity and standardization are paramount," said Steven Marshall, manager of research initiatives at the Kelsey Group, Princeton, NJ. "Mobile cannot have a unique set of metrics, and these various issues around infrastructure and metric development and accuracy have to be tapped into place a little more before you approach most small businesses, because they don't have the bandwidth to handle it.
"The message has to be very simple, very easy to grasp," he said. "There is a very high level of interest among small and medium businesses in social media, particularly the intersection of mobile and social media.
"When there's more knowledge and data on this usage and monetization thereof, we'll get small businesses thinking, do I want to invest in Twitter-linked and mobile marketing efforts or do I want to buy a banner on Yahoo?"
Closing the loop to track mobile-coupon redemption at the point of sale could be the ultimate metric for many brands.
"An ad format that will increasingly be distributed via mobile is coupons," Mr. Marshall said. "There is very strong interest among consumers in getting coupons on their mobile devices, and there is very strong interest from small businesses for mobile coupons, which may shape this debate."
One factor making measuring mobile campaigns more difficult is the fact that so many feature phones without an operating system remain in the market. Mobile advertising will exist in a different universe when everyone has a smartphone, leading to more usage and different use cases.
"Mobile is still evolving so dramatically, measuring is kind of a challenge—we should definitely not dumb-down the metrics, but not make them so esoteric no one's going to buy," said Ryan Neufeld, senior analyst of mobile at comScore Inc., Reston, VA. "There has to be some commonality for measurement to compare different channels.
"I would ask brands, 'What are you trying to do, who are you trying to reach, what are you trying to tell them?" he said. "Good creative on a text message is not the same as good creative on a TV ad, and mobile advertising is probably hideously complicated, but rather than just take an ad and throw it on mobile, think who are you trying to reach and what devices are they using? What is your objective?
"Why do you want an app? The answer not always there. If I can get a better retention rate with an app than a piece of direct mail, then that's great, because a lot of money is being spent on direct mail."
As other traditional media and the PC Internet become more and more cluttered, mobile is a way for brands to cut through the noise.
"What is unique about mobile? The Internet used to be a lean-forward medium, but now it's more cluttered," Mr. Neufeld said. "TV is definitely lean-back now, but mobile is lean-forward, so more immersive metrics are of more value, rather than say 'I kind of think I reached a certain demographic.'
"Mobile is definitely going to impact what younger demographics do on the PC—they're not emailing, they're texting or tweeting," he said.
"Usage is going down here but going up there, which is good for mobile, but maybe bad for content publisher because it forces you to connect the dots a little more, as the print industry is demonstrating right now."
MMA has its say
The industry currently measures the success of mobile advertising with many types of metrics.
The Mobile Marketing Association, the Interactive Advertising Bureau and the Media Research Center are working on Global Mobile Measurement Guidelines to establish a common framework for mobile ad measurement for release in 2010.
"The MMA is trying to make strides to make sure we put together best practices, guidelines and standards to help brands and agencies invest in the mobile space," said Kristine van Dillen, director of industry initiatives and partnerships at the Mobile Marketing Association, New York. "The metrics that I hear about a ton are impressions, click-through rates, page-views and how long a person is engaging with an iPhone app or rich-media advertisement.
"The ones we are trying to create global measurement guidelines for include 'How do you accurately capture impressions and click-through rates of banner ads on the mobile Web? How can brands and agencies trust the accuracy of those metrics?"
While many firms are measuring mobile advertising in different ways, brands are ultimately looking for the ability of mobile ads to drive conversions and revenue.
"The next steps are measuring brand engagement, closing the loop on impressions and driving purchases of physical and virtual goods," Ms. Van Dillen said. "We're also looking at messaging, which is a little bit different.
"Brands and agencies have concerns—with so many ways to measure effectiveness, how do you compare rich media to messaging to TV and out of home?" she said. "They're looking for apples-to-apples comparisons for mobile.
"Mobile has the opportunity to have the most meaningful measurements of any channel, and we need accurate numbers so you can compare it to other marketing channels as well."
http://www.mobilemarketer.com/cms/news/research/4574.html
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Bruce Braun, CEO of Agent-M, moderated the "Measuring Mobile—Exploring the Metrics" panel at ad:tech New York
NEW YORK – Mobile advertising is three-to-five times more effective than online advertising, according to an ad:tech panelist.
Bruce Braun, CEO of Agent-M, moderated the "Measuring Mobile—Exploring the Metrics" panel. He asked the panelists questions such as "What are the tools and metrics used to justify brands expanding into mobile?", "Can we apply the same tactics to our mobile campaigns that we're using in our other digital marketing efforts?" and "How do you measure the unique value of mobile to engage your target in new ways and places?"
"Everyone has a different mechanism for measuring the success of a campaign, but we have normative databases tracking what brands can expect from advertising campaigns on mobile," said Ali Rana, vice president of digital strategy at Dynamic Logic, New York. "There is still a ways to go but we're made making progress.
"Because of some of the challenges on mobile, it has allowed advertisers to keep messages fairly simple, with a single frame, and that tends to resonate well with the audience," he said. "In fact, mobile advertising is 3X-to-5X more effective compared to online advertising.
"Mobile screen size is a challenge but also a huge benefit to advertisers, because there's not a lot of clutter, and most successful campaigns we've measured the messaging is simple, the brand is integrated and for now a simple ad is all consumers need."
MMA updates best practices for cross-carrier mobil
The conversation ranged from the standardization of reporting and measurement of mobile campaigns to the ownership and sharing of data.
Panels discussed theh need for impartial third-party verification for accurate measurement, post-buy campaign audience profiles, post-buy ad-effectiveness data and advanced segmentation by attaching carrier subscriber data.
Some panelists seemed cautiously optimistic that over time carriers will share more consumer data with marketers.
Some stressed the need to acknowledge mobile's uniqueness while at the same time looking at the channel as it related to a brand's overall marketing strategy.
"When looking at mobile measurement, do you want to catch it up from other mediums or start from ground zero and aim for a better solution overall?" said Paul Kultgen, director of client services and mobile media practices in the online division of Nielsen, New York. "People are measuring mobile on this island and I'm not sure it's fair to the medium.
"Focus on integration—how do you not look at mobile alone but as part of a broader set of communications objectives and media channels?" he said.
Will aligning mobile analytics with online and traditional media analytics generate larger spends for mobile? Do better analytics equal larger spends, and do larger spends generate better analytics?
It is a chicken-or-the-egg argument. Brands are afraid to ramp up their mobile spend because the metrics are not there yet, but the metrics cannot become more sophisticated unless brands make the necessary investment in the channel.
"For small and medium businesses, SMBs, simplicity and standardization are paramount," said Steven Marshall, manager of research initiatives at the Kelsey Group, Princeton, NJ. "Mobile cannot have a unique set of metrics, and these various issues around infrastructure and metric development and accuracy have to be tapped into place a little more before you approach most small businesses, because they don't have the bandwidth to handle it.
"The message has to be very simple, very easy to grasp," he said. "There is a very high level of interest among small and medium businesses in social media, particularly the intersection of mobile and social media.
"When there's more knowledge and data on this usage and monetization thereof, we'll get small businesses thinking, do I want to invest in Twitter-linked and mobile marketing efforts or do I want to buy a banner on Yahoo?"
Closing the loop to track mobile-coupon redemption at the point of sale could be the ultimate metric for many brands.
"An ad format that will increasingly be distributed via mobile is coupons," Mr. Marshall said. "There is very strong interest among consumers in getting coupons on their mobile devices, and there is very strong interest from small businesses for mobile coupons, which may shape this debate."
One factor making measuring mobile campaigns more difficult is the fact that so many feature phones without an operating system remain in the market. Mobile advertising will exist in a different universe when everyone has a smartphone, leading to more usage and different use cases.
"Mobile is still evolving so dramatically, measuring is kind of a challenge—we should definitely not dumb-down the metrics, but not make them so esoteric no one's going to buy," said Ryan Neufeld, senior analyst of mobile at comScore Inc., Reston, VA. "There has to be some commonality for measurement to compare different channels.
"I would ask brands, 'What are you trying to do, who are you trying to reach, what are you trying to tell them?" he said. "Good creative on a text message is not the same as good creative on a TV ad, and mobile advertising is probably hideously complicated, but rather than just take an ad and throw it on mobile, think who are you trying to reach and what devices are they using? What is your objective?
"Why do you want an app? The answer not always there. If I can get a better retention rate with an app than a piece of direct mail, then that's great, because a lot of money is being spent on direct mail."
As other traditional media and the PC Internet become more and more cluttered, mobile is a way for brands to cut through the noise.
"What is unique about mobile? The Internet used to be a lean-forward medium, but now it's more cluttered," Mr. Neufeld said. "TV is definitely lean-back now, but mobile is lean-forward, so more immersive metrics are of more value, rather than say 'I kind of think I reached a certain demographic.'
"Mobile is definitely going to impact what younger demographics do on the PC—they're not emailing, they're texting or tweeting," he said.
"Usage is going down here but going up there, which is good for mobile, but maybe bad for content publisher because it forces you to connect the dots a little more, as the print industry is demonstrating right now."
MMA has its say
The industry currently measures the success of mobile advertising with many types of metrics.
The Mobile Marketing Association, the Interactive Advertising Bureau and the Media Research Center are working on Global Mobile Measurement Guidelines to establish a common framework for mobile ad measurement for release in 2010.
"The MMA is trying to make strides to make sure we put together best practices, guidelines and standards to help brands and agencies invest in the mobile space," said Kristine van Dillen, director of industry initiatives and partnerships at the Mobile Marketing Association, New York. "The metrics that I hear about a ton are impressions, click-through rates, page-views and how long a person is engaging with an iPhone app or rich-media advertisement.
"The ones we are trying to create global measurement guidelines for include 'How do you accurately capture impressions and click-through rates of banner ads on the mobile Web? How can brands and agencies trust the accuracy of those metrics?"
While many firms are measuring mobile advertising in different ways, brands are ultimately looking for the ability of mobile ads to drive conversions and revenue.
"The next steps are measuring brand engagement, closing the loop on impressions and driving purchases of physical and virtual goods," Ms. Van Dillen said. "We're also looking at messaging, which is a little bit different.
"Brands and agencies have concerns—with so many ways to measure effectiveness, how do you compare rich media to messaging to TV and out of home?" she said. "They're looking for apples-to-apples comparisons for mobile.
"Mobile has the opportunity to have the most meaningful measurements of any channel, and we need accurate numbers so you can compare it to other marketing channels as well."
http://www.mobilemarketer.com/cms/news/research/4574.html
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viernes, 6 de noviembre de 2009
BURGER KING SE ANUNCIA MEDIANTE UN BANNER DE REALIDAD AUMENTADA
Burger King creará el primer banner de realidad aumentada para promover su hamburguesa a 1 dólar en Estados Unidos, que apela tanto a la novedad como al segmento de bajo coste.
La campaña fue creada por Crispin Porter Bogusky y pide a los usuarios que interaccionen a través de su cámara web mostrando un billete de 1 dólar delante del portal de la marca.
Para hacer la prueba, el usuario puede entrar en esta web y si cuenta con un billete de 1 dólar y una cámara web activada el sistema le mostrará la esencia de la promoción de Burger King.
http://www.marketingdirecto.com/noticias/36232-burger-king-se-anuncia-mediante-banner-realidad-aumentada&utm_source=MarketingDirecto&utm_medium=Teletipo
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La campaña fue creada por Crispin Porter Bogusky y pide a los usuarios que interaccionen a través de su cámara web mostrando un billete de 1 dólar delante del portal de la marca.
Para hacer la prueba, el usuario puede entrar en esta web y si cuenta con un billete de 1 dólar y una cámara web activada el sistema le mostrará la esencia de la promoción de Burger King.
http://www.marketingdirecto.com/noticias/36232-burger-king-se-anuncia-mediante-banner-realidad-aumentada&utm_source=MarketingDirecto&utm_medium=Teletipo
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APPLE GASTA 3 VECES MENOS EN PUBLICIDAD QUE MICROSOFT
Apple logra una mayor efectividad publicitaria con menos inversión gracias a la pregnancia de sus piezas, lo que le permite gastar 3 veces menos que su rival Microsoft en sus anuncios.
Según las estimaciones de uno de los columnistas de la división financiera de CCN, la empresa de Redmond predijo un gasto de 1.400 millones de dólares (943 millones de euros) en publicidad para 2009, mientras que Apple sólo invertirá 501 millones.
Apple ha realizado compañas muy directas que refuerzan entre sus consumidores el orgullo de no ser un usuario de pc sino de haber evolucionado hacia el sistema alternativo de la marca, por lo que con menos inversiones y con un foco digital fuerte logra mejor resultados.
Además Apple cuenta con el valor intangible de su marca, que logra que sean los propios clientes lo que evangelicen al resto de la población para convertirlos en usuarios de su sistema.
http://www.marketingdirecto.com/noticias/36183-apple-gasta-3-veces-menos-publicidad-que-microsoft&utm_source=MarketingDirecto&utm_medium=Teletipo
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Según las estimaciones de uno de los columnistas de la división financiera de CCN, la empresa de Redmond predijo un gasto de 1.400 millones de dólares (943 millones de euros) en publicidad para 2009, mientras que Apple sólo invertirá 501 millones.
Apple ha realizado compañas muy directas que refuerzan entre sus consumidores el orgullo de no ser un usuario de pc sino de haber evolucionado hacia el sistema alternativo de la marca, por lo que con menos inversiones y con un foco digital fuerte logra mejor resultados.
Además Apple cuenta con el valor intangible de su marca, que logra que sean los propios clientes lo que evangelicen al resto de la población para convertirlos en usuarios de su sistema.
http://www.marketingdirecto.com/noticias/36183-apple-gasta-3-veces-menos-publicidad-que-microsoft&utm_source=MarketingDirecto&utm_medium=Teletipo
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El consumidor como co-creador de la comunicación de marcas
Glue México: el consumidor como co-creador de la comunicación de marcas
Alejandro Corona frente al auditorio en el Management Summit & Expo México 2009
Glue México, la red de desarrollo de soluciones integrales de comunicación del Grupo WPP, participó del Management Summit & Expo México 2009, a través de su director general Alejandro Corona, quién presentó la ponencia Co-creación, en la que se centró en el hecho de que el consumidor está cambiando dramáticamente, ya que hoy está más activo que nunca y juega un papel preponderante dentro del proceso de comunicación con las marcas, fungiendo como co-creador.
'El nuevo enfoque del marketing y la innovación en el mundo digital están cambiando el rol de la comunicación. Ahora el consumidor forma parte activa de la generación del contenido y crea ideas que dan vida a las experiencias de marca', comentó Corona, quién agregó que 'las marcas deben de tomar la decisión sobre si dejan esta creación en manos del consumidor o si controlan, participan y enriquecen este proceso'.
El ejecutivo explicó que 'ya existe un grupo joven, altamente digitalizado, que busca influenciar con sus comentarios a grupos afines; opinan que su discurso debe de incluir a las grandes marcas, aquellas que incluso se deben de mencionar y recomendar'.
A través de ejemplos de comunicación y mercadotecnia diseñados para marcas globales, Corona mostró la revolución que está cambiando los diálogos cotidianos por diálogos ricos en contenido que generan vivencias, cambian actitudes, y desembocan en experiencias memorables para las diversas audiencias. 'La nueva moneda es el tiempo. Queremos crear grandes ideas para que el consumidor pase más tiempo con nuestras marcas'.
A lo largo de su charla hizo referencia a ideas e iconografía memorable de marca, generación de contenidos, diálogos sorpresivos e innovadores, nuevas tecnologías, nuevos medios y la manera en que interactúan, y opciones de entretenimiento como experiencias de marca. 'Lo podemos ver con los fans de las marcas en nuevas tendencias de co-creación, crowdsourcing, innovación en manos del consumidor, retailtainment y todo esto que converge en comunicación integrada con resultados medibles', puntualizó.
http://www.latinadsales.com/index.php?nota=359
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Alejandro Corona frente al auditorio en el Management Summit & Expo México 2009
Glue México, la red de desarrollo de soluciones integrales de comunicación del Grupo WPP, participó del Management Summit & Expo México 2009, a través de su director general Alejandro Corona, quién presentó la ponencia Co-creación, en la que se centró en el hecho de que el consumidor está cambiando dramáticamente, ya que hoy está más activo que nunca y juega un papel preponderante dentro del proceso de comunicación con las marcas, fungiendo como co-creador.
'El nuevo enfoque del marketing y la innovación en el mundo digital están cambiando el rol de la comunicación. Ahora el consumidor forma parte activa de la generación del contenido y crea ideas que dan vida a las experiencias de marca', comentó Corona, quién agregó que 'las marcas deben de tomar la decisión sobre si dejan esta creación en manos del consumidor o si controlan, participan y enriquecen este proceso'.
El ejecutivo explicó que 'ya existe un grupo joven, altamente digitalizado, que busca influenciar con sus comentarios a grupos afines; opinan que su discurso debe de incluir a las grandes marcas, aquellas que incluso se deben de mencionar y recomendar'.
A través de ejemplos de comunicación y mercadotecnia diseñados para marcas globales, Corona mostró la revolución que está cambiando los diálogos cotidianos por diálogos ricos en contenido que generan vivencias, cambian actitudes, y desembocan en experiencias memorables para las diversas audiencias. 'La nueva moneda es el tiempo. Queremos crear grandes ideas para que el consumidor pase más tiempo con nuestras marcas'.
A lo largo de su charla hizo referencia a ideas e iconografía memorable de marca, generación de contenidos, diálogos sorpresivos e innovadores, nuevas tecnologías, nuevos medios y la manera en que interactúan, y opciones de entretenimiento como experiencias de marca. 'Lo podemos ver con los fans de las marcas en nuevas tendencias de co-creación, crowdsourcing, innovación en manos del consumidor, retailtainment y todo esto que converge en comunicación integrada con resultados medibles', puntualizó.
http://www.latinadsales.com/index.php?nota=359
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miércoles, 4 de noviembre de 2009
Tito's Handmade Vodka targets drinkers with mobile ads
By Chris Harnick
November 2, 2009
Tito’s Handmade Vodka is running ads in the new Happy Houred application, targeting iPhone users looking for a night out on the town.
Happy Houred is a free location-based application. The application features a searchable database of bars and restaurants.
“Like any good community based app, our goal is to let the user base grow organically,” said Lindsey Johnston, CEO of Lush Life Productions. “We want this campaign to be grassroots, pulling in the people who are most likely to participate.
“From there, we expect the community to turn more mainstream,” she said. “Already, we've seeded bars and happy hours in key markets around the U.S., but we're looking for users to add data in all of the cities we haven't yet hit.”
Lush Life Productions, a social media and digital PR agency for the beverage industry and Appsolute Media, a publisher of Web and mobile products, created the application.
Happy hour, but happy ears?
Tito’s Handmade Vodka is serving banner ads in key locations through the application.
When a Tito's Handmade Vodka advertisement is clicked a WAP page opens up in the application.
The WAP page is Tito's Handmade Vodka's blog and it features drink recipes, videos and other types of blog posts.
To get out of the blog consumers can click to return to the application screen.
Consumers can search several different ways. For example, if a consumer wanted to find a karaoke bar to go to with their family at 7 p.m., the search can be done based on that criterion.
Happy Houred also uses the iPhone’s GPS services and can find bars nearby the user.
Once a bar is a selected, the drink specials are featured along with contact information and reviews.
Bar and happy hour information was added before launch in a number of major cities and surrounding areas such as New York, Los Angeles, San Francisco, Dallas and Boston.
“The beauty of Happy Houred is that there's a special for everyone- even the non drinkers,” Ms. Johnston said. “Say a group of girls are going out for martinis and manicures, the app can suggest a dozen places near the nail salon offering a special on martinis.
“Going to catch Monday Night Football and want a deal on beers? The app can give you a list of sports bars all featuring beer specials on Monday nights,” she said. Hungry for a burger, but don't want to spend too much? The app can point you to a $2 burger special.”
The application is primarily being marketed via digital means such as Twitter, Facebook and online advertisements.
Ms. Johnston said that she believes that the social nature of the application lends itself well to word of mouth and coverage.
Alex Libkind, CEO of Appsolute Media, Valley Stream, NY, said that he thinks having Don Q Rum and Tito’s Handmade Vodka onboard as advertisers is beneficial for both the application and consumers.
“The ads focus on the action of the user,” Mr. Libkind said. “We grab people right before the point of sale by offering them solutions to the question: ‘What am I drinking tonight?’”
“We believe the best advertisers will be the ones that can directly benefit from being part of the application such as liquor companies, bars, and events throughout our various cities,” he said.
Are customers from different mobile channels worth the same?
By Mickey Alam Khan
November 2, 2009
Mickey Alam Khan is editor in chief of Mobile Marketer
That question should be legitimate to ask as more retailers such as fast food giants Pizza Hut and Papa John’s generate record sales from mobile customers.
Among the key mobile channels to consider are Web site, SMS, application, display ads, search, email, carrier portal and brand-specific mobile devices such as Amazon’s Kindle and Barnes & Noble’s Nook.
As reported last week in this publication by staff reporter Dan Butcher, Pizza Hut claimed $1 million in incremental sales from its three-month-old iPhone application (see story). Papa John’s, too, had already set an earlier milestone from mobile ordering, reported here earlier in the year.
What is this telling the market? That consumers are becoming increasingly comfortable with shopping and buying through their mobile device.
“From an income standpoint, iPhone customers tend to be more affluent, and they’re in the tech-savvy 18-34-year-old demographic skewing slightly male that we tend to go after online,” said Bernard Acoca, senior director of digital marketing at Pizza Hut, to this publication.
“We always saw a steady level of growth with our mobile business via our WAP site, but to be candid it wasn’t the explosive level of growth we’ve seen with the iPhone app,” he said.
“IPhone applications capture consumers’ imagination in a way that WAP sites simply can’t do, so the decision to expand to the iPhone was as good one for us.”
That insight gives some idea that Pizza Hut found that the iPhone application attracted more customers – especially those in a desired demographic – than its mobile site.
Indeed, not only were the target consumers more enthusiastic, but they also showed their approval by downloading the application to the iPhone – surrendering valuable real estate on the device.
Now that’s loyalty – and it needs to be qualified and quantified. It’s up to the retailer or marketer to set the parameters and benchmarks for cost of customer acquisition and retention.
Slice of pie
There seems to be a hierarchy even among mobile applications.
There seems to be a hierarchy even among mobile applications.
Given the user-friendliness of the iPhone and the number of applications in the iPhone App Store and the volume of downloads, it is only fair to assume that the iPhone application is top of the heap.
Disregard people who say the iPhone accounts for only 8 percent to 10 percent of the audience. So what? That’s what targeted marketing is all about. Mobile shouldn’t be about spray and pray.
Let it be said once and for all that the iPhone matters – at least to those marketers who seek under-34, tech-savvy, big-spending early adopters. And that slice of the market is growing, if iPhone sales are any indication.
Moreover, if properly measured, the iPhone would turn out to be among the top mobile phone models in use nationwide, and it is definitely the leading smartphone model. The BlackBerry doesn’t count, because it has several models with distinct features, while the iPhone has only two models, one with 8GB memory and the other with 16GB, colors aside.
Back to the different mobile channels.
So it would seem that consumers who have downloaded a mobile application to their phone – be it from the iPhone App Store, BlackBerry App World, Palm Catalog or Nokia Ovi Store – have actively raised their hands and reached out to demonstrate their passion for the brand. It’s the equivalent of the Harley tattoos on bikers’ biceps.
Of course, it becomes harder to measure the value of customers shopping and buying through a mobile-friendly site, unless they have acknowledged their presence by typing in an email address for the retailer to recognize the shopper.
To wit: Amazon’s 1-click technology is perfect for such mobile shopping, and that is one reason to bet that Amazon will very quickly capture a leading share of the mobile commerce market.
In Amazon’s case, the mobile customer has already proved a prior relationship with the retailer and simply shopped through another channel. The difficulty here, as it is with more channels mobile or otherwise, is to accurately quantify if the mobile purchase is incremental or simply a channel-shift. Only the retailer can be the judge of that, based on past shopper behavior and activity.
Among the other channels, consumers opting in for an SMS relationship hold almost the same value as the application-downloaders. Texting in to a short code and opting in to receive regular alerts, news and discounts to drive traffic to a mobile site or retail store is more proof of the consumer’s willingness to engage with the brand on a long-term basis.
The SMS customer occupies the same role in a mobile database that mail and email names do in their respective databases – they want to stand up and be counted. They want in the club.
At some point most marketers and retailers will realize they will need to quickly build a database of mobile customers as more shopping migrates to mobile devices. A short code is the best complement to a toll-free number and wired and mobile Web site.
The SMS customer has signed up for push marketing. In other words, she wants the retailer to talk to her at set intervals with offers and at price points that make sense.
Indeed, the lifetime value of the SMS customer is beyond value, simply because this question should be asked: How often do consumers switch their mobile phone number? And compare that loyalty to a mobile number with the 33 percent churn in email addresses and the twice-decade changes in mailing addresses for some demographics?
While the jury is still out on how search will evolve on mobile, it isn’t wise to bet against Google. Combine location awareness with search behavior and there’s a potent reason for mobile search to play the same role in customer acquisition that online search does.
Google, Yahoo and Microsoft’s challenge, however, is the mobile screen. Google cannot serve up the AdWords ads to the right of the screen, as it does on the wired Internet. So how does it monetize search?
And the very idea of mixing organic search with paid search is repugnant – and may face consumer backlash. While there is no doubt that organic search is also rigged through search optimization and by following the search engine’s rules, consumers have come to expect a clear line between advertising and editorial in search.
Location awareness also has its problems. Privacy fears continue to dog the active use of location-based advertising. Privacy groups worry about intrusion and Big Brother tracking – a line of thinking that may find favor with this federal government.
So, the optimal use of location-based advertising and search will be determined by how smartly Google, Yahoo, location-based services and the carriers navigate search. But make no bones about this: location-based awareness for marketing, commerce or communication is the original promise of mobile.
What about email? As more consumers migrate to smartphones – market trends indicate that smartphone sales will overtake feature phones’ in 2013 – email will get another lease of life.
Yes, email isn’t going anywhere. Maybe it will continue to have rendering issues and marketers and retailers may have to tailor their email designs to make them reader-friendly on mobile devices.
That said, opening an email on an iPhone is almost similar to opening an email on a computer. All it takes is some pinch-pull-and-press and the email works as designed.
So, email on mobile will, and should, hold the same customer value for retailers as it does on computers. Most smartphones have email functionality and there is no doubt that customers will migrate to actively reading their work and personal emails on mobile the way they do on computers. It is never wise to bet against convenience.
As for customers clicking on display ads, there is no doubt that brand awareness will have to be constant on mobile as it is online. Banner ads, even in their 4x1 and 6x1 versions, will need to be part of every marketer and retailers’ plan as consumers increasingly restrict their media interactions to online, television and mobile.
Obviously, the consumer clicking through a mobile banner ad is sufficiently intrigued by an offer to click-through to a landing page. The same rules of online marketing apply: don’t waste the visitor’s time. Get straight to the point and offer enough incentive for the consumer to take the next step.
Finally, there is the question of the customer walking in through the carrier portal. It’s no secret that wireless carriers have floundered in their attempt to shepherd customers through their portals for shopping and buying. Ringtones don’t count.
But where the carrier will play a key role is in authenticating a customer or a retailer or even serving as a billing conduit.
Now it is understandable that carriers aren’t in the credit-card business or in banking. But they can definitely process payments working with a payment processor or credit card company.
Carriers currently process micropayments for the American Red Cross and certain charities. The amounts are small – increments of $5 – but the system is already in place. And consumers will find it more convenient to see charges appear on a single mobile bill than myriad invoices sent via email or mail.
Carrier billing for products bought through mobile stores is accepted practice in certain countries. Perhaps that might happen here. But it’s wait-and-see.
All said and done, the carrier has the primary relationship with the mobile customer and the most data too. It cannot, and should not, be discounted from the process.
After all, should something go wrong with a transaction, the carrier doesn’t want to be left holding the bag and fielding expensive, $3-per-subscriber customer service calls.
Think lifetime value
At some point, retailers and marketers will have to produce metrics that demonstrate the value of customers acquired and retained through each mobile channel. It is already accepted practice to measure the worth and lifetime value of customers who come into the store or shop online or via the catalog or television.
At some point, retailers and marketers will have to produce metrics that demonstrate the value of customers acquired and retained through each mobile channel. It is already accepted practice to measure the worth and lifetime value of customers who come into the store or shop online or via the catalog or television.
Quantifying the worth of customers acquired through distinct mobile channels will allow marketers and retailers to more accurately allocate budgets for customer acquisition and retention. It will also give more credibility to the overall mobile commerce sector.
For those who say that it doesn’t matter which channels bring what business in as long as business is in, that argument doesn’t hold with a new medium such as mobile commerce.
Being channel agnostic when several new channels are taking shape is not smart. A count has to be kept, if only to recognize the importance of mobile in the multichannel retail experience and acknowledge that shopping and buying behavior is evolving.
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