24 Mayo 2010
El Mundial de Fútbol (Fifa World Cup) es uno de los eventos que despierta mayores expectativas en todo el planeta. Según un estudio global de Nielsen, el 51% de todo el mundo piensa verlo, porcentaje incluso bastante superior al 34% que se definen como fan del fútbol. España se encuentra entre los países con mayor porcentaje de "futboleros", con un 53%, superada sólo por el 60% de Portugal; y además la selección española se coloca en la encuesta como una de las favoritas, aunque a bastante distancia de Brasil.
Los aficionados identifican bastantes patrocinadores de la FIFA World Cup: el 41% cita a Adidas, un 38% a Coca-Cola, el 26% a Visa, un 22% a Sony, el 20% a McDonald's, un 15% a Budweiser, el 11% a Hyundai/KIA Motors, el 10% a Castrol, otro 10% a Emiratos Árabes unidos, y el 7% a BP. El reconocimiento a Adidas como patrocinador alcanza un 54% en Asia Pacífico, el 52% en Latinoamérica, y el 31% en Europa, aunque sólo el 16% en Norteamérica. Y Coca-Cola es citada como patrocinador por el 62% de los latinoamericanos, el 46% de los habitantes de Asia Pacífico, el 30% de los europeos y el 10% de los norteamericanos.
Tres de cada cuatro personas de todo el mundo confiesan que les gusta el fútbol (34%), si bien hay bastantes diferencias entre las distintas zonas geográficas: en Latinoamérica el porcentaje llega al 55%; en Oriente Medio, África y Pakistán es un 48%; en Europa desciende al 35%; en Norteamérica un 33%; y en Asia Pacífico sólo llega al 28%.
En Europa destaca Portugal con un 60% de fanáticos del fútbol, seguido del 53% de España, el 48% de Italia y el 46% de Grecia, los cuatro países mediterráneos de Europa. Pero también un 40% de los británicos, el 37% de los alemanes, un 34% de los holandeses o el 28% de los franceses dicen que les gusta mucho el fútbol. Claro que estos últimos quedan lejos del 69% de Brasil, el 56% de Egipto, el 54% de Arabia Saudí, o el 47% de India, otros de los países donde destaca la afición futbolera. En el extremo opuesto se sitúan países como China, Japón, Finlandia y Turquía, donde hay muchos menos aficionados a este deporte.
Pero un acontecimiento como la Copa del Mundo puede despertar incluso mayor interés que el propio deporte, ya que el 51% de los encuestados en todo el mundo dicen que lo seguirán, porcentaje que llega al 78% en Latinoamérica; el 55% en Asia Pacífico, Oriente medio y África; y el 54% en Europa. Sólo decae el interés en Norteamérica, donde sólo el 19% de la población tiene previsto ver el mundial, ya que el "soccer", como se conoce allí el fútbol, tiene muchos menos seguidores que otros deportes.
http://www.marketingdirecto.com/actualidad/anunciantes/adidas-y-coca-cola-los-patrocinadores-que-mas-se-identifican-con-el-mundial/
No importa si es pesado o liviano. Con Hotmail Skydrive tenés 25 GB para guardar todo. Más Info
viernes, 28 de mayo de 2010
jueves, 27 de mayo de 2010
Reach Customers in 140 Characters, All of Them Free
By KERMIT PATTISON - May 26, 2010
Chrysta Wilson, who owns the small Los Angeles bakery Kiss My Bundt, uses Twitter as a virtual focus group for new recipies.
Quick Tips:
* If you listen to what others are saying about your company on Twitter, you can improve customer service - and generate sales.
* Try using your followers as an informal focus group.
* If all you do is sell, you will probably turn people off. Be interesting.
* Don't be afraid to start small.
Many businesses are struggling to make sense of Twitter, but even if it strikes you as an enigma or hype, consider this: many of your customers are already there.
Twitter has more than 100 million users and is becoming a free forum for business. Companies are using Twitter to engage in highly personalized interactions — sometimes right to the phones in our pockets. Twitter recently introduced a program of "promoted tweets" that will display ads in some search results, although this program remains limited to a select group of Twitter partners, including Best Buy, Bravo, Red Bull and Sony Pictures. Eventually, Twitter plans to offer advertising more broadly, but until then small businesses can continue to make productive use of the service.
FIRST OF ALL, LISTEN What are people saying about your company? Unlike conversations by phone or e-mail, Twitter conversations usually are not private, and listening is fair game.
One company that has built a sophisticated listening post is Avaya, a global communications provider in Basking Ridge, N.J. Avaya uses third-party applications to track mentions of its brand name and has automated alerts for dozens of keywords for products and competitors, said Paul Dunay, Avaya's global managing director of services and social marketing.
The company follows up to 2,500 Twitter postings a week, often from clients with technical issues, he said. "If we see those, we're on them in 15 or 20 minutes," Mr. Dunay said. "That's providing killer support and customer delight."
Avaya also looks for sales leads and opportunities to replace competitors. One day, a company posted about its quest for a new phone system. Mr. Dunay replied, introduced himself and offered to put this person in touch with an Avaya strategic consultant. "Within 13 days, we were able to convert that one tweet into a $250,000 sale," he said.
DO NOT BE BORING Humphry Slocombe is a 14-seat ice cream shop in San Francisco that has gathered nearly 300,000 Twitter followers — far more than giant competitors like Ben & Jerry's, Baskin-Robbins or Dairy Queen. Not bad for a small business that began posting on Twitter only last year.
"We started using Twitter just because we have zero money for any kind of advertising or promotion whatsoever," said Sean Vahey, co-owner and operations manager. "We have a product that changes daily. Our customers were asking, 'How do you keep us up to date on the different flavors?' Twitter was the perfect answer."
But there was an issue. Mr. Vahey's first impression of Twitter could be summed up in six characters: boring. So he decided to make his account edgy, occasionally rude and always entertaining. The shop's Twitter bio: "ice cream with attitude."
The store posts updates to its menu, which features 100 ice cream flavors including prosciutto, milk chocolate tarragon and foie gras. "As soon as we put it on Twitter it moves," Mr. Vahey said. "It's an instant response."
A LIVE VERSION OF A FAQ Some companies use Twitter as a customer service desk. Whole Foods is one of the largest retailers on Twitter, with 1.7 million followers. Marla Erwin, a Whole Foods staff member who oversees the account, estimates that customer questions generate three-quarters of its Twitter traffic.
To Whole Foods, Twitter is a live version of a FAQ. The theory is that if one person has a question, others will as well. One sign of a company that engages with followers is a page filled with @ symbols (Twitter shorthand for a reply to a specific person). "You absolutely have to remember you are part of a community and you have to offer value to that community," Ms. Erwin said. "It's not about you. If all you do is talk about yourself, your audience will be instantly bored."
CREATE A FOCUS GROUP Twitter can be your portable focus group — one you do not have to pay for.
Chrysta Wilson owns the small Los Angeles bakery Kiss My Bundt. She likes to experiment with new recipes and use Twitter for customer feedback. "It absolutely is like a focus group, except the beauty of it is I don't have to go and find people who are interested or knowledgeable about baking," Ms. Wilson said. "My universe is already there — my Twitter followers and Facebook fans."
When Ms. Wilson wanted to try a new maple bacon bundt, she posted about it, put up photos and invited followers to stop by for free samples. Their feedback helped her perfect the recipe, which is now a favorite. She has more than 1,900 followers. "It's great for getting input — they become your sounding board," she said. "It's a way to break out of the business owner's bubble and get an outsider's perspective."
SOAPBOX FOR THINKERS For some, Twitter serves as a high-tech bully pulpit.
Tim Berry has an enviable job. The founder of Palo Alto Software, he stepped away from day-to-day management into an emeritus role of evangelizing about small-business planning and management.
He posts about interesting articles, blog links and anything that strikes him as surprising. "The key thing is being interesting," he said. Mr. Berry said he believed that his Twitter stream generated 10 to 20 percent of the traffic that came to his company Web site. If he can pique interest and establish himself as a trusted authority, he said, customers are more likely to buy his products and services.
"If you're just selling, it doesn't work," Mr. Berry said. "If somebody starts selling, I stop following them."
Mari Smith, a social media speaker and trainer who lives by the rule "always be marketing" and has amassed more than 68,000 followers, agreed. Ms. Smith will not post a traditional "push" marketing message that explicitly advertises an event like a webinar. Instead, she might post something that arouses people's curiosity and include a link.
For Ms. Smith, Twitter is a way to maintain a personal touch — and scale it up. "Whether I'm chitchatting, retweeting, @replying, talking about my personal life, my products or services, it's all marketing," she said. "People buy people before they buy products or service. They're buying into you."
The payoff: Ms. Smith said half her business came through Twitter.
STARTING SMALL IS FINE Quick! What famous architect designed the pyramid outside the Louvre in Paris?
If you saw that question move across your Twitter stream (the answer is I. M. Pei), you must have been following La Boulange, a French cafe and bakery with 11 locations in the San Francisco area. La Boulange has fun with Twitter posts, like a Twitter trivia bingo contest or daily posts of New Year's resolutions like "eat more chocolate." La Boulange has about 1,000 followers, but for a local business, even a few hundred loyal followers can be extremely valuable. "Twitter makes it possible for small business to retain that personal touch," said Anamitra Banerji, senior product manager at Twitter. "Interacting with a Twitter account is almost like walking into a corner store. There's a closeness and intimacy that small businesses have really leveraged on Twitter."
So it is with La Boulange. "It's not so much about the number of followers," said Emily Doan, La Boulange chief of operations and principal Twitterer. "It's about making that connection and relationship to people. It's keeping our company fresh in their minds each day."
http://www.nytimes.com/2010/05/27/business/smallbusiness/27sbiz.html
Subir, organizar y compartir documentos online, está a un clic de tu bandeja de entrada. Ver más
Chrysta Wilson, who owns the small Los Angeles bakery Kiss My Bundt, uses Twitter as a virtual focus group for new recipies.
Quick Tips:
* If you listen to what others are saying about your company on Twitter, you can improve customer service - and generate sales.
* Try using your followers as an informal focus group.
* If all you do is sell, you will probably turn people off. Be interesting.
* Don't be afraid to start small.
Many businesses are struggling to make sense of Twitter, but even if it strikes you as an enigma or hype, consider this: many of your customers are already there.
Twitter has more than 100 million users and is becoming a free forum for business. Companies are using Twitter to engage in highly personalized interactions — sometimes right to the phones in our pockets. Twitter recently introduced a program of "promoted tweets" that will display ads in some search results, although this program remains limited to a select group of Twitter partners, including Best Buy, Bravo, Red Bull and Sony Pictures. Eventually, Twitter plans to offer advertising more broadly, but until then small businesses can continue to make productive use of the service.
FIRST OF ALL, LISTEN What are people saying about your company? Unlike conversations by phone or e-mail, Twitter conversations usually are not private, and listening is fair game.
One company that has built a sophisticated listening post is Avaya, a global communications provider in Basking Ridge, N.J. Avaya uses third-party applications to track mentions of its brand name and has automated alerts for dozens of keywords for products and competitors, said Paul Dunay, Avaya's global managing director of services and social marketing.
The company follows up to 2,500 Twitter postings a week, often from clients with technical issues, he said. "If we see those, we're on them in 15 or 20 minutes," Mr. Dunay said. "That's providing killer support and customer delight."
Avaya also looks for sales leads and opportunities to replace competitors. One day, a company posted about its quest for a new phone system. Mr. Dunay replied, introduced himself and offered to put this person in touch with an Avaya strategic consultant. "Within 13 days, we were able to convert that one tweet into a $250,000 sale," he said.
DO NOT BE BORING Humphry Slocombe is a 14-seat ice cream shop in San Francisco that has gathered nearly 300,000 Twitter followers — far more than giant competitors like Ben & Jerry's, Baskin-Robbins or Dairy Queen. Not bad for a small business that began posting on Twitter only last year.
"We started using Twitter just because we have zero money for any kind of advertising or promotion whatsoever," said Sean Vahey, co-owner and operations manager. "We have a product that changes daily. Our customers were asking, 'How do you keep us up to date on the different flavors?' Twitter was the perfect answer."
But there was an issue. Mr. Vahey's first impression of Twitter could be summed up in six characters: boring. So he decided to make his account edgy, occasionally rude and always entertaining. The shop's Twitter bio: "ice cream with attitude."
The store posts updates to its menu, which features 100 ice cream flavors including prosciutto, milk chocolate tarragon and foie gras. "As soon as we put it on Twitter it moves," Mr. Vahey said. "It's an instant response."
A LIVE VERSION OF A FAQ Some companies use Twitter as a customer service desk. Whole Foods is one of the largest retailers on Twitter, with 1.7 million followers. Marla Erwin, a Whole Foods staff member who oversees the account, estimates that customer questions generate three-quarters of its Twitter traffic.
To Whole Foods, Twitter is a live version of a FAQ. The theory is that if one person has a question, others will as well. One sign of a company that engages with followers is a page filled with @ symbols (Twitter shorthand for a reply to a specific person). "You absolutely have to remember you are part of a community and you have to offer value to that community," Ms. Erwin said. "It's not about you. If all you do is talk about yourself, your audience will be instantly bored."
CREATE A FOCUS GROUP Twitter can be your portable focus group — one you do not have to pay for.
Chrysta Wilson owns the small Los Angeles bakery Kiss My Bundt. She likes to experiment with new recipes and use Twitter for customer feedback. "It absolutely is like a focus group, except the beauty of it is I don't have to go and find people who are interested or knowledgeable about baking," Ms. Wilson said. "My universe is already there — my Twitter followers and Facebook fans."
When Ms. Wilson wanted to try a new maple bacon bundt, she posted about it, put up photos and invited followers to stop by for free samples. Their feedback helped her perfect the recipe, which is now a favorite. She has more than 1,900 followers. "It's great for getting input — they become your sounding board," she said. "It's a way to break out of the business owner's bubble and get an outsider's perspective."
SOAPBOX FOR THINKERS For some, Twitter serves as a high-tech bully pulpit.
Tim Berry has an enviable job. The founder of Palo Alto Software, he stepped away from day-to-day management into an emeritus role of evangelizing about small-business planning and management.
He posts about interesting articles, blog links and anything that strikes him as surprising. "The key thing is being interesting," he said. Mr. Berry said he believed that his Twitter stream generated 10 to 20 percent of the traffic that came to his company Web site. If he can pique interest and establish himself as a trusted authority, he said, customers are more likely to buy his products and services.
"If you're just selling, it doesn't work," Mr. Berry said. "If somebody starts selling, I stop following them."
Mari Smith, a social media speaker and trainer who lives by the rule "always be marketing" and has amassed more than 68,000 followers, agreed. Ms. Smith will not post a traditional "push" marketing message that explicitly advertises an event like a webinar. Instead, she might post something that arouses people's curiosity and include a link.
For Ms. Smith, Twitter is a way to maintain a personal touch — and scale it up. "Whether I'm chitchatting, retweeting, @replying, talking about my personal life, my products or services, it's all marketing," she said. "People buy people before they buy products or service. They're buying into you."
The payoff: Ms. Smith said half her business came through Twitter.
STARTING SMALL IS FINE Quick! What famous architect designed the pyramid outside the Louvre in Paris?
If you saw that question move across your Twitter stream (the answer is I. M. Pei), you must have been following La Boulange, a French cafe and bakery with 11 locations in the San Francisco area. La Boulange has fun with Twitter posts, like a Twitter trivia bingo contest or daily posts of New Year's resolutions like "eat more chocolate." La Boulange has about 1,000 followers, but for a local business, even a few hundred loyal followers can be extremely valuable. "Twitter makes it possible for small business to retain that personal touch," said Anamitra Banerji, senior product manager at Twitter. "Interacting with a Twitter account is almost like walking into a corner store. There's a closeness and intimacy that small businesses have really leveraged on Twitter."
So it is with La Boulange. "It's not so much about the number of followers," said Emily Doan, La Boulange chief of operations and principal Twitterer. "It's about making that connection and relationship to people. It's keeping our company fresh in their minds each day."
http://www.nytimes.com/2010/05/27/business/smallbusiness/27sbiz.html
Subir, organizar y compartir documentos online, está a un clic de tu bandeja de entrada. Ver más
miércoles, 26 de mayo de 2010
La evolución de las marcas, la publicidad y el marketing en el nuevo mundo.
(Chile)
Continuando con el Congreso de Marketing desarrollado en Casa Piedra, llegó el turno de la conferencia internacional dictada por el planner y experto en marketing de Y&R, John Gerzema, quien realizó una radiografía del nuevo consumidor norteamericano y cómo éste se transforma luego de la crisis financiera. Gerzema destacó que después de una catástrofe los hábitos de consumo se modifican, y "lo que la gente busca de las marcas es calidad", estamos hablando de un consumidor más responsable, ya que al tener éste menos ingresos prefiere el ahorro, por lo que se produce "un cambio en el consumidor del crédito al débito".
Gerzema, quien lanzará su libro titulado "Spend Shift" durante el segundo semestre de este año, destacó que los valores de la gente influyen en los cambios, así pasamos de una búsqueda de marcas que reflejen aspiraciones aquellas que son socialmente responsables, más amigables: "la gente busca compañías en las que pueda confiar, también simplicidad en su estilo de vida. El 65% cree que el poder de los medios sociales puede cambiar el comportamiento de una marca". Hay un cambio en el paradigma, hacia los innovadores de gastos (spent shifters) "antes se pensaba que la medida de tus éxitos se determinaba por la cantidad de cosas que tenías, hoy es cuán flexible seas… incluso gastar mucho te hace ver pasado de moda, los adictos a las compras son mal mirados, vistos como irresponsables".
El caso de Recyclebank fue presentado por Gerzema
Gerzema presentó una serie de casos – Dell, Warkby Parker, Whipcar, Recyclebank, Patagonia, Springwise, Ford, la Comunidad de Massachusetts, y un show de televisión Undercover Boss-, que demuestran que las empresas están mutando en miras de este consumidor, y es que entre los requisitos que, conforme a su investigación, deben tener las marcas al relacionarse con sus clientes están: tratar a sus clientes con más adaptabilidad, ser más cuidadosos, cooperar, ver al consumidor como un productor también ("los consumidores ahora están mutando, ya no sólo consumen, también producen"). En síntesis "la marca no sólo debe otorgar valor, también necesita valores", por lo que "debe primar la virtud sobre la parafernalia. Los consumidores esperan más experiencias concretas", es necesario clarificar los procesos, la reflexión, darle más interactividad a las marcas y profundizar en el uso de las redes sociales.
¿Cómo cambiará la publicidad?
Presidida por Martín Subercaseaux, director de BBDO Chile. Esta sesión contó con la presencia de César Agost, director creativo de Ogilvy, María Fernanda Correa gerente de medios de Unilever y Rodrigo Figueroa, socio fundador de Fire-Advertainment.
Agost comenzó su exposición reflexionando sobre la filosofía de marca, "todas las marcas deberían preocuparse por ser únicas", agregando que en algunos casos el ir contra la corriente hace a una marca o producto único, como es el caso de Ferran Adrià y su restaurante, el Toblerone y el fenómeno de Betty la Fea. Lo que hay que hacer es "crear marcas deseables", y es que "un producto en sí no dice nada, cuando yo lo convierto en una marca ahí se inicia el diálogo con la gente. El objetivo es convertir a un producto en una marca y eso lo logro con una idea. Las ideas simples son las mejores y las más efectivas".
El director creativo de Ogilvy llamó la atención sobre la importancia que se le da a la investigación en este proceso, ya que "el research no nos puede decir lo que está bien o mal siguiendo una lógica aparente, porque muchas de las ideas más exitosas no siguen una lógica aparente", la razón es la que nos lleva a la conclusión, pero la emoción nos lleva a la acción", puntualizó.
María Fernanda Correa, en tanto, reflexionó si la inversión publicitaria está alineada con la audiencia, y es que "internet tiene un 2% de inversión publicitaria y es el medio donde la gente pasa más tiempo". Agregó que Unilever es el avisador más importante en televisión, y que ésta, pese a que según sus propias palabras "la era del sofá se terminó", sigue siendo importante para dar a conocer sus campañas y productos. Según Correa "la inversión online es baja porque está en manos de agencias de medios inexpertas", sin embargo incentivó a utilizar todos los medios disponibles, esencialmente los digitales que son aún de bajo costo.
Rodrigo Figueroa expuso sobre el futuro de la publicidad, reflexionando sobre el mundo digital, la proliferación de las redes sociales, "estamos en la era de la microcelebridad, pero ya no son 15 minutos de fama, sino 15 segundos en dosis diarias" y el cambio generacional con jóvenes que "miran en 180°" y son capaces de permanecer concentrados a diferentes estímulos al mismo tiempo.
Estamos en una era de advertainment, una fusión entre el entretenimiento y la marca, que se da en casos como el Teatro Opera en Buenos Aires, renombrado recientemente como Citi. La idea es que se produzca una interacción de diversos elementos y que éstos lleguen al consumidor de forma natural y es que "la publicidad va en camino a hacerse invisible, como en el cine, de tan omnipresente que será", y presentó el caso de la marca Kosiuko, que cuenta con una estación de radio, un bar y un sello discográfico, entre otros elementos que le permiten ser parte de la vida de sus consumidores. También habló del caso FedEx en El Naufrago
Finalmente señaló que el dinero del anunciante debe verse como una inversión en producción, para que vuelva y no como un gasto. Es necesario cambiar el switch.
¿Cómo cambiará el marketing?
Esta reflexión estuvo a cargo de un panel compuesto por Laura Krajecki, Director of Human Experience Strategy de Starcom; Wing Pepper, Vicepresidente Ejecutivo de Innovación Digital, MRM Worldwide; Guillermo Rivera y Roman Zaobornyj de Procter & Gamble.
Laura Krajecki expuso sobre cómo captar la atención del consumidor, centrándose en las experiencias significativas que relacionan a las marcas con los usuarios, al valor que ésta crea en las personas. Concordó con Figueroa respecto a la necesidad de una publicidad invisible debido a la saturación de los medios tradicionales. Krajecki se refirió a las 4C del marketing: contenido, el contexto, la conexión y la Comunidad. Presentó el caso de First Coke of the year.
Con la premisa "no podemos obligar al consumidor a ir donde nosotros, tenemos que ir hacia ellos", Wing Pepper apunto a la necesidad de adquirir confiabilidad. Pepper incentivó a los asistentes a aproximarse a las redes sociales, las que a su juicio "cobran cada vez más fuerza porque la gente está confiando en ellas", por lo que es necesario interactuar de una forma distinta con los consumidores, compartir experiencias y establecer una conexión significativa. Destacó la importancia de la conversación, de participar en conversaciones entre dos o más personas o propiciar nuevas conversaciones sobre el producto o marca, es necesario cumplir con un rol facilitador. El foco tiene que estar siempre orientado hacia el servicio, también a crear comunidades para así conocer la percepción de la gente, "dejar que el consumidor participe en la solución de los problemas y le dé atributos. Abrir el servicio para que sea transparente". Presentó el caso de Pepsi Refresh.
Finalmente Guillermo Rivera Río Rocha y Roman Zaobornyj profundizaron respecto a las ideas que provocan. Para ellos la evolución de los medios de comunicación representan un desafío, ya que dramatizan la velocidad de cambio. Es inminente una fragmentación de medios, antes los consumidores tenían la capacidad de absorber todos los mensajes que recibían, hoy hay una saturación de mensajes. Internet es una fuente de cambios, ya que la gente se dio cuenta que tenía la posibilidad de participar e influir, tornándose esto en algo fundamental. "Hoy lo único que funciona son las ideas, y una buena idea fluye por diferentes canales", señaló Rivera Río Rocha, y para eso es necesaria la participación del consumidor, concluyó. Mientras que Roman Zaobornyj se refirió a la importancia del insight para generar ideas rupturistas y así llegar de mejor manera al consumidor.
http://www.zappinglatam.com/noticias/2010/05/19/la-evolucion-de-las-marcas-la-publicidad-y-el-marketing-en-el-nuevo-mundo
Ahora, Hotmail te da 25 GB gratis. El complemento de espacio que te estaba faltando. ¡Descubrilo ya!
Continuando con el Congreso de Marketing desarrollado en Casa Piedra, llegó el turno de la conferencia internacional dictada por el planner y experto en marketing de Y&R, John Gerzema, quien realizó una radiografía del nuevo consumidor norteamericano y cómo éste se transforma luego de la crisis financiera. Gerzema destacó que después de una catástrofe los hábitos de consumo se modifican, y "lo que la gente busca de las marcas es calidad", estamos hablando de un consumidor más responsable, ya que al tener éste menos ingresos prefiere el ahorro, por lo que se produce "un cambio en el consumidor del crédito al débito".
Gerzema, quien lanzará su libro titulado "Spend Shift" durante el segundo semestre de este año, destacó que los valores de la gente influyen en los cambios, así pasamos de una búsqueda de marcas que reflejen aspiraciones aquellas que son socialmente responsables, más amigables: "la gente busca compañías en las que pueda confiar, también simplicidad en su estilo de vida. El 65% cree que el poder de los medios sociales puede cambiar el comportamiento de una marca". Hay un cambio en el paradigma, hacia los innovadores de gastos (spent shifters) "antes se pensaba que la medida de tus éxitos se determinaba por la cantidad de cosas que tenías, hoy es cuán flexible seas… incluso gastar mucho te hace ver pasado de moda, los adictos a las compras son mal mirados, vistos como irresponsables".
El caso de Recyclebank fue presentado por Gerzema
Gerzema presentó una serie de casos – Dell, Warkby Parker, Whipcar, Recyclebank, Patagonia, Springwise, Ford, la Comunidad de Massachusetts, y un show de televisión Undercover Boss-, que demuestran que las empresas están mutando en miras de este consumidor, y es que entre los requisitos que, conforme a su investigación, deben tener las marcas al relacionarse con sus clientes están: tratar a sus clientes con más adaptabilidad, ser más cuidadosos, cooperar, ver al consumidor como un productor también ("los consumidores ahora están mutando, ya no sólo consumen, también producen"). En síntesis "la marca no sólo debe otorgar valor, también necesita valores", por lo que "debe primar la virtud sobre la parafernalia. Los consumidores esperan más experiencias concretas", es necesario clarificar los procesos, la reflexión, darle más interactividad a las marcas y profundizar en el uso de las redes sociales.
¿Cómo cambiará la publicidad?
Presidida por Martín Subercaseaux, director de BBDO Chile. Esta sesión contó con la presencia de César Agost, director creativo de Ogilvy, María Fernanda Correa gerente de medios de Unilever y Rodrigo Figueroa, socio fundador de Fire-Advertainment.
Agost comenzó su exposición reflexionando sobre la filosofía de marca, "todas las marcas deberían preocuparse por ser únicas", agregando que en algunos casos el ir contra la corriente hace a una marca o producto único, como es el caso de Ferran Adrià y su restaurante, el Toblerone y el fenómeno de Betty la Fea. Lo que hay que hacer es "crear marcas deseables", y es que "un producto en sí no dice nada, cuando yo lo convierto en una marca ahí se inicia el diálogo con la gente. El objetivo es convertir a un producto en una marca y eso lo logro con una idea. Las ideas simples son las mejores y las más efectivas".
El director creativo de Ogilvy llamó la atención sobre la importancia que se le da a la investigación en este proceso, ya que "el research no nos puede decir lo que está bien o mal siguiendo una lógica aparente, porque muchas de las ideas más exitosas no siguen una lógica aparente", la razón es la que nos lleva a la conclusión, pero la emoción nos lleva a la acción", puntualizó.
María Fernanda Correa, en tanto, reflexionó si la inversión publicitaria está alineada con la audiencia, y es que "internet tiene un 2% de inversión publicitaria y es el medio donde la gente pasa más tiempo". Agregó que Unilever es el avisador más importante en televisión, y que ésta, pese a que según sus propias palabras "la era del sofá se terminó", sigue siendo importante para dar a conocer sus campañas y productos. Según Correa "la inversión online es baja porque está en manos de agencias de medios inexpertas", sin embargo incentivó a utilizar todos los medios disponibles, esencialmente los digitales que son aún de bajo costo.
Rodrigo Figueroa expuso sobre el futuro de la publicidad, reflexionando sobre el mundo digital, la proliferación de las redes sociales, "estamos en la era de la microcelebridad, pero ya no son 15 minutos de fama, sino 15 segundos en dosis diarias" y el cambio generacional con jóvenes que "miran en 180°" y son capaces de permanecer concentrados a diferentes estímulos al mismo tiempo.
Estamos en una era de advertainment, una fusión entre el entretenimiento y la marca, que se da en casos como el Teatro Opera en Buenos Aires, renombrado recientemente como Citi. La idea es que se produzca una interacción de diversos elementos y que éstos lleguen al consumidor de forma natural y es que "la publicidad va en camino a hacerse invisible, como en el cine, de tan omnipresente que será", y presentó el caso de la marca Kosiuko, que cuenta con una estación de radio, un bar y un sello discográfico, entre otros elementos que le permiten ser parte de la vida de sus consumidores. También habló del caso FedEx en El Naufrago
Finalmente señaló que el dinero del anunciante debe verse como una inversión en producción, para que vuelva y no como un gasto. Es necesario cambiar el switch.
¿Cómo cambiará el marketing?
Esta reflexión estuvo a cargo de un panel compuesto por Laura Krajecki, Director of Human Experience Strategy de Starcom; Wing Pepper, Vicepresidente Ejecutivo de Innovación Digital, MRM Worldwide; Guillermo Rivera y Roman Zaobornyj de Procter & Gamble.
Laura Krajecki expuso sobre cómo captar la atención del consumidor, centrándose en las experiencias significativas que relacionan a las marcas con los usuarios, al valor que ésta crea en las personas. Concordó con Figueroa respecto a la necesidad de una publicidad invisible debido a la saturación de los medios tradicionales. Krajecki se refirió a las 4C del marketing: contenido, el contexto, la conexión y la Comunidad. Presentó el caso de First Coke of the year.
Con la premisa "no podemos obligar al consumidor a ir donde nosotros, tenemos que ir hacia ellos", Wing Pepper apunto a la necesidad de adquirir confiabilidad. Pepper incentivó a los asistentes a aproximarse a las redes sociales, las que a su juicio "cobran cada vez más fuerza porque la gente está confiando en ellas", por lo que es necesario interactuar de una forma distinta con los consumidores, compartir experiencias y establecer una conexión significativa. Destacó la importancia de la conversación, de participar en conversaciones entre dos o más personas o propiciar nuevas conversaciones sobre el producto o marca, es necesario cumplir con un rol facilitador. El foco tiene que estar siempre orientado hacia el servicio, también a crear comunidades para así conocer la percepción de la gente, "dejar que el consumidor participe en la solución de los problemas y le dé atributos. Abrir el servicio para que sea transparente". Presentó el caso de Pepsi Refresh.
Finalmente Guillermo Rivera Río Rocha y Roman Zaobornyj profundizaron respecto a las ideas que provocan. Para ellos la evolución de los medios de comunicación representan un desafío, ya que dramatizan la velocidad de cambio. Es inminente una fragmentación de medios, antes los consumidores tenían la capacidad de absorber todos los mensajes que recibían, hoy hay una saturación de mensajes. Internet es una fuente de cambios, ya que la gente se dio cuenta que tenía la posibilidad de participar e influir, tornándose esto en algo fundamental. "Hoy lo único que funciona son las ideas, y una buena idea fluye por diferentes canales", señaló Rivera Río Rocha, y para eso es necesaria la participación del consumidor, concluyó. Mientras que Roman Zaobornyj se refirió a la importancia del insight para generar ideas rupturistas y así llegar de mejor manera al consumidor.
http://www.zappinglatam.com/noticias/2010/05/19/la-evolucion-de-las-marcas-la-publicidad-y-el-marketing-en-el-nuevo-mundo
Ahora, Hotmail te da 25 GB gratis. El complemento de espacio que te estaba faltando. ¡Descubrilo ya!
Google becomes world's largest mobile ad network
By Giselle Tsirulnik - May 24, 2010
The Federal Trade Commission has approved Google's proposed $750 million acquisition of mobile ad network AdMob, stating the deal is unlikely to harm competition. What does this mean for the mobile advertising landscape?
The FTC said on Friday, May 21 that although the combination of the two leading mobile advertising networks raised serious antitrust issues, the agency's concerns were overshadowed by Apple's recent move to roll out a competing mobile ad network. Additionally, there are several firms that have initiatives in place to better compete against Apple's iPhone and Google's Android, and have strong incentive to facilitate competition in the space.
"As a result of Apple's entry [into the market], AdMob's success to date on the iPhone platform is unlikely to be an accurate predictor of AdMob's competitive significance going forward, whether AdMob is owned by Google or not," the FTC said in a statement to the press.
"Though we have determined not to take action today, the Commission will continue to monitor the mobile marketplace to ensure a competitive environment and to protect the interests of consumers," the FTC said.
The deal has several implications for the mobile advertising ecosystem. Among them:
Apple has competition – No doubt Apple CEO Steve Jobs and his top team will be locked in meetings this week to figure out their next strategy to thwart Google's progress in mobile. The approval is good news for advertisers and ad agencies. Apple needs a strong competitor in mobile – now more than ever.
Validation – This deal is further validation that mobile marketing is real, that the results are measurable and have considerable value and that mobile should be a factor, if not a central pillar, in any brand marketing strategy going forward.
More brands to enter mobile – With the newfound validation of the mobile industry, expect an influx of major brands to the mobile bandwagon.
Mobile CRM – With more mobile marketing activity in the near future, expect brands and agencies to finally understand that the channel can be used as part of a CRM strategy. Expect more list building and coupon campaigns.
Multichannel is here – With the explosion of mobile activity, siloed campaigns are a thing of the past. Already, consumers' dependence on mobile has changed them forever. They want to be spoken to via the channels in which they spend the most time. These channels – mobile, social media and online – are going to be thrown in to the marketing mix, finally and with respectable budgets.
Growth of Android – Along with a mobile advertising advantage, Google gets a significant amount of clickstream data and transaction records in and around iPhone applications from the acquisition. Expect Google to use all of this to grow Android.
More choice for brands and marketers – This acquisition, as well as the Quattro/Apple deal, are giving advertisers and publishers more choice in the fast-growing area of mobile advertising. 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.
Relevancy – With all the data that Google is getting, ad relevancy will become its specialty. 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.
Mobile advertising will grow - Gartner projects that the worldwide revenue for mobile advertising will be $13.5 billion in 2013, up from around $500 million in 2008. Up until now, Google has focused mainly on search advertising, but this deal signals that it has its sights set on display advertising on mobile.
Here are market researcher IDC's estimates on market share for the mobile ad networks (November 2009):
• Google and AdMob: 21 percent
• Millennial Media: 12 percent
• Yahoo: 10 percent
• Google: 10 percent
• Microsoft: 8 percent
• Quattro Wireless: 7 percent
• Jumptap: 6 percent
• AOL: 2 percent
• Nokia: 2 percent
FTC's rationale
According to the FTC's statement, evidence gathered by the agency raised important questions about the transaction.
Google and AdMob have competed head-to-head for the past few years, with a notable increase in intensity during the past year.
This competition has spurred innovation and allowed mobile publishers to keep a large share of the revenue generated from the sale of their ad space.
The companies also have economies of scale that give them a major advantage over smaller rivals in the business, the statement says.
However, these concerns were outweighed by recent evidence that Apple is poised to become a strong competitor in the mobile advertising market, the FTC's statement says.
Apple recently acquired Quattro Wireless and used it to launch its own iAd service.
In addition, Apple can leverage its close relationships with application developers and users, its access to a large amount of proprietary user data, and its ownership of iPhone software development tools and control over the iPhone developers' license agreement.
The Commission vote to close the Google/AdMob investigation was 5-0.
What did the industry think of Google's approved acquisition of AdMob?
Susan Wojcicki, vice president of product management at Google, Mountain View, CA
The FTC cleared our acquisition of AdMob, a mobile advertising startup.
We are excited to work with Omar Hamoui and his talented team at AdMob to develop new mobile advertising solutions for marketers, mobile application developers and mobile publishers.
The decision is great news for the mobile advertising ecosystem as a whole. This was reflected in the widespread industry support for our acquisition.
Throughout the FTC's review process, it has been clear that mobile advertising is growing rapidly.
As mobile phone usage increases, growth in mobile advertising is only going to accelerate. This benefits mobile developers and publishers who will get better advertising solutions, marketers who will find new ways to reach consumers, and users who will get better ads and more free content.
We are very excited about the possibilities in this field.
As an immediate matter, we are now moving to close this acquisition in coming weeks. We will then start work right away on bringing AdMob's and Google's teams and products together.
This industry is moving fast, and we are excited to be part of the race.
Omar Hamoui, founder/CEO of AdMob, San Mateo, CA
We are extremely pleased with the FTC's decision to clear Google's acquisition of AdMob.
Over the past six months we have received a great deal of support from across the mobile industry – and we deeply appreciate it.
We are excited to get to what is next and to start working with Google to develop new products and services for our advertisers, developers, and publishers.
We share a commitment to helping our customers navigate and take advantage of the mobile opportunity. Together, Google and AdMob will be able to bring a whole host of new products and capabilities to mobile advertising.
I have to pause to acknowledge the AdMob team.
It takes a tremendous group to stay focused and remain productive during a process like this review.
The Google deal was announced in November of last year.
Rather than sit idle for six months, we have launched 15 new products, updated 11 more, and continued building a phenomenal business that is serving an ever growing base of customers.
I could not be more grateful for all this group has done.
We will now work with Google to close the deal. Once that happens, we will finally get to the fun part – connecting our teams and products to find ways to better serve our customers. Stay tuned.
Boris Fridman, CEO of Crisp Wireless, New York
I am hopeful that the AdMob acquisition by Google will result in making Apple more open to partnering with other companies that can add value to its advertising ecosystem.
Opening iAd to third-party ad serving and supporting third-party rich media ads would be an excellent way to drive more advertising to the Apple platform.
Noah Elkin, senior analyst at eMarketer, New York
The FTC recognized that the mobile advertising market is still evolving and in order for competition to persist, there needed to be a counterweight to Apple.
The approval of Google's AdMob acquisition clears the way for the increasingly fierce battle between Google and Apple for supremacy in the mobile space to proceed full steam ahead.
But it also means that the playing field will stay open for other competitors, and that is an outcome that should benefit advertisers, publishers and networks alike.
Justin Siegel, CEO of Mocospace, Boston
I think the FTC made the right decision here. It is a good outcome for Google, AdMob and the mobile advertising industry.
Alistair Goodman, CEO of Placecast, San Francisco
I am excited by this deal, and relieved that the mobile advertising and marketing industry is receiving this boost.
Given the powerful location and time components of mobile – particularly for retailers - we believe that the mobile market could garner at least $2 billion in ad spend within the next two years.
To achieve that, consumers and the industry need companies like Google attracting dollars and making it easier for advertisers to buy.
Simon Buckingham, CEO of Appitalism, Mobile Streams and Zoombak, New York
I don't think the No. 1 and No. 2 players in the mobile advertising industry should be allowed to merge to gain a dominant position in the market as this will increase mobile marketing costs for all players.
Jeff Chester, executive director of the Center for Digital Democracy, Washington
Clearly, the entry of Apple into the mobile ad market changed the dynamics of what the Google/Admob deal would mean to competition.
However, the review by the FTC has helped regulators come up to speed on how the mobile marketing system affects consumers, including their privacy.
We will continue to press the commission to ensure mobile privacy is protected, especially in a field dominated by Google and Apple.
Michael Chang, CEO of Greystripe, San Francisco
Google's acquisition of AdMob is a great validation of the mobile advertising space, specifically the focus on in-application, which is the dominant reason for the acquisition.
Deeper investigation by the FTC into the thriving and competitive mobile advertising industry with leaders such as Greystripe and most recently Apple, with its acquisition of Quattro, has led the FTC to approve the Google/AdMob deal.
With AdMob and Quattro now both being acquired, Greystripe sees great opportunity as the leading independent mobile advertising network with an unbiased commitment to all major mobile platforms.
Paran Johar, chief marketing officer of Jumptap, New York
We still believe the acquisition is a strong validation of our industry and support free and competitive markets.
There are lots of big players from all types of industries trying to play in the space.
http://www.mobilemarketer.com/cms/news/ad-networks/6347.html
Subir, organizar y compartir documentos online, está a un clic de tu bandeja de entrada. Ver más
The Federal Trade Commission has approved Google's proposed $750 million acquisition of mobile ad network AdMob, stating the deal is unlikely to harm competition. What does this mean for the mobile advertising landscape?
The FTC said on Friday, May 21 that although the combination of the two leading mobile advertising networks raised serious antitrust issues, the agency's concerns were overshadowed by Apple's recent move to roll out a competing mobile ad network. Additionally, there are several firms that have initiatives in place to better compete against Apple's iPhone and Google's Android, and have strong incentive to facilitate competition in the space.
"As a result of Apple's entry [into the market], AdMob's success to date on the iPhone platform is unlikely to be an accurate predictor of AdMob's competitive significance going forward, whether AdMob is owned by Google or not," the FTC said in a statement to the press.
"Though we have determined not to take action today, the Commission will continue to monitor the mobile marketplace to ensure a competitive environment and to protect the interests of consumers," the FTC said.
The deal has several implications for the mobile advertising ecosystem. Among them:
Apple has competition – No doubt Apple CEO Steve Jobs and his top team will be locked in meetings this week to figure out their next strategy to thwart Google's progress in mobile. The approval is good news for advertisers and ad agencies. Apple needs a strong competitor in mobile – now more than ever.
Validation – This deal is further validation that mobile marketing is real, that the results are measurable and have considerable value and that mobile should be a factor, if not a central pillar, in any brand marketing strategy going forward.
More brands to enter mobile – With the newfound validation of the mobile industry, expect an influx of major brands to the mobile bandwagon.
Mobile CRM – With more mobile marketing activity in the near future, expect brands and agencies to finally understand that the channel can be used as part of a CRM strategy. Expect more list building and coupon campaigns.
Multichannel is here – With the explosion of mobile activity, siloed campaigns are a thing of the past. Already, consumers' dependence on mobile has changed them forever. They want to be spoken to via the channels in which they spend the most time. These channels – mobile, social media and online – are going to be thrown in to the marketing mix, finally and with respectable budgets.
Growth of Android – Along with a mobile advertising advantage, Google gets a significant amount of clickstream data and transaction records in and around iPhone applications from the acquisition. Expect Google to use all of this to grow Android.
More choice for brands and marketers – This acquisition, as well as the Quattro/Apple deal, are giving advertisers and publishers more choice in the fast-growing area of mobile advertising. 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.
Relevancy – With all the data that Google is getting, ad relevancy will become its specialty. 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.
Mobile advertising will grow - Gartner projects that the worldwide revenue for mobile advertising will be $13.5 billion in 2013, up from around $500 million in 2008. Up until now, Google has focused mainly on search advertising, but this deal signals that it has its sights set on display advertising on mobile.
Here are market researcher IDC's estimates on market share for the mobile ad networks (November 2009):
• Google and AdMob: 21 percent
• Millennial Media: 12 percent
• Yahoo: 10 percent
• Google: 10 percent
• Microsoft: 8 percent
• Quattro Wireless: 7 percent
• Jumptap: 6 percent
• AOL: 2 percent
• Nokia: 2 percent
FTC's rationale
According to the FTC's statement, evidence gathered by the agency raised important questions about the transaction.
Google and AdMob have competed head-to-head for the past few years, with a notable increase in intensity during the past year.
This competition has spurred innovation and allowed mobile publishers to keep a large share of the revenue generated from the sale of their ad space.
The companies also have economies of scale that give them a major advantage over smaller rivals in the business, the statement says.
However, these concerns were outweighed by recent evidence that Apple is poised to become a strong competitor in the mobile advertising market, the FTC's statement says.
Apple recently acquired Quattro Wireless and used it to launch its own iAd service.
In addition, Apple can leverage its close relationships with application developers and users, its access to a large amount of proprietary user data, and its ownership of iPhone software development tools and control over the iPhone developers' license agreement.
The Commission vote to close the Google/AdMob investigation was 5-0.
What did the industry think of Google's approved acquisition of AdMob?
Susan Wojcicki, vice president of product management at Google, Mountain View, CA
The FTC cleared our acquisition of AdMob, a mobile advertising startup.
We are excited to work with Omar Hamoui and his talented team at AdMob to develop new mobile advertising solutions for marketers, mobile application developers and mobile publishers.
The decision is great news for the mobile advertising ecosystem as a whole. This was reflected in the widespread industry support for our acquisition.
Throughout the FTC's review process, it has been clear that mobile advertising is growing rapidly.
As mobile phone usage increases, growth in mobile advertising is only going to accelerate. This benefits mobile developers and publishers who will get better advertising solutions, marketers who will find new ways to reach consumers, and users who will get better ads and more free content.
We are very excited about the possibilities in this field.
As an immediate matter, we are now moving to close this acquisition in coming weeks. We will then start work right away on bringing AdMob's and Google's teams and products together.
This industry is moving fast, and we are excited to be part of the race.
Omar Hamoui, founder/CEO of AdMob, San Mateo, CA
We are extremely pleased with the FTC's decision to clear Google's acquisition of AdMob.
Over the past six months we have received a great deal of support from across the mobile industry – and we deeply appreciate it.
We are excited to get to what is next and to start working with Google to develop new products and services for our advertisers, developers, and publishers.
We share a commitment to helping our customers navigate and take advantage of the mobile opportunity. Together, Google and AdMob will be able to bring a whole host of new products and capabilities to mobile advertising.
I have to pause to acknowledge the AdMob team.
It takes a tremendous group to stay focused and remain productive during a process like this review.
The Google deal was announced in November of last year.
Rather than sit idle for six months, we have launched 15 new products, updated 11 more, and continued building a phenomenal business that is serving an ever growing base of customers.
I could not be more grateful for all this group has done.
We will now work with Google to close the deal. Once that happens, we will finally get to the fun part – connecting our teams and products to find ways to better serve our customers. Stay tuned.
Boris Fridman, CEO of Crisp Wireless, New York
I am hopeful that the AdMob acquisition by Google will result in making Apple more open to partnering with other companies that can add value to its advertising ecosystem.
Opening iAd to third-party ad serving and supporting third-party rich media ads would be an excellent way to drive more advertising to the Apple platform.
Noah Elkin, senior analyst at eMarketer, New York
The FTC recognized that the mobile advertising market is still evolving and in order for competition to persist, there needed to be a counterweight to Apple.
The approval of Google's AdMob acquisition clears the way for the increasingly fierce battle between Google and Apple for supremacy in the mobile space to proceed full steam ahead.
But it also means that the playing field will stay open for other competitors, and that is an outcome that should benefit advertisers, publishers and networks alike.
Justin Siegel, CEO of Mocospace, Boston
I think the FTC made the right decision here. It is a good outcome for Google, AdMob and the mobile advertising industry.
Alistair Goodman, CEO of Placecast, San Francisco
I am excited by this deal, and relieved that the mobile advertising and marketing industry is receiving this boost.
Given the powerful location and time components of mobile – particularly for retailers - we believe that the mobile market could garner at least $2 billion in ad spend within the next two years.
To achieve that, consumers and the industry need companies like Google attracting dollars and making it easier for advertisers to buy.
Simon Buckingham, CEO of Appitalism, Mobile Streams and Zoombak, New York
I don't think the No. 1 and No. 2 players in the mobile advertising industry should be allowed to merge to gain a dominant position in the market as this will increase mobile marketing costs for all players.
Jeff Chester, executive director of the Center for Digital Democracy, Washington
Clearly, the entry of Apple into the mobile ad market changed the dynamics of what the Google/Admob deal would mean to competition.
However, the review by the FTC has helped regulators come up to speed on how the mobile marketing system affects consumers, including their privacy.
We will continue to press the commission to ensure mobile privacy is protected, especially in a field dominated by Google and Apple.
Michael Chang, CEO of Greystripe, San Francisco
Google's acquisition of AdMob is a great validation of the mobile advertising space, specifically the focus on in-application, which is the dominant reason for the acquisition.
Deeper investigation by the FTC into the thriving and competitive mobile advertising industry with leaders such as Greystripe and most recently Apple, with its acquisition of Quattro, has led the FTC to approve the Google/AdMob deal.
With AdMob and Quattro now both being acquired, Greystripe sees great opportunity as the leading independent mobile advertising network with an unbiased commitment to all major mobile platforms.
Paran Johar, chief marketing officer of Jumptap, New York
We still believe the acquisition is a strong validation of our industry and support free and competitive markets.
There are lots of big players from all types of industries trying to play in the space.
http://www.mobilemarketer.com/cms/news/ad-networks/6347.html
Subir, organizar y compartir documentos online, está a un clic de tu bandeja de entrada. Ver más
Apps are a must-have element to brands’ overall marketing strategy
By Dan Butcher - May 25, 2010
With smartphone penetration increasing steadily, mobile applications are on brands' radar as a necessary complement to their overall marketing strategy.
From pay-per-download, in-application micropayments and subscription models to free/ad-supported and branded/promotional, there are different types of applications to meet various brand objectives. And while SMS and the mobile Web still provide the widest reach, applications provide the most optimized rich media experience and help brands reach desirable affluent demographics.
"We are seeing a higher spend in the production of the application and an increased awareness from our customers that a bare-bones entry or application no longer meets the expectations of the consumers," said Scott Michaels, vice president at Atimi Software, Vancouver, BC. "As such, the budgets to produce applications have been rising, along with the associated traditional and digital marketing spend to promote that the new app exists and has value.
"The second trend is the much tighter relationship between the more traditional desktop applications and mobile, as mobile is no longer a nice-to-have—it is a core component of most modern applications being developed," he said.
"Software with or without a mobile component has really been seen as a decision factor to purchasing."
Apps are a must-have element to brands' overall ma
Scott Michaels is vice president at Atimi Software
Google's just-approved acquisition of AdMob and Apple's still-pending acquisition of Quattro Wireless, as well as the announcement of the iAd network, are proof-points that applications' revenue-generating potential is real.
Apple Inc. plans to charge $1 million for in-application iAd packages and $10 million for launch campaigns, and many in the mobile industry are waiting to see which brands pony up and what the campaign creative will look like (see story).
If a rising tide does indeed lift all boats, then the entire ecosystem will benefit from that major injection of marketing dollars into the mobile channel.
Smirnoff, Time Out partner on new iPhone app
That type of investment on the part of the biggest brands in the world validates mobile advertising as a whole, and in-application rich media advertising in particular.
Mobile OS wars
Curiously, however, some brands have been late to the party. For many, the fragmentation of handset platforms is overwhelming, and they do not know where to begin.
"Apps are a mandatory for publishers, but brands are still working out how to implement them effectively and are often unclear on how they fit into a broader mobile strategy," said Alex Hall, executive vice president of global strategic relationships at TigerSpike Inc., New York. "Although the opportunity is now greater in terms of reach, the decision is arguably more confusing for brand owners since there are now more app platforms to choose between.
"On a positive note though, we've had over 12 months of app hype and mobile apps are definitely here to stay," he said. "It's not just Apple anymore.
"Android, BlackBerry and Nokia are starting to develop their offerings a lot more aggressively, with major plays from Samsung and others also being made in the global arena."
In the United States, there has been a relatively clear order of deployment of smartphone platforms to date.
"This starts with the iPhone, and has been followed by Android and BlackBerry," Mr. Hall said. "However, Android is gathering momentum, with Google announcing [last week] that they're selling 100,000-plus Android handsets every day in the U.S., with global mobile Web surfing higher on that platform than any other.
"It seems likely that this momentum will spill over into the world of apps, especially with OS 2.2 being released imminently," he said.
Many brands are still focusing solely on Apple. However, the current level of dominance cannot be sustained.
"The clear winner is still Apple and the Apple App Store—the demand is the greatest, as the user-base and acceptance of applications into the users' day is well established," Mr. Michaels said. "Secondarily now is Android, which replaced RIM/BlackBerry in the last year or so in regards to greatest demand from brands and publishers.
"As for the greatest growth, it is still the Apple App Store for growth, as I would expect continued exponential growth for applications under that platform, helped by the iPad and the additional functionality one can have on said device," he said.
"We expect moderate growth for Android and no real change for BlackBerry."
App monetization models
Once a brand decides that it does in fact want to participate in the applications space, where does it go from there?
Many brands have chosen to sponsor an application, making an in-application media buy to reach a built-in audience instead of building their own application from the ground up.
Those that do decide to create an application need to keep in mind the purpose they want the application to serve—what specific objectives will the application address for the brand?
"Again using the Apple platform as the main focus, the most common method now is the free application that has monetization via in-app purchase," Mr. Michaels said. "Secondary monetization is the straight fee to download and finally the free ad-supported/sponsorship model.
"With the introduction of iAds soon, there will be a resurgence of the free-with-ads model," he said. "However, overall the expectation is for in-app purchases and direct fees to download to continue to be the most common methods of monetization."
Other platforms are making moves, trying to court developers, publishers, brands and marketers.
"On the Android platform, the lack of true global publishing paid applications via Google Checkout is a limiting factor to paid application growth—however, the expectation is that will be resolved in the near term," Mr. Michaels said.
"On BlackBerry, finding a smoother, faster way for the end user to buy applications is a critical component to the BlackBerry App World taking off—there are just too many barriers to entry currently to gain the mass adoption such as you see on the Apple platform," he said.
Reach, discoverability, monetization
While the continued growth of Apple's App Store makes headlines, some see the eye-popping proliferation of applications available via iTunes as a downside, making it easier for new applications to get lost in the shuffle.
"With the number of applications already available in the Apple App Store, the consumer is arguably already suffering from too much choice," Mr. Hall said. "It's getting harder to differentiate and harder to create new content that is going to be useful for extended periods of time, even if you manage to make it through the clutter.
"Currently there is far less clutter in the other app stores, which means it can be very effective to work with those stores for good placement," he said. "However, this may be a short window to work with depending on how much momentum each store gains."
The lesson? Act now before fast-moving competitors become first-to-market, capturing coveted handset real estate.
"Monetization of apps is a hybrid world of free and paid," said Neil Strother, Kirkland, WA-based practice director at ABI Research. "Most brands will continue to give away their applications for free and monetize via a commerce engine or deep server access to video.
"The big exception is the Kraft iFood Assistant for $0.99, but now there is a free lite version," he said. "From a brand's perspective have to have good justification to charge, so free is probably their best bet.
"The freemium model is gaining ground—brands are starting with free for a lite version then as companies develop more robust apps, they have a paid version."
Publishers are increasingly focused on mobile as a way to supplement their dwindling traditional revenue streams. However, they are still tinkering with various monetization models.
"Monetization from a publisher perspective is still a difficult beast," Mr. Hall. "Ultimately, it is critical that the model chosen doesn't compromise the quality of the app in any way.
"Newspapers, for example, have a huge opportunity to steal share, if the time is spent working on a better UI/ UX than the competition," he said. "If it's easy, consumers will come—if consumers come, so will advertisers.
"That said, apps should have a consumer value to them and will continue to do so."
Revenue forecasting might be easier with guaranteed revenue per application, but total downloads will be down.
"TigerSpike advocates medium-term sponsorship for a fixed fee to get new apps off the ground, also ensuring a quality product is developed," Mr. Hall said. "In terms of content, increasingly utility and usability are the keys to success.
"Does your app provide a value adding service or is it inherently entertaining?" he said. "Possibly more importantly, is the user interface and experience intuitive to the device that you happen to be using?
"This is critical to achieving any kind of longevity."
Integration is key
Brands must not think of applications as a stand-alone pillar, but rather as a complement that can enhance a multichannel marketing strategy.
Applications must also be promoted in as many consumer touch points as possible in order to gain visibility and stay top of mind.
"Apps should be at the level of quality that provides a true brand extension," Mr. Michaels said. "Doing anything less is harmful to the brand or publisher.
"With the continued trend of users consuming more and more content and producing more work from a mobile device, brands and publishers should not just have applications for consumption of the content, but look at the enterprise side of the mobile applications and have content production applications, be it from the very obvious citizen reporting, to the more sophisticated training and mobile worker applications that exist but are not on the app stores," he said.
With advances in the mobile Web allowing for far richer mobile interactions, there is a wider debate to be had again on applications versus the mobile Web.
"However, once decided on an app strategy, the key consideration has to be around how you can achieve brand objectives and really gain traction amidst all the competition," Mr. Hall said. "The marriage of brands and publishers is an obvious solution to this.
"Publishers have proven content, whilst brands that should be loath to invest in gimmicky apps nowadays can bank on that content to provide long-term value to their consumers," he said. "The marriage of Smirnoff and Time Out in London has been a triumph, with great user reviews, many repeat visits and really intuitive deep branded engagement.
"Expect a lot of more of these kind of partnerships in the coming year."
http://www.mobilemarketer.com/cms/news/content/6360.html
No importa si es pesado o liviano. Con Hotmail Skydrive tenés 25 GB para guardar todo. Más Info
With smartphone penetration increasing steadily, mobile applications are on brands' radar as a necessary complement to their overall marketing strategy.
From pay-per-download, in-application micropayments and subscription models to free/ad-supported and branded/promotional, there are different types of applications to meet various brand objectives. And while SMS and the mobile Web still provide the widest reach, applications provide the most optimized rich media experience and help brands reach desirable affluent demographics.
"We are seeing a higher spend in the production of the application and an increased awareness from our customers that a bare-bones entry or application no longer meets the expectations of the consumers," said Scott Michaels, vice president at Atimi Software, Vancouver, BC. "As such, the budgets to produce applications have been rising, along with the associated traditional and digital marketing spend to promote that the new app exists and has value.
"The second trend is the much tighter relationship between the more traditional desktop applications and mobile, as mobile is no longer a nice-to-have—it is a core component of most modern applications being developed," he said.
"Software with or without a mobile component has really been seen as a decision factor to purchasing."
Apps are a must-have element to brands' overall ma
Scott Michaels is vice president at Atimi Software
Google's just-approved acquisition of AdMob and Apple's still-pending acquisition of Quattro Wireless, as well as the announcement of the iAd network, are proof-points that applications' revenue-generating potential is real.
Apple Inc. plans to charge $1 million for in-application iAd packages and $10 million for launch campaigns, and many in the mobile industry are waiting to see which brands pony up and what the campaign creative will look like (see story).
If a rising tide does indeed lift all boats, then the entire ecosystem will benefit from that major injection of marketing dollars into the mobile channel.
Smirnoff, Time Out partner on new iPhone app
That type of investment on the part of the biggest brands in the world validates mobile advertising as a whole, and in-application rich media advertising in particular.
Mobile OS wars
Curiously, however, some brands have been late to the party. For many, the fragmentation of handset platforms is overwhelming, and they do not know where to begin.
"Apps are a mandatory for publishers, but brands are still working out how to implement them effectively and are often unclear on how they fit into a broader mobile strategy," said Alex Hall, executive vice president of global strategic relationships at TigerSpike Inc., New York. "Although the opportunity is now greater in terms of reach, the decision is arguably more confusing for brand owners since there are now more app platforms to choose between.
"On a positive note though, we've had over 12 months of app hype and mobile apps are definitely here to stay," he said. "It's not just Apple anymore.
"Android, BlackBerry and Nokia are starting to develop their offerings a lot more aggressively, with major plays from Samsung and others also being made in the global arena."
In the United States, there has been a relatively clear order of deployment of smartphone platforms to date.
"This starts with the iPhone, and has been followed by Android and BlackBerry," Mr. Hall said. "However, Android is gathering momentum, with Google announcing [last week] that they're selling 100,000-plus Android handsets every day in the U.S., with global mobile Web surfing higher on that platform than any other.
"It seems likely that this momentum will spill over into the world of apps, especially with OS 2.2 being released imminently," he said.
Many brands are still focusing solely on Apple. However, the current level of dominance cannot be sustained.
"The clear winner is still Apple and the Apple App Store—the demand is the greatest, as the user-base and acceptance of applications into the users' day is well established," Mr. Michaels said. "Secondarily now is Android, which replaced RIM/BlackBerry in the last year or so in regards to greatest demand from brands and publishers.
"As for the greatest growth, it is still the Apple App Store for growth, as I would expect continued exponential growth for applications under that platform, helped by the iPad and the additional functionality one can have on said device," he said.
"We expect moderate growth for Android and no real change for BlackBerry."
App monetization models
Once a brand decides that it does in fact want to participate in the applications space, where does it go from there?
Many brands have chosen to sponsor an application, making an in-application media buy to reach a built-in audience instead of building their own application from the ground up.
Those that do decide to create an application need to keep in mind the purpose they want the application to serve—what specific objectives will the application address for the brand?
"Again using the Apple platform as the main focus, the most common method now is the free application that has monetization via in-app purchase," Mr. Michaels said. "Secondary monetization is the straight fee to download and finally the free ad-supported/sponsorship model.
"With the introduction of iAds soon, there will be a resurgence of the free-with-ads model," he said. "However, overall the expectation is for in-app purchases and direct fees to download to continue to be the most common methods of monetization."
Other platforms are making moves, trying to court developers, publishers, brands and marketers.
"On the Android platform, the lack of true global publishing paid applications via Google Checkout is a limiting factor to paid application growth—however, the expectation is that will be resolved in the near term," Mr. Michaels said.
"On BlackBerry, finding a smoother, faster way for the end user to buy applications is a critical component to the BlackBerry App World taking off—there are just too many barriers to entry currently to gain the mass adoption such as you see on the Apple platform," he said.
Reach, discoverability, monetization
While the continued growth of Apple's App Store makes headlines, some see the eye-popping proliferation of applications available via iTunes as a downside, making it easier for new applications to get lost in the shuffle.
"With the number of applications already available in the Apple App Store, the consumer is arguably already suffering from too much choice," Mr. Hall said. "It's getting harder to differentiate and harder to create new content that is going to be useful for extended periods of time, even if you manage to make it through the clutter.
"Currently there is far less clutter in the other app stores, which means it can be very effective to work with those stores for good placement," he said. "However, this may be a short window to work with depending on how much momentum each store gains."
The lesson? Act now before fast-moving competitors become first-to-market, capturing coveted handset real estate.
"Monetization of apps is a hybrid world of free and paid," said Neil Strother, Kirkland, WA-based practice director at ABI Research. "Most brands will continue to give away their applications for free and monetize via a commerce engine or deep server access to video.
"The big exception is the Kraft iFood Assistant for $0.99, but now there is a free lite version," he said. "From a brand's perspective have to have good justification to charge, so free is probably their best bet.
"The freemium model is gaining ground—brands are starting with free for a lite version then as companies develop more robust apps, they have a paid version."
Publishers are increasingly focused on mobile as a way to supplement their dwindling traditional revenue streams. However, they are still tinkering with various monetization models.
"Monetization from a publisher perspective is still a difficult beast," Mr. Hall. "Ultimately, it is critical that the model chosen doesn't compromise the quality of the app in any way.
"Newspapers, for example, have a huge opportunity to steal share, if the time is spent working on a better UI/ UX than the competition," he said. "If it's easy, consumers will come—if consumers come, so will advertisers.
"That said, apps should have a consumer value to them and will continue to do so."
Revenue forecasting might be easier with guaranteed revenue per application, but total downloads will be down.
"TigerSpike advocates medium-term sponsorship for a fixed fee to get new apps off the ground, also ensuring a quality product is developed," Mr. Hall said. "In terms of content, increasingly utility and usability are the keys to success.
"Does your app provide a value adding service or is it inherently entertaining?" he said. "Possibly more importantly, is the user interface and experience intuitive to the device that you happen to be using?
"This is critical to achieving any kind of longevity."
Integration is key
Brands must not think of applications as a stand-alone pillar, but rather as a complement that can enhance a multichannel marketing strategy.
Applications must also be promoted in as many consumer touch points as possible in order to gain visibility and stay top of mind.
"Apps should be at the level of quality that provides a true brand extension," Mr. Michaels said. "Doing anything less is harmful to the brand or publisher.
"With the continued trend of users consuming more and more content and producing more work from a mobile device, brands and publishers should not just have applications for consumption of the content, but look at the enterprise side of the mobile applications and have content production applications, be it from the very obvious citizen reporting, to the more sophisticated training and mobile worker applications that exist but are not on the app stores," he said.
With advances in the mobile Web allowing for far richer mobile interactions, there is a wider debate to be had again on applications versus the mobile Web.
"However, once decided on an app strategy, the key consideration has to be around how you can achieve brand objectives and really gain traction amidst all the competition," Mr. Hall said. "The marriage of brands and publishers is an obvious solution to this.
"Publishers have proven content, whilst brands that should be loath to invest in gimmicky apps nowadays can bank on that content to provide long-term value to their consumers," he said. "The marriage of Smirnoff and Time Out in London has been a triumph, with great user reviews, many repeat visits and really intuitive deep branded engagement.
"Expect a lot of more of these kind of partnerships in the coming year."
http://www.mobilemarketer.com/cms/news/content/6360.html
No importa si es pesado o liviano. Con Hotmail Skydrive tenés 25 GB para guardar todo. Más Info
lunes, 24 de mayo de 2010
Caso de éxito en Redes Sociales: Nike
"Nike descubrió las redes sociales antes de que los consumidores lo hicieran", D. Luque
Diego Luque, brand communication manager de Nike en Latinoamérica, estuvo en el Wave Festival in Rio para hablar sobre la convergencia entre los distintos medios con el objetivo de llegar al consumidor de una manera más fácil. "Tratamos de alcanzar al consumidor entendiendo qué es lo que está pasando". Explica que para Nike, "el marketing es sólo una herramienta para comunicar el verdadero conrazón de la marca: la tecnología e innovación deportiva".
En un escenario donde las plataformas se multiplican y los medios están en constante evolución para no perder el tren de la tecnología, Luque asegura que la televisión no va a morir, de la misma manera que el cine no murió en manos de la televisión. "Se va a encontrar la vuelta, todo suma, todo va para adelante. Lo que tenemos ahora es un desafío: los chicos están conectados y en contacto con nosotros todo el día. Hay una cierta desnudez por parte de los medios que se va regulando. Antes los chicos publicaban todo en Facebook y ahora, a la hora de salir a buscar un trabajo, se dan cuenta que no pueden publicar todo y empiezan a levantar algunas cosas. Hay una especie de autorregulación", afirma Luque.
El directivo de Nike se pregunta y explica, "¿por qué invertimos tan poco en digital y tanto en medios tradicionales? Se invierte mucho en digital, la diferencia es la brecha que hay en los costos. Entonces siempre voy a invertir poco en relación a los costos de otro medio; sin embargo, eso no quiere decir que no se haya invertido significativamente. Hemos hecho campañas sólo en digital". Y es que Luque asegura que Nike siempre ha ido por delante. "Nike descubrió las redes sociales antes de que los consumidores lo hicieran". La importancia de estos nuevos soportes radica en que "los consumidores están tan cerca de las marcas como nunca antes lo estuvieron, y es gracias a tecnologías como Twitter y Facebook. En Nike queremos más, queremos ir más allá, porque hoy los consumidores están listos para acceder el contenido digital desde cualquier lugar y en cuaqlueir momento".
http://www.marketingdirecto.com/especiales/wave-festival-brasil/nike-descubrio-las-redes-sociales-antes-de-que-los-consumidores-lo-hicieran-d-luque/
Subir, organizar y compartir documentos online, está a un clic de tu bandeja de entrada. Ver más
Diego Luque, brand communication manager de Nike en Latinoamérica, estuvo en el Wave Festival in Rio para hablar sobre la convergencia entre los distintos medios con el objetivo de llegar al consumidor de una manera más fácil. "Tratamos de alcanzar al consumidor entendiendo qué es lo que está pasando". Explica que para Nike, "el marketing es sólo una herramienta para comunicar el verdadero conrazón de la marca: la tecnología e innovación deportiva".
En un escenario donde las plataformas se multiplican y los medios están en constante evolución para no perder el tren de la tecnología, Luque asegura que la televisión no va a morir, de la misma manera que el cine no murió en manos de la televisión. "Se va a encontrar la vuelta, todo suma, todo va para adelante. Lo que tenemos ahora es un desafío: los chicos están conectados y en contacto con nosotros todo el día. Hay una cierta desnudez por parte de los medios que se va regulando. Antes los chicos publicaban todo en Facebook y ahora, a la hora de salir a buscar un trabajo, se dan cuenta que no pueden publicar todo y empiezan a levantar algunas cosas. Hay una especie de autorregulación", afirma Luque.
El directivo de Nike se pregunta y explica, "¿por qué invertimos tan poco en digital y tanto en medios tradicionales? Se invierte mucho en digital, la diferencia es la brecha que hay en los costos. Entonces siempre voy a invertir poco en relación a los costos de otro medio; sin embargo, eso no quiere decir que no se haya invertido significativamente. Hemos hecho campañas sólo en digital". Y es que Luque asegura que Nike siempre ha ido por delante. "Nike descubrió las redes sociales antes de que los consumidores lo hicieran". La importancia de estos nuevos soportes radica en que "los consumidores están tan cerca de las marcas como nunca antes lo estuvieron, y es gracias a tecnologías como Twitter y Facebook. En Nike queremos más, queremos ir más allá, porque hoy los consumidores están listos para acceder el contenido digital desde cualquier lugar y en cuaqlueir momento".
http://www.marketingdirecto.com/especiales/wave-festival-brasil/nike-descubrio-las-redes-sociales-antes-de-que-los-consumidores-lo-hicieran-d-luque/
Subir, organizar y compartir documentos online, está a un clic de tu bandeja de entrada. Ver más
domingo, 23 de mayo de 2010
Cuando el mérito de una campaña de patrocinio se lo lleva la competencia
¿Es posible que una compañía invierta millones de euros para convertirse en sponsor oficial de una competición deportiva tan importante como el Mundial de Fútbol y que al final sea otra la que se lleve todo el reconocimiento público? La respuesta es que sí. Así al menos se desprende de una encuesta llevada a cabo en Alemania por YouGov Psychonomics.
El estudio revela, por ejemplo, que el 49% de las personas consultadas señalaban equivocadamente a Deutsche Bank como patrocinador oficial de la Federación Alemana de Fútbol (DFB). Sólo el 24% de los encuestados acertaron a relacionar Commerzbank, el verdadero sponsor, con la DFB.
La confusión en el terreno del patrocinio afecta también a las marcas de cerveza. Así, el 47% de las personas encuestadas asociaron la marca Krombacher a la Federación Alemana de Fútbol. Sin embargo, es la compañía cervecera Bitburger Brauerei quien realmente colabora con la DFB. Ésta sólo fue reconocida como tal por el 39% de los consultados.
Se beneficia asimismo del equívoco la empresa de automoción Volkswagen, a la que el 30% de los encuestados atribuye erróneamente el título de sponsor de la Selección Alemana de Fútbol, en detrimento de Mercedes-Benz, el verdadero patrocinador. A la confusión contribuye sin duda que la última campaña televisiva de Volkswagen esté protagonizada por Rudi Völler, Paul Breitner y Fritz Walter, tres leyendas del balompié en Alemania.
Más rentables le resultan sus contratos de patrocinio a Coca-Cola y Adidas, que fueron reconocidos como sponsors de la DFB por el 78% y el 74% de los encuestados respectivamente.
http://www.marketingdirecto.com/actualidad/tendencias/cuando-el-merito-de-una-campana-de-patrocinio-se-lo-lleva-la-competencia
Tu vida no tiene límites, ahora Hotmail tampoco. 25 GB para organizar y compartir todo. Hacé clic aquí
El estudio revela, por ejemplo, que el 49% de las personas consultadas señalaban equivocadamente a Deutsche Bank como patrocinador oficial de la Federación Alemana de Fútbol (DFB). Sólo el 24% de los encuestados acertaron a relacionar Commerzbank, el verdadero sponsor, con la DFB.
La confusión en el terreno del patrocinio afecta también a las marcas de cerveza. Así, el 47% de las personas encuestadas asociaron la marca Krombacher a la Federación Alemana de Fútbol. Sin embargo, es la compañía cervecera Bitburger Brauerei quien realmente colabora con la DFB. Ésta sólo fue reconocida como tal por el 39% de los consultados.
Se beneficia asimismo del equívoco la empresa de automoción Volkswagen, a la que el 30% de los encuestados atribuye erróneamente el título de sponsor de la Selección Alemana de Fútbol, en detrimento de Mercedes-Benz, el verdadero patrocinador. A la confusión contribuye sin duda que la última campaña televisiva de Volkswagen esté protagonizada por Rudi Völler, Paul Breitner y Fritz Walter, tres leyendas del balompié en Alemania.
Más rentables le resultan sus contratos de patrocinio a Coca-Cola y Adidas, que fueron reconocidos como sponsors de la DFB por el 78% y el 74% de los encuestados respectivamente.
http://www.marketingdirecto.com/actualidad/tendencias/cuando-el-merito-de-una-campana-de-patrocinio-se-lo-lleva-la-competencia
Tu vida no tiene límites, ahora Hotmail tampoco. 25 GB para organizar y compartir todo. Hacé clic aquí
Getting Shoppers into Stores with Mobile Apps
MAY 21, 2010 - Scott Dunlap
NearbyNow designs mobile shopping applications for magazines, brands and retailers that enable consumers to receive updates and information on hot products at retail stores, find those products at specific locations and place them on hold. CEO Scott Dunlap spoke with eMarketer about how in-store mobile apps and smartphone usage are changing the game for retailers.
eMarketer: How is NearbyNow different than some of the other retail-oriented mobile apps like Shopkick and Shopssavvy?
"NearbyNow is a bit different in that our goal is to drive shoppers into stores, rather than address consumers who are already shopping."
Scott Dunlap: We are big fans of Shopkick and Shopssavvy. They've done a good job of creating mobile applications that help consumers who are already in stores and considering purchases. NearbyNow is a bit different in that our goal is to drive shoppers into stores, rather than address consumers who are already shopping.
We do this by creating applications that aid discovery. We're helping to identify hot products, telling people where they can find them and enabling them to place their size on hold at a store nearby.
eMarketer: How has your business model evolved?
Mr. Dunlap: Three years ago, when we started, we thought the goal was to point the mobile shopper to every nearby store that has a particular product that they're interested in, particularly if it's in their size. Then we wanted to track what mobile shoppers purchase in stores. That's what we set up NearbyNow to do. We wanted to get people into the store.
We started off with one business model but we ended up with a slightly different one. Originally, we made shopping malls searchable so that you could walk into a mall and just say, "I'm looking for a black dress, size 8," and we'd light up every store in the mall that had that dress and size, show all the prices and even offered real-time coupons for you to try one store versus another.
That worked pretty well, until the 2008 the recession hit. We found retailers were quick to cut mobile because it was an experimental budget. At the same time, we also noticed that there was a rush on specific items that are highly featured in magazines and TV shows. It was like these people didn't even know the recession was happening. They wanted something featured in Lucky Magazine or Cosmopolitan. People would buy the item until it sold out at list price. So we started to develop mobile applications that help you shop your favorite magazine.
eMarketer: What are you learning about consumer shopping behavior from your apps?
"Mobile shoppers are simultaneously in the physical world and in the online world.... They're always considering both options.... They just don't want to feel stupid by finding out later that it's 30% off on an online shopping site. I think it's almost a peace-of-mind thing."
Mr. Dunlap: Mobile shoppers are simultaneously in the physical world and in the online world at all times. They're always considering both options. They want you to find the item for them at a store nearby and, when they're in the store, they want to know if it's cheaper online. It doesn't always indicate that they want to purchase the item online, but they just don't want to feel stupid by finding out later that it's 30% off on an online shopping site. I think it's almost a peace-of-mind thing.
I think it's very smart for a retailer to put a mobile shopping app in front of consumers because if they end up going to Amazon.com, that retailer is going to get underbid—guaranteed. Retailers need to reward people for showing up in their stores.
The truth is there are a lot of things that people want to try before committing to a purchase—like electronics. Most people want to hold it in their hands first, they want to see if the shutter speed on the camera is fast enough and what the big screen looks like. Trial before purchase remains an important step.
eMarketer: Why would a national retailer like Macy's, Nordstrom or Kohl's want to work with NearbyNow if they have their own mobile apps?
Mr. Dunlap: If Macy's has an app, it's going to attract people who already identify with Macy's. That's great. But if Macy's wants to attract new consumers, it needs to use a different kind of app, like this one. In order to work with us, a retailer like Macy's needs to make sure we know the inventory in the store. When I talk to Macy's people, they understand what we need to enable real-time access to information about specific items in nearby stores.
eMarketer: Are consumers also researching in-store via mobile and then buying elsewhere, or are they more predisposed to purchase at the store in which they are doing the mobile browsing or research?
Mr. Dunlap: Honestly, there is some of both. Our data shows a lot of it depends on the product category. Soft goods (apparel, shoes, accessories, beauty products) tend to be purchased in-store, even if the consumer is accessing other Websites for more information from within the store. Hard goods (consumer electronics and small appliances) tend to have more purchasing occurring online if the price differential is more than 15%.
eMarketer: Do your retail clients care whether someone purchases online or in the store? Would they prefer an in-store purchase?
Mr. Dunlap: I think it depends on the item. For shoes, apparel and beauty products, they prefer an in-store purchase because people end up buying entire wardrobes. It's been hard for e-commerce sites to figure that out—how to get people who come in for one item to buy a whole outfit. But in a store, you have a sales assistant helping and friends around you. It's a lot easier to do.
"The conversion to purchase from a mobile phone is very high—it's about 5.8% on average for us."
We track the conversion to purchase, and how many people buy the product in a store versus buy it online. The conversion to purchase from a mobile phone is very high—it's about 5.8% on average for us. What that means is that 5.8% of the people who open up our applications end up making a purchase.
I can go in and look at that 5.8%, and this is where it becomes fascinating. For apparel, shoes and a lot of the soft goods, 5.5% of that 5.8% is people purchasing in a store, and 0.3% of it is people buying from an e-commerce site from their phone. That's the Amazon.com purchase. Our data which compares online and in-store purchasing finds that a price differential must be at least 15% to encourage flipping from an in-store purchase to an online sale.
We track the location of where people are doing this, and most of it occurs when they are out and about. These people are not at home. And then, oddly, they don't have a magazine in front of them either. They tend to be out shopping. They're in malls. On college campuses. We've noticed when you give someone a local alternative for trial and purchase, a huge majority of people end up doing that. But that's not for all product segments.
eMarketer: What should a savvy national retailer do when a consumer is shopping in their physical store locations with a smartphone?
Mr. Dunlap: That's a great question because a lot of it depends on how intrusive you want to get. But I would say, if you've done a lot of work to get people into the store with alerts, I would think the first two things you do right away is create an application where people can keep a wish list. If the size isn't available, the wish list should notify the person when it is available.
And the flip side is if a retailer can't sell a certain SKU of dresses but it knows a bunch of people want that style, they should offer them a private sale. The retailer gives them the first shot to purchase the dress when it goes sale with a special invitation. Or the retailer might alert someone's wish list if or when the item is marked down.
http://www.emarketer.com/mobile/article_m.aspx?R=1007708
Subir, organizar y compartir documentos online, está a un clic de tu bandeja de entrada. Ver más
NearbyNow designs mobile shopping applications for magazines, brands and retailers that enable consumers to receive updates and information on hot products at retail stores, find those products at specific locations and place them on hold. CEO Scott Dunlap spoke with eMarketer about how in-store mobile apps and smartphone usage are changing the game for retailers.
eMarketer: How is NearbyNow different than some of the other retail-oriented mobile apps like Shopkick and Shopssavvy?
"NearbyNow is a bit different in that our goal is to drive shoppers into stores, rather than address consumers who are already shopping."
Scott Dunlap: We are big fans of Shopkick and Shopssavvy. They've done a good job of creating mobile applications that help consumers who are already in stores and considering purchases. NearbyNow is a bit different in that our goal is to drive shoppers into stores, rather than address consumers who are already shopping.
We do this by creating applications that aid discovery. We're helping to identify hot products, telling people where they can find them and enabling them to place their size on hold at a store nearby.
eMarketer: How has your business model evolved?
Mr. Dunlap: Three years ago, when we started, we thought the goal was to point the mobile shopper to every nearby store that has a particular product that they're interested in, particularly if it's in their size. Then we wanted to track what mobile shoppers purchase in stores. That's what we set up NearbyNow to do. We wanted to get people into the store.
We started off with one business model but we ended up with a slightly different one. Originally, we made shopping malls searchable so that you could walk into a mall and just say, "I'm looking for a black dress, size 8," and we'd light up every store in the mall that had that dress and size, show all the prices and even offered real-time coupons for you to try one store versus another.
That worked pretty well, until the 2008 the recession hit. We found retailers were quick to cut mobile because it was an experimental budget. At the same time, we also noticed that there was a rush on specific items that are highly featured in magazines and TV shows. It was like these people didn't even know the recession was happening. They wanted something featured in Lucky Magazine or Cosmopolitan. People would buy the item until it sold out at list price. So we started to develop mobile applications that help you shop your favorite magazine.
eMarketer: What are you learning about consumer shopping behavior from your apps?
"Mobile shoppers are simultaneously in the physical world and in the online world.... They're always considering both options.... They just don't want to feel stupid by finding out later that it's 30% off on an online shopping site. I think it's almost a peace-of-mind thing."
Mr. Dunlap: Mobile shoppers are simultaneously in the physical world and in the online world at all times. They're always considering both options. They want you to find the item for them at a store nearby and, when they're in the store, they want to know if it's cheaper online. It doesn't always indicate that they want to purchase the item online, but they just don't want to feel stupid by finding out later that it's 30% off on an online shopping site. I think it's almost a peace-of-mind thing.
I think it's very smart for a retailer to put a mobile shopping app in front of consumers because if they end up going to Amazon.com, that retailer is going to get underbid—guaranteed. Retailers need to reward people for showing up in their stores.
The truth is there are a lot of things that people want to try before committing to a purchase—like electronics. Most people want to hold it in their hands first, they want to see if the shutter speed on the camera is fast enough and what the big screen looks like. Trial before purchase remains an important step.
eMarketer: Why would a national retailer like Macy's, Nordstrom or Kohl's want to work with NearbyNow if they have their own mobile apps?
Mr. Dunlap: If Macy's has an app, it's going to attract people who already identify with Macy's. That's great. But if Macy's wants to attract new consumers, it needs to use a different kind of app, like this one. In order to work with us, a retailer like Macy's needs to make sure we know the inventory in the store. When I talk to Macy's people, they understand what we need to enable real-time access to information about specific items in nearby stores.
eMarketer: Are consumers also researching in-store via mobile and then buying elsewhere, or are they more predisposed to purchase at the store in which they are doing the mobile browsing or research?
Mr. Dunlap: Honestly, there is some of both. Our data shows a lot of it depends on the product category. Soft goods (apparel, shoes, accessories, beauty products) tend to be purchased in-store, even if the consumer is accessing other Websites for more information from within the store. Hard goods (consumer electronics and small appliances) tend to have more purchasing occurring online if the price differential is more than 15%.
eMarketer: Do your retail clients care whether someone purchases online or in the store? Would they prefer an in-store purchase?
Mr. Dunlap: I think it depends on the item. For shoes, apparel and beauty products, they prefer an in-store purchase because people end up buying entire wardrobes. It's been hard for e-commerce sites to figure that out—how to get people who come in for one item to buy a whole outfit. But in a store, you have a sales assistant helping and friends around you. It's a lot easier to do.
"The conversion to purchase from a mobile phone is very high—it's about 5.8% on average for us."
We track the conversion to purchase, and how many people buy the product in a store versus buy it online. The conversion to purchase from a mobile phone is very high—it's about 5.8% on average for us. What that means is that 5.8% of the people who open up our applications end up making a purchase.
I can go in and look at that 5.8%, and this is where it becomes fascinating. For apparel, shoes and a lot of the soft goods, 5.5% of that 5.8% is people purchasing in a store, and 0.3% of it is people buying from an e-commerce site from their phone. That's the Amazon.com purchase. Our data which compares online and in-store purchasing finds that a price differential must be at least 15% to encourage flipping from an in-store purchase to an online sale.
We track the location of where people are doing this, and most of it occurs when they are out and about. These people are not at home. And then, oddly, they don't have a magazine in front of them either. They tend to be out shopping. They're in malls. On college campuses. We've noticed when you give someone a local alternative for trial and purchase, a huge majority of people end up doing that. But that's not for all product segments.
eMarketer: What should a savvy national retailer do when a consumer is shopping in their physical store locations with a smartphone?
Mr. Dunlap: That's a great question because a lot of it depends on how intrusive you want to get. But I would say, if you've done a lot of work to get people into the store with alerts, I would think the first two things you do right away is create an application where people can keep a wish list. If the size isn't available, the wish list should notify the person when it is available.
And the flip side is if a retailer can't sell a certain SKU of dresses but it knows a bunch of people want that style, they should offer them a private sale. The retailer gives them the first shot to purchase the dress when it goes sale with a special invitation. Or the retailer might alert someone's wish list if or when the item is marked down.
http://www.emarketer.com/mobile/article_m.aspx?R=1007708
Subir, organizar y compartir documentos online, está a un clic de tu bandeja de entrada. Ver más
sábado, 22 de mayo de 2010
La Fórmula del Engagement
By Juan Cruz Aliaga ⋅ Mayo 19, 2010
Teoría Lévy Flight
Muchas marcas se encuentran hoy en proceso de reconversión para adaptarse al nuevo consumidor o, llámese: prosumidor. Por ello, he creído útil facilitar una base metodológica sencilla que les ayude en la tarea, basada en el concepto de "Engagement" como principio básico del Marketing Relacional e Interactivo. Pero ¿qué es el engagement? ¿cómo se obtiene? ¿cómo se mide?
Si primero le preguntamos a Google ¿qué significa Engagement?, veréis que hay definiciones a borbotones y aplicaciones varias siendo que emerge de una teoría organizacional del área de los recursos humanos. Eso no ayuda, y aunque existen definiciones aplicables al tema que nos compete, me atreveré a describir el concepto como yo lo entiendo y abordo (traicionando a mi querida Wikipedia) en relación con su aplicación al Marketing.
Para mí, Engagement es una medida de adopción y relación con una marca por parte de sus clientes y/o prospectos. Y si tuviese que expresarlo de forma matemática, lo haría de la siguiente manera:
Engagement = Contenido + Usabilidad + Participación + Viralidad
Me resulta difícil indicar la dosis de cada elemento, pero puedo decir que el orden de los factores SÍ afecta al producto. A continuación, explicaré brevemente lo que abarca cada uno.
Contenido:
El contenido es el rey. Si no tienes algo bueno, relevante y fresco que ofrecer, ya puedes comenzar a replantearte por qué estás en el negocio. Cuando digo "contenido" me refiero a la oferta de productos, de servicios, de información (textual, visual, multimedia) y a su estrecha relación con la clase de audiencia que tengas. Esta oferta tiene que ser variada y actualizada. Una buena explicación del por qué de lo anterior nos la da una constatada teoría sobre el patrón de búsqueda de alimento por los animales en la naturaleza, llamada "Lévy Flight" (ver imagen arriba). Se fundamenta en la observación de cuando los animales acaban las fuentes de alimentos en la zona en la que se mueven y conocen. La teoría demuestra que, una vez que éstos ya no encuentran más el alimento necesario, siguen un camino aleatorio hasta encontrar otra zona rica en alimentos que les satisfaga sus necesidades. Seth Godin ha comentado esto hace poco en un post que mejor lo explica. El caso es que, si no ofreces contenido que resulte satisfactorio para tus visitas/clientes, se irán a otro sitio.
Usabilidad:
Este factor es tan determinante como el anterior. Un buen trabajo de los estándares heurísticos y la arquitectura de la información de un sitio web, son fundamentales para que el contenido sea accesible (desde cualquier dispositivo), legible y comprensible. Es muy importante para que la experiencia de usuario sea exitosa, poder concebir un sitio que ofrezca el control de lo que quiere consumir el usuario, en la medida y formato que éste lo elija. A mí me ayuda utilizar un concepto matriz muy sencillo: "de lo general a lo particular según lo vaya decidiendo el visitante". Pero también ayuda la incorporación de tecnologías que permitan incrementar la relevancia del contenido en relación al perfil del usuario, o que recuerdan tus navegaciones anteriores y facilitan que regreses al punto de abandono, etc. Uno de los primeros blogs sobre usabilidad, pertenece a Jakob Nielsen, se llama Useit.com y contiene mucha información sobre este tema para que podáis guiaros mejor.
Participación:
El principio de toda relación es la bidireccionalidad de la comunicación que fluye entre las partes. No habrá verdadero Engagement si no se les da a los usuarios la posibilidad de interactuar de forma proactiva y participar en la conversación. Esto no implica solamente ofrecer formularios de contacto y responder las quejas, opiniones o sugerencias que se realicen (aunque estaría bien asegurarse de que se responda). Hablo de dar un paso más para que el consumidor se sienta partícipe de la marca y su evolución. Brindarles la posibilidad de dejar comentarios, de votar, de compartir experiencias, de generar contenido, de participar en el desarrollo de productos/servicios y de que se relacionen entre los demás consumidores de la marca es CRÍTICO. Un buen ejemplo de alguien que se está adaptando como marca es Coca-Cola. Puedes ver el ejemplo de video wall o del Concurso para la nueva botella.
Viralidad:
Este último factor, al que asocio al término anglosajón "Sociable", determina la capacidad de sociabilización que tendrá tu marca y oferta con el mundo. Me refiero aquí a la posibilidad de reenviar por mail, de compartir integrándolo en tu propio formato (embeber), de Twittear, de imprimir, de conectar con API's de distintas redes sociales para comunicar con un clic aquello que les interese o guste con todos sus contactos, amigos o con quien piensen que puede apreciarlo también. El trabajo adecuado de este cuarto elemento resulta en una sensación aumentada de la libertad de expresión que ofrece la marca reforzando la identidad de los usuarios con la misma, además de excelentes acciones de relaciones públicas a costo cero (o casi).
Una adecuada combinación de los 4 factores descritos os dará un nivel "X" de INTERACTIVIDAD. Y es el nivel de Interactividad el que define la medida de Engagement. Si la interactividad se reduce a la lectura o visualización de un contenido, o a una compra/reserva de un producto/servicio, diríamos que se produce una adopción de la marca en cuestión y que se ha conseguido un vínculo racional con el consumidor. Si, en cambio, la interactividad es mayor y se extiende hacia la participación con comentarios, o a compartirlo con otros, o a crear nuevo contenido; entonces hablamos de una relación más comprometida en la que se ha creado un vínculo emocional con el consumidor.
http://blog.demarketingonline.com/marketing_online/la-formula-del-engagement-1a-parte/
¿Tu casilla de email se queda sin espacio? Hotmail te ofrece 25 GB gratis. Registrá tu cuenta aquí
Teoría Lévy Flight
Muchas marcas se encuentran hoy en proceso de reconversión para adaptarse al nuevo consumidor o, llámese: prosumidor. Por ello, he creído útil facilitar una base metodológica sencilla que les ayude en la tarea, basada en el concepto de "Engagement" como principio básico del Marketing Relacional e Interactivo. Pero ¿qué es el engagement? ¿cómo se obtiene? ¿cómo se mide?
Si primero le preguntamos a Google ¿qué significa Engagement?, veréis que hay definiciones a borbotones y aplicaciones varias siendo que emerge de una teoría organizacional del área de los recursos humanos. Eso no ayuda, y aunque existen definiciones aplicables al tema que nos compete, me atreveré a describir el concepto como yo lo entiendo y abordo (traicionando a mi querida Wikipedia) en relación con su aplicación al Marketing.
Para mí, Engagement es una medida de adopción y relación con una marca por parte de sus clientes y/o prospectos. Y si tuviese que expresarlo de forma matemática, lo haría de la siguiente manera:
Engagement = Contenido + Usabilidad + Participación + Viralidad
Me resulta difícil indicar la dosis de cada elemento, pero puedo decir que el orden de los factores SÍ afecta al producto. A continuación, explicaré brevemente lo que abarca cada uno.
Contenido:
El contenido es el rey. Si no tienes algo bueno, relevante y fresco que ofrecer, ya puedes comenzar a replantearte por qué estás en el negocio. Cuando digo "contenido" me refiero a la oferta de productos, de servicios, de información (textual, visual, multimedia) y a su estrecha relación con la clase de audiencia que tengas. Esta oferta tiene que ser variada y actualizada. Una buena explicación del por qué de lo anterior nos la da una constatada teoría sobre el patrón de búsqueda de alimento por los animales en la naturaleza, llamada "Lévy Flight" (ver imagen arriba). Se fundamenta en la observación de cuando los animales acaban las fuentes de alimentos en la zona en la que se mueven y conocen. La teoría demuestra que, una vez que éstos ya no encuentran más el alimento necesario, siguen un camino aleatorio hasta encontrar otra zona rica en alimentos que les satisfaga sus necesidades. Seth Godin ha comentado esto hace poco en un post que mejor lo explica. El caso es que, si no ofreces contenido que resulte satisfactorio para tus visitas/clientes, se irán a otro sitio.
Usabilidad:
Este factor es tan determinante como el anterior. Un buen trabajo de los estándares heurísticos y la arquitectura de la información de un sitio web, son fundamentales para que el contenido sea accesible (desde cualquier dispositivo), legible y comprensible. Es muy importante para que la experiencia de usuario sea exitosa, poder concebir un sitio que ofrezca el control de lo que quiere consumir el usuario, en la medida y formato que éste lo elija. A mí me ayuda utilizar un concepto matriz muy sencillo: "de lo general a lo particular según lo vaya decidiendo el visitante". Pero también ayuda la incorporación de tecnologías que permitan incrementar la relevancia del contenido en relación al perfil del usuario, o que recuerdan tus navegaciones anteriores y facilitan que regreses al punto de abandono, etc. Uno de los primeros blogs sobre usabilidad, pertenece a Jakob Nielsen, se llama Useit.com y contiene mucha información sobre este tema para que podáis guiaros mejor.
Participación:
El principio de toda relación es la bidireccionalidad de la comunicación que fluye entre las partes. No habrá verdadero Engagement si no se les da a los usuarios la posibilidad de interactuar de forma proactiva y participar en la conversación. Esto no implica solamente ofrecer formularios de contacto y responder las quejas, opiniones o sugerencias que se realicen (aunque estaría bien asegurarse de que se responda). Hablo de dar un paso más para que el consumidor se sienta partícipe de la marca y su evolución. Brindarles la posibilidad de dejar comentarios, de votar, de compartir experiencias, de generar contenido, de participar en el desarrollo de productos/servicios y de que se relacionen entre los demás consumidores de la marca es CRÍTICO. Un buen ejemplo de alguien que se está adaptando como marca es Coca-Cola. Puedes ver el ejemplo de video wall o del Concurso para la nueva botella.
Viralidad:
Este último factor, al que asocio al término anglosajón "Sociable", determina la capacidad de sociabilización que tendrá tu marca y oferta con el mundo. Me refiero aquí a la posibilidad de reenviar por mail, de compartir integrándolo en tu propio formato (embeber), de Twittear, de imprimir, de conectar con API's de distintas redes sociales para comunicar con un clic aquello que les interese o guste con todos sus contactos, amigos o con quien piensen que puede apreciarlo también. El trabajo adecuado de este cuarto elemento resulta en una sensación aumentada de la libertad de expresión que ofrece la marca reforzando la identidad de los usuarios con la misma, además de excelentes acciones de relaciones públicas a costo cero (o casi).
Una adecuada combinación de los 4 factores descritos os dará un nivel "X" de INTERACTIVIDAD. Y es el nivel de Interactividad el que define la medida de Engagement. Si la interactividad se reduce a la lectura o visualización de un contenido, o a una compra/reserva de un producto/servicio, diríamos que se produce una adopción de la marca en cuestión y que se ha conseguido un vínculo racional con el consumidor. Si, en cambio, la interactividad es mayor y se extiende hacia la participación con comentarios, o a compartirlo con otros, o a crear nuevo contenido; entonces hablamos de una relación más comprometida en la que se ha creado un vínculo emocional con el consumidor.
http://blog.demarketingonline.com/marketing_online/la-formula-del-engagement-1a-parte/
¿Tu casilla de email se queda sin espacio? Hotmail te ofrece 25 GB gratis. Registrá tu cuenta aquí
martes, 18 de mayo de 2010
Which Department Owns Social Media?
In the past, it was easy for businesses or brands to segment different types of outreach or communication into departments. Marketing and public relations often operated separately from one another; human resources, customer service and technical support all operated in their own distinct branches. While overlap did occur, for the most part, actions and activities adhered to a set organizational structure.
But how do you classify social media? Because it can be used in so many different ways, social media fits into many traditional departmental hierarchies. Is social media primarily a product of marketing and/or public relations? Is it ultimately about customer service and support? Does its technical nature put it under the auspices of the IT department and its policies?
This is a loaded question with no clear-cut answer. We decided to talk to some social media professionals and consultants to find out their thoughts on what department ultimately "owns" social media.
Marketing and PR
Social media is a natural extension of both marketing and public relations. We've written extensively about the use of social media across both disciplines and the impact social media or social elements can have on an overall campaign.
In its November 2009 report on Social Media and Online PR, Econsultancy found that of the companies surveyed, 35% of companies managed their social media resources under the digital marketing team. PR/communications departments managed 21% of respondents, with 19% saying that social media was managed by a cross-functional team.
Social media has proven to be a solid marketing tool, so it isn't surprising that many companies associate the two with one another.
Likewise, the wide and distributed nature of social media makes it a great platform for public relations or communications teams. We've seen how useful social media can be as a source of news, and increasingly individuals are turning to social media channels to get information directly from a brand or company.
Danny Wong, the co-founder and Lead Evangelist for Blank Label says that PR should own social media because that department knows "what the appropriate messages are for the company's followers."
In his role as Lead Evangelist/PR, Wong manages all social media outreach. However, he notes that ultimately, the social media strategy should start from the very top.
Furthermore, marketing departments are often comprised of those who understand social media the best. As Todd Kelly told us on Twitter:
While social media continues to expand into more and more areas, for many businesses, it is still ultimately a part of marketing or public relations.
Is it Customer Service or is it PR?
One area that social media has started to intersect with is customer service. Thanks to programs like @ComcastCares, social media is increasingly becoming useful as a customer service tool. Best Buy is another company extensively using Twitter (Twitter) as a customer service tool via its Twelpforce program.
But is this really customer service in the traditional sense? Well, it depends on the implementation. As Chuck Tanowitz, principal at social media and PR firm Fresh Ground, notes:
"While internally this may be a customer service move, externally it's customer service blended with PR, since customer service problems are now being handled in the open, not in the relative privacy of a phone call."
The public-facing nature of the customer service interaction does make it more PR than strict customer service. However, traditional CRM tools like Salesforce have now integrated with Twitter and Facebook (Facebook) in such a way that real customer service tickets and cases can be created based off of those interactions.
Thus, while the conversation may start more publicly, the full customer service department and procedures can take over off the public feed and within the existing CRM system. This is actually a great way that companies can augment their existing customer service and support strategies through the use of social media.
It's About Everyone
Natalie Ebig Scott, who works in PR for TechSmith, believes that no one should own social media and that it should be a company-wide affair.
She notes that with the company's recent Snagit10 release, members from marketing, public relations, development, training and support all worked together to spread to the word and use social media during the launch.
As social media becomes useful in more and more areas, we expect to see many companies and brands adopt this approach.
Of course, within each department, how social media resources are delegated and how they are managed can still become an issue.
Why This Matters
So, why does classification matter? In truth, depending on the business or the brand, what department social media falls under may not end up being of importance. However, there are still some very valid reasons for trying to figure out what department ultimately owns social media.
For instance, as many larger organizations are finding out, it is becoming necessary to create a social media policy — not just for official company communication, but for personal communication by employees (who make it clear they work for the company in their profile).
Having a departmental ownership can help guide those policies. Depending on the context of the communications, there may be some accounting and reporting procedures that are legally mandated by the SEC and that might fall under the purview of corporate communications or human relations.
Sometimes, social media departments don't even own social media. While researching this story, we spoke with several social media managers who initially wanted to share their thoughts on social media ownership, only to be told by higher-ups that social media practices couldn't be discussed on the record.
In other words, even though these companies have individuals holding positions with "social media" in the title, corporate policy prohibited them from speaking about it. The number of companies that hold this view actually surprised us, and makes it clear that ultimately, the answer to "who owns social media" might be the legal
http://mashable.com/2010/05/17/social-media-ownership
Subir, organizar y compartir documentos online, está a un clic de tu bandeja de entrada. Ver más
But how do you classify social media? Because it can be used in so many different ways, social media fits into many traditional departmental hierarchies. Is social media primarily a product of marketing and/or public relations? Is it ultimately about customer service and support? Does its technical nature put it under the auspices of the IT department and its policies?
This is a loaded question with no clear-cut answer. We decided to talk to some social media professionals and consultants to find out their thoughts on what department ultimately "owns" social media.
Marketing and PR
Social media is a natural extension of both marketing and public relations. We've written extensively about the use of social media across both disciplines and the impact social media or social elements can have on an overall campaign.
In its November 2009 report on Social Media and Online PR, Econsultancy found that of the companies surveyed, 35% of companies managed their social media resources under the digital marketing team. PR/communications departments managed 21% of respondents, with 19% saying that social media was managed by a cross-functional team.
Social media has proven to be a solid marketing tool, so it isn't surprising that many companies associate the two with one another.
Likewise, the wide and distributed nature of social media makes it a great platform for public relations or communications teams. We've seen how useful social media can be as a source of news, and increasingly individuals are turning to social media channels to get information directly from a brand or company.
Danny Wong, the co-founder and Lead Evangelist for Blank Label says that PR should own social media because that department knows "what the appropriate messages are for the company's followers."
In his role as Lead Evangelist/PR, Wong manages all social media outreach. However, he notes that ultimately, the social media strategy should start from the very top.
Furthermore, marketing departments are often comprised of those who understand social media the best. As Todd Kelly told us on Twitter:
While social media continues to expand into more and more areas, for many businesses, it is still ultimately a part of marketing or public relations.
Is it Customer Service or is it PR?
One area that social media has started to intersect with is customer service. Thanks to programs like @ComcastCares, social media is increasingly becoming useful as a customer service tool. Best Buy is another company extensively using Twitter (Twitter) as a customer service tool via its Twelpforce program.
But is this really customer service in the traditional sense? Well, it depends on the implementation. As Chuck Tanowitz, principal at social media and PR firm Fresh Ground, notes:
"While internally this may be a customer service move, externally it's customer service blended with PR, since customer service problems are now being handled in the open, not in the relative privacy of a phone call."
The public-facing nature of the customer service interaction does make it more PR than strict customer service. However, traditional CRM tools like Salesforce have now integrated with Twitter and Facebook (Facebook) in such a way that real customer service tickets and cases can be created based off of those interactions.
Thus, while the conversation may start more publicly, the full customer service department and procedures can take over off the public feed and within the existing CRM system. This is actually a great way that companies can augment their existing customer service and support strategies through the use of social media.
It's About Everyone
Natalie Ebig Scott, who works in PR for TechSmith, believes that no one should own social media and that it should be a company-wide affair.
She notes that with the company's recent Snagit10 release, members from marketing, public relations, development, training and support all worked together to spread to the word and use social media during the launch.
As social media becomes useful in more and more areas, we expect to see many companies and brands adopt this approach.
Of course, within each department, how social media resources are delegated and how they are managed can still become an issue.
Why This Matters
So, why does classification matter? In truth, depending on the business or the brand, what department social media falls under may not end up being of importance. However, there are still some very valid reasons for trying to figure out what department ultimately owns social media.
For instance, as many larger organizations are finding out, it is becoming necessary to create a social media policy — not just for official company communication, but for personal communication by employees (who make it clear they work for the company in their profile).
Having a departmental ownership can help guide those policies. Depending on the context of the communications, there may be some accounting and reporting procedures that are legally mandated by the SEC and that might fall under the purview of corporate communications or human relations.
Sometimes, social media departments don't even own social media. While researching this story, we spoke with several social media managers who initially wanted to share their thoughts on social media ownership, only to be told by higher-ups that social media practices couldn't be discussed on the record.
In other words, even though these companies have individuals holding positions with "social media" in the title, corporate policy prohibited them from speaking about it. The number of companies that hold this view actually surprised us, and makes it clear that ultimately, the answer to "who owns social media" might be the legal
http://mashable.com/2010/05/17/social-media-ownership
Subir, organizar y compartir documentos online, está a un clic de tu bandeja de entrada. Ver más
Pero… son vacas ¿No vendemos pollos?
Por Tom Denari. Presidente de Young & Laramore. Publicado originalmente en Ad Age, bajo el título "But they're cows. Don't we sell chicken?"
Imagínese esta escena: un equipo creativo presenta un concepto al equipo de cuentas de Chick-fil-A. "Ok, así que tenemos vacas. Y una está escalando sobre la otra, para escribir "Coma más pollo" en un cartel.
¿Cómo respondería a esa idea?, ¿la habría apoyado? O quizás su respuesta habría sido "Pero son vacas, ¿no vendemos pollos?
Sea honesto con usted. ¿Cómo habría reaccionado?
Si usted es un director de cuentas, creativo o quizás un asistente del ejecutivo de cuenta asociado, está en el negocio de las ideas. Incluso si usted es el CEO de la agencia, está en el negocio de las ideas.
"Espere un minuto", dirá usted. "Mi negocio es vender productos". Sí, pero lo que olvidamos con frecuencia es que la idea sobre ese producto es aún más importante y más poderosa que el producto en sí mismo. Si no lo fuese, tendríamos supermercados llenos de productos con etiquetas blancas rotuladas como "porotos horneados", "toallas de papel" o "detergente".
Las ideas no son sólo acerca de los conceptos de publicidad. Los nuevos productos e incluso las categorías de productos son simplemente ideas. Si no fuese así tendríamos autos para trasladar personas, furgones para mover a mucha gente y camiones para transportar cosas. Sin ideas no tendríamos automóviles deportivos y, menos aún, vehículos crossover.
La idea es lo que importa: la innovación es sobre la búsqueda de nuevas ideas y la ejecución las hace reales. Sin las ideas no existe nada.
Estamos presentando propuestas diariamente. ¿Cómo sabe cómo resolverlas? ¿Cómo sabe si está frente a la próxima" Bosom Buddies" (una de las series más subvaloradas de los 80 en EEUU) o un nuevo "Seinfield"? Su trabajo es asegurarse que las mejores ideas no mueran producto de la innovación, ya que los cambios en la industria son frágiles –y viven en un lugar entre loco e imposible- y probablemente no le dejarán dormir algunas noches.
En el fondo, usted puede ser el tipo de persona que permanece entre la vida y la muerte de una idea, y por esto es indispensable entender cómo asegurarse de que las buenas ideas se mantengan con vida.
Matar una idea innovadora es realmente muy fácil, y requiere de poca atención o energía. Es fácil también elegir una nueva. ¿Por qué? Porque en sus primeras etapas, las ideas innovadoras tienen muchas fallas y obstáculos que pueden desafiar su visión del mundo. Además, si una nueva idea fue tan fácil de encontrar, debió haberse descubierto ya, ¿no?
Una de mis citas favoritas para ilustrar este punto es de un ex congresista y orador de la Casa de Representantes, Sam Rayburn quien una vez dijo "cualquier imbécil puede derribar un granero, pero se necesita un buen carpintero para construir uno".
Mi consejo para los jóvenes que trabajan en cuentas es que no deben ser ellos quienes maten las ideas. Al contrario, su trabajo es construirlas. Les digo a ellos que la mayoría de las malas ideas mueren por sí solas, cediendo ante su propia locura. Si son planeadas correctamente, a las malas ideas les toma más tiempo morir, para dejar paso a una idea mejor. Sin embargo, desafortunadamente una gran idea puede morir al instante.
A veces la mejor manera de alimentar una idea es simplemente mantener la boca cerrada. Si al verse enfrentado a una idea piensa que es ridícula o no sabe qué decir, permanezca en silencio. Escuche. Las ideas no convencionales necesitan espacio para respirar. De vez en cuando, con el cuidado y la alimentación indicada, lo ridículo se transforma en notable. Una duda temprana sobre una idea en desarrollo puede quitarle el aire al proceso, sofocando la energía productiva que ayuda a las ideas a prosperar.
Para evaluar lo que para usted quizás sería una idea loca es tratar de hacer que ésta funcione. Piense en los astronautas que viajaron 238 mil millas, con computadores de una potencia inferior a la que actualmente tiene un iPhone, y aterrizaron en la luna. Este tipo de ingenuidad debe inspirarlo a recordar que debe morderse la lengua cuando alguien presente una idea que usted considere loca. Es natural escuchar una voz en su cabeza diciéndole "eso no va a resultar" (pasa cuando permanece tranquilo). Está bien pensar sobre cada razón por la cual esa idea fallará, pero aquí está el secreto: recorra mentalmente esa lista pensando en una forma para solucionar cada problema, cada razón, cada pensamiento racional que provoca esas ansias por aplastar la idea, y ponerle fin ahí mismo. Quizás se sorprenda con los resultados.
Y por último, recuerde que las mejores ideas no suelen encajar en la organizada caja de sus expectativas. Si no lo hace sentir un poquito incómodo –y ligeramente nervioso-es probable que se trate de una idea correcta, pero no innovadora. El hecho de que ésta esté fuera de sus expectativas es la primera señal de que está frente algo especial.
Una última cosa. La próxima vez que encuentre un "buen carpintero" que se presente con un "granero", mantenga su boca cerrada y ofrézcale una mano. Deje que las vacas vendan pollo.
http://www.zappinglatam.com/articulos/2010/05/17/pero%e2%80%a6-son-vacas-%c2%bfno-vendemos-pollos/
¿Tu casilla de email se queda sin espacio? Hotmail te ofrece 25 GB gratis. Registrá tu cuenta aquí
Imagínese esta escena: un equipo creativo presenta un concepto al equipo de cuentas de Chick-fil-A. "Ok, así que tenemos vacas. Y una está escalando sobre la otra, para escribir "Coma más pollo" en un cartel.
¿Cómo respondería a esa idea?, ¿la habría apoyado? O quizás su respuesta habría sido "Pero son vacas, ¿no vendemos pollos?
Sea honesto con usted. ¿Cómo habría reaccionado?
Si usted es un director de cuentas, creativo o quizás un asistente del ejecutivo de cuenta asociado, está en el negocio de las ideas. Incluso si usted es el CEO de la agencia, está en el negocio de las ideas.
"Espere un minuto", dirá usted. "Mi negocio es vender productos". Sí, pero lo que olvidamos con frecuencia es que la idea sobre ese producto es aún más importante y más poderosa que el producto en sí mismo. Si no lo fuese, tendríamos supermercados llenos de productos con etiquetas blancas rotuladas como "porotos horneados", "toallas de papel" o "detergente".
Las ideas no son sólo acerca de los conceptos de publicidad. Los nuevos productos e incluso las categorías de productos son simplemente ideas. Si no fuese así tendríamos autos para trasladar personas, furgones para mover a mucha gente y camiones para transportar cosas. Sin ideas no tendríamos automóviles deportivos y, menos aún, vehículos crossover.
La idea es lo que importa: la innovación es sobre la búsqueda de nuevas ideas y la ejecución las hace reales. Sin las ideas no existe nada.
Estamos presentando propuestas diariamente. ¿Cómo sabe cómo resolverlas? ¿Cómo sabe si está frente a la próxima" Bosom Buddies" (una de las series más subvaloradas de los 80 en EEUU) o un nuevo "Seinfield"? Su trabajo es asegurarse que las mejores ideas no mueran producto de la innovación, ya que los cambios en la industria son frágiles –y viven en un lugar entre loco e imposible- y probablemente no le dejarán dormir algunas noches.
En el fondo, usted puede ser el tipo de persona que permanece entre la vida y la muerte de una idea, y por esto es indispensable entender cómo asegurarse de que las buenas ideas se mantengan con vida.
Matar una idea innovadora es realmente muy fácil, y requiere de poca atención o energía. Es fácil también elegir una nueva. ¿Por qué? Porque en sus primeras etapas, las ideas innovadoras tienen muchas fallas y obstáculos que pueden desafiar su visión del mundo. Además, si una nueva idea fue tan fácil de encontrar, debió haberse descubierto ya, ¿no?
Una de mis citas favoritas para ilustrar este punto es de un ex congresista y orador de la Casa de Representantes, Sam Rayburn quien una vez dijo "cualquier imbécil puede derribar un granero, pero se necesita un buen carpintero para construir uno".
Mi consejo para los jóvenes que trabajan en cuentas es que no deben ser ellos quienes maten las ideas. Al contrario, su trabajo es construirlas. Les digo a ellos que la mayoría de las malas ideas mueren por sí solas, cediendo ante su propia locura. Si son planeadas correctamente, a las malas ideas les toma más tiempo morir, para dejar paso a una idea mejor. Sin embargo, desafortunadamente una gran idea puede morir al instante.
A veces la mejor manera de alimentar una idea es simplemente mantener la boca cerrada. Si al verse enfrentado a una idea piensa que es ridícula o no sabe qué decir, permanezca en silencio. Escuche. Las ideas no convencionales necesitan espacio para respirar. De vez en cuando, con el cuidado y la alimentación indicada, lo ridículo se transforma en notable. Una duda temprana sobre una idea en desarrollo puede quitarle el aire al proceso, sofocando la energía productiva que ayuda a las ideas a prosperar.
Para evaluar lo que para usted quizás sería una idea loca es tratar de hacer que ésta funcione. Piense en los astronautas que viajaron 238 mil millas, con computadores de una potencia inferior a la que actualmente tiene un iPhone, y aterrizaron en la luna. Este tipo de ingenuidad debe inspirarlo a recordar que debe morderse la lengua cuando alguien presente una idea que usted considere loca. Es natural escuchar una voz en su cabeza diciéndole "eso no va a resultar" (pasa cuando permanece tranquilo). Está bien pensar sobre cada razón por la cual esa idea fallará, pero aquí está el secreto: recorra mentalmente esa lista pensando en una forma para solucionar cada problema, cada razón, cada pensamiento racional que provoca esas ansias por aplastar la idea, y ponerle fin ahí mismo. Quizás se sorprenda con los resultados.
Y por último, recuerde que las mejores ideas no suelen encajar en la organizada caja de sus expectativas. Si no lo hace sentir un poquito incómodo –y ligeramente nervioso-es probable que se trate de una idea correcta, pero no innovadora. El hecho de que ésta esté fuera de sus expectativas es la primera señal de que está frente algo especial.
Una última cosa. La próxima vez que encuentre un "buen carpintero" que se presente con un "granero", mantenga su boca cerrada y ofrézcale una mano. Deje que las vacas vendan pollo.
http://www.zappinglatam.com/articulos/2010/05/17/pero%e2%80%a6-son-vacas-%c2%bfno-vendemos-pollos/
¿Tu casilla de email se queda sin espacio? Hotmail te ofrece 25 GB gratis. Registrá tu cuenta aquí
Location-Based Content Draws Mobile Users
MAY 18, 2010
Research from Wi-Fi provider and mobile ad server JiWire buttresses reports on the effectiveness of mobile advertising, especially in apps and location-based services.
The company found that most users of its public Wi-Fi services had downloaded at least 10 smartphone apps and about two-thirds spent more than 30 minutes a day using the applications. In addition, 63% said they "frequently" use apps that require them to give their location to serve specific content.
JiWire's audience was somewhat less likely to say they would allow an app to access their location just to serve more relevant advertisements, but more than one-half reported they would.
While users seem to understand the trade-off of advertising for free content, with 76% saying they prefer ad-supported, free apps to paid ones, they are more ready to disclose location-based information for improved content than just for ads.
Nearly two-fifths of respondents said they were more likely to click on a mobile ad that was tailored to their specific location, while about one-half said it would not make a difference.
Overall, more than one-half of mobile device users studied said they had engaged with in-app advertising within the past month, either by clicking an ad, going to the advertiser's Website or making a purchase.
The Mobile Marketing Association and Luth Research found that location-based mobile ads had the highest response rates but a low ad recall rate of 9%. More than one-quarter of US mobile content users, by contrast, reported seeing in-app advertising.
http://www.emarketer.com/mobile/article_m.aspx?R=1007700
No importa si es pesado o liviano. Con Hotmail Skydrive tenés 25 GB para guardar todo. Más Info
Research from Wi-Fi provider and mobile ad server JiWire buttresses reports on the effectiveness of mobile advertising, especially in apps and location-based services.
The company found that most users of its public Wi-Fi services had downloaded at least 10 smartphone apps and about two-thirds spent more than 30 minutes a day using the applications. In addition, 63% said they "frequently" use apps that require them to give their location to serve specific content.
JiWire's audience was somewhat less likely to say they would allow an app to access their location just to serve more relevant advertisements, but more than one-half reported they would.
While users seem to understand the trade-off of advertising for free content, with 76% saying they prefer ad-supported, free apps to paid ones, they are more ready to disclose location-based information for improved content than just for ads.
Nearly two-fifths of respondents said they were more likely to click on a mobile ad that was tailored to their specific location, while about one-half said it would not make a difference.
Overall, more than one-half of mobile device users studied said they had engaged with in-app advertising within the past month, either by clicking an ad, going to the advertiser's Website or making a purchase.
The Mobile Marketing Association and Luth Research found that location-based mobile ads had the highest response rates but a low ad recall rate of 9%. More than one-quarter of US mobile content users, by contrast, reported seeing in-app advertising.
http://www.emarketer.com/mobile/article_m.aspx?R=1007700
No importa si es pesado o liviano. Con Hotmail Skydrive tenés 25 GB para guardar todo. Más Info
Las marcas invierten $ 100 millones para subirse al furor de Sudáfrica 2010
Por Sebastián Campanario
En las calles / muchas manos / levantadas, celebrando / una fiesta sin descanso / los países como hermanos". Si esta canción ya lo tiene harto y todavía no empezó el Mundial, mejor ni hablar de la pauta publicitaria, que se volvió monotemática y no se refiere a otra cosa que no sea Sudáfrica 2010. Se estima que las marcas gastarán en acciones relacionadas con la competición unos 100 millones de pesos en el mercado local, lo que representa un 40% de incremento con relación a los $ 70 millones de Alemania 2006.
"En toda América latina, se calcula que la inversión de las marcas con el Mundial trepará a los US$ 1.000 millones", señala Luis Criscuolo, director de Havas Sports & Entertainment, una división del megagrupo comunicacional que se dedica al marketing deportivo y el entretenimiento.
El diálogo es monotemático, también, porque las marcas que no tienen nada que decir con el mundial prefieren, en este caso, "apagar" su comunicación durante el mes de junio.
"Las marcas que no están asociadas al evento tratan de esquivar este período, ya que las tarifas son elevadas y el ruido publicitario es muy grande", sigue Criscuolo.
Con la movida, las marcas logran empatía con un consumidor receptivo. El spot de TyC (que muestra a argentinos quejándose de su país y a continuación franceses, alemanes, italianos e ingleses alabando nuestra pasión por el fútbol) es por ahora el más elogiado en sitios especializados y tuvo centenares de miles de visitas en Youtube. Lo dirigió Martín Mercado, de Young & Rubicam. En un programa de radio se pide que Diego Maradona incluya a Martín Palermo entre los 23 de la lista, "ante la eventualidad de que haya que patear un tiro libre desde la terraza de otro edificio" (en relación a la campaña de Gillette y Head & Shoulders).
Pegarse al evento de Sudáfrica no es barato y está regulado por una estricta política de esponsoreo y derechos federativos. La AFA tiene acuerdos con Quilmes, Coca Cola, Adidas, Italcred, Standard Bank, Claro, YPF, VW, Noblex, Powerade, Fibertel, Dasani, Aerolíneas y Magatone. La FIFA, con Budweiser, Gillette, Coca, Adidas, Fly Emirates, Continental, Fuji, Avaya, Toshiba, Hyundai, Mastercard y McDonald's.
Pero hay una tercera categoría, denominada "Ambush", que designa a sponsors que no pagan los derechos federativos pero que logran pegarse al evento, ya sea a través del esponsoreo de jugadores (Pepsi, Nike) o con otras acciones que los relacionan.
¿Cuáles son los riesgos? Que los mensajes se "comoditicen": gerencias de marketing y agencias que se pusieron a trabajar a último momento, y que terminan lanzando una acción con "hinchas" frente al televisor y algún sorteo por pasajes entre quienes manden un código por celular. "Las marcas deben tener algo interesante para decir, si no se cae en lugares comunes que terminan cayendo al vacío", dice Pablo Lezama, de Culturademarcas.com.
Con un crecimiento del 40% de la publicidad en el primer trimestre del año en relación al mismo período de 2009, en el ambiente del marketing hay mucha expectativa puesta en el gasto de las marcas en junio. Esteban Socorro, director de marca Coca-Cola para la División Sur de América Latina, precisó a Clarín que, en relación a la inversión por el Mundial, la campaña demandará entre un 25 y 30% del presupuesto de marca de la bebida del año.
http://www.clarin.com/diario/2010/05/17/elpais/p-02196406.htm
¿Tu casilla de email se queda sin espacio? Hotmail te ofrece 25 GB gratis. Registrá tu cuenta aquí
En las calles / muchas manos / levantadas, celebrando / una fiesta sin descanso / los países como hermanos". Si esta canción ya lo tiene harto y todavía no empezó el Mundial, mejor ni hablar de la pauta publicitaria, que se volvió monotemática y no se refiere a otra cosa que no sea Sudáfrica 2010. Se estima que las marcas gastarán en acciones relacionadas con la competición unos 100 millones de pesos en el mercado local, lo que representa un 40% de incremento con relación a los $ 70 millones de Alemania 2006.
"En toda América latina, se calcula que la inversión de las marcas con el Mundial trepará a los US$ 1.000 millones", señala Luis Criscuolo, director de Havas Sports & Entertainment, una división del megagrupo comunicacional que se dedica al marketing deportivo y el entretenimiento.
El diálogo es monotemático, también, porque las marcas que no tienen nada que decir con el mundial prefieren, en este caso, "apagar" su comunicación durante el mes de junio.
"Las marcas que no están asociadas al evento tratan de esquivar este período, ya que las tarifas son elevadas y el ruido publicitario es muy grande", sigue Criscuolo.
Con la movida, las marcas logran empatía con un consumidor receptivo. El spot de TyC (que muestra a argentinos quejándose de su país y a continuación franceses, alemanes, italianos e ingleses alabando nuestra pasión por el fútbol) es por ahora el más elogiado en sitios especializados y tuvo centenares de miles de visitas en Youtube. Lo dirigió Martín Mercado, de Young & Rubicam. En un programa de radio se pide que Diego Maradona incluya a Martín Palermo entre los 23 de la lista, "ante la eventualidad de que haya que patear un tiro libre desde la terraza de otro edificio" (en relación a la campaña de Gillette y Head & Shoulders).
Pegarse al evento de Sudáfrica no es barato y está regulado por una estricta política de esponsoreo y derechos federativos. La AFA tiene acuerdos con Quilmes, Coca Cola, Adidas, Italcred, Standard Bank, Claro, YPF, VW, Noblex, Powerade, Fibertel, Dasani, Aerolíneas y Magatone. La FIFA, con Budweiser, Gillette, Coca, Adidas, Fly Emirates, Continental, Fuji, Avaya, Toshiba, Hyundai, Mastercard y McDonald's.
Pero hay una tercera categoría, denominada "Ambush", que designa a sponsors que no pagan los derechos federativos pero que logran pegarse al evento, ya sea a través del esponsoreo de jugadores (Pepsi, Nike) o con otras acciones que los relacionan.
¿Cuáles son los riesgos? Que los mensajes se "comoditicen": gerencias de marketing y agencias que se pusieron a trabajar a último momento, y que terminan lanzando una acción con "hinchas" frente al televisor y algún sorteo por pasajes entre quienes manden un código por celular. "Las marcas deben tener algo interesante para decir, si no se cae en lugares comunes que terminan cayendo al vacío", dice Pablo Lezama, de Culturademarcas.com.
Con un crecimiento del 40% de la publicidad en el primer trimestre del año en relación al mismo período de 2009, en el ambiente del marketing hay mucha expectativa puesta en el gasto de las marcas en junio. Esteban Socorro, director de marca Coca-Cola para la División Sur de América Latina, precisó a Clarín que, en relación a la inversión por el Mundial, la campaña demandará entre un 25 y 30% del presupuesto de marca de la bebida del año.
http://www.clarin.com/diario/2010/05/17/elpais/p-02196406.htm
¿Tu casilla de email se queda sin espacio? Hotmail te ofrece 25 GB gratis. Registrá tu cuenta aquí
lunes, 17 de mayo de 2010
TocAd: Movistar para premiar a sus clientes por recibir publicidad
14 Mayo 2010
Telefónica apuesta por nuevos modelos de publicidad a través del móvil y presenta una novedosa forma de publicidad interactiva, tocAd. A través de esta nueva aplicación, los clientes de Movistar podrán conseguir premios a cambio de recibir publicidad que ellos mismos personalizan. De esta forma, el cliente puede decidir cómo quiere recibir la publicidad, qué días y sobre qué tema, convirtiendo el mensaje en algo más informativo que una simple comunicación comercial que no coincide con sus intereses.
Durante esta primera fase de lanzamiento, Telefónica cuenta ya con 25 anunciantes que encontrarán en tocAd un modelo de publicidad interactiva, segmentada y medible: El Corte Inglés, Bankinter, Chupa Chups, Smint, DAPlaneta, Real Madrid, Samsung, Volldamm, Volkswagen, Heineken, Hewlett Packard, LG, Renault, Sony Ericsson, Caja Madrid, Nike, San Miguel, Rodilla, Hugo Boss, Telepizza, Audi, Seat, Buongiorno, Gameloft y Movistar.
Para acceder al servicio, los usuarios deben darse de alta gratuitamente en Tocad.movistar.es o a través de la aplicación tocAd, incluida en algunos terminales de Movistar (no compatible con iPhone) o a través de SMS con el texto Alta tocAd al 221100. El cliente luego podrá personalizar cómo quiere recibir la publicidad (SMS, MMS, después de llamar o de enviar un mensaje, etc.), cuándo (fines de semana, toda la semana, de lunes a viernes) y sobre qué temas (moda, deporte, ocio, banca, viajes, etc.). A cambio de esta publicidad, el usuario consigue toques, que son puntos canjeables por productos y servicios de Movistar, como llamadas o SMS gratuitos.
Según Carlos Fernández Casares, director de nuevos negocios de Telefónica España, con esta plataforma, Movistar está introduciendo "un soporte más para la publicidad con el valor añadido de que es una publicidad totalmente a medida y personalizable". Añadió además que "en una primera fase, el soporte será el móvil, aunque previsiblemente se ampliará a internet, IPTV y al internet móvil 3G".
Fernández Casares asegura que, si bien no van a compartir los precios de este servicio, "serán muy similares a los de los demás productos". Respecto a cómo darán a conocer el servicio a los clientes, el directivo explicó que harán diversas acciones de marketing, "pero aún no hay nada concreto".
Durante la presentación estuvo presente Sixto Arias, director general de Mobext (Havas Digital), quien destacó que con esta nueva forma de publicidad "el móvil no es un medio más, Es el que los mide a todos, los complementa a todos, los integra y además te acompaña a la tienda cuando estés comprando". Arias aseguró además que la inversión en publicidad móvil rondará los 55 millones de euros en España. "En Estados Unidos y Reino Unido ya están experimentando crecimientos que multiplicanla facturación por cuatro o por cinco mes con mes. Todavía no ha llegado esa fiebre a España pero puede ser inminente, probablemente llegue el año que viene".
http://www.marketingdirecto.com/especiales/marketing-movil/tocad-la-nueva-oferta-de-movistar-para-premiar-a-sus-clientes-por-recibir-publicidad/
Ahora, Hotmail te da 25 GB gratis. El complemento de espacio que te estaba faltando. ¡Descubrilo ya!
Telefónica apuesta por nuevos modelos de publicidad a través del móvil y presenta una novedosa forma de publicidad interactiva, tocAd. A través de esta nueva aplicación, los clientes de Movistar podrán conseguir premios a cambio de recibir publicidad que ellos mismos personalizan. De esta forma, el cliente puede decidir cómo quiere recibir la publicidad, qué días y sobre qué tema, convirtiendo el mensaje en algo más informativo que una simple comunicación comercial que no coincide con sus intereses.
Durante esta primera fase de lanzamiento, Telefónica cuenta ya con 25 anunciantes que encontrarán en tocAd un modelo de publicidad interactiva, segmentada y medible: El Corte Inglés, Bankinter, Chupa Chups, Smint, DAPlaneta, Real Madrid, Samsung, Volldamm, Volkswagen, Heineken, Hewlett Packard, LG, Renault, Sony Ericsson, Caja Madrid, Nike, San Miguel, Rodilla, Hugo Boss, Telepizza, Audi, Seat, Buongiorno, Gameloft y Movistar.
Para acceder al servicio, los usuarios deben darse de alta gratuitamente en Tocad.movistar.es o a través de la aplicación tocAd, incluida en algunos terminales de Movistar (no compatible con iPhone) o a través de SMS con el texto Alta tocAd al 221100. El cliente luego podrá personalizar cómo quiere recibir la publicidad (SMS, MMS, después de llamar o de enviar un mensaje, etc.), cuándo (fines de semana, toda la semana, de lunes a viernes) y sobre qué temas (moda, deporte, ocio, banca, viajes, etc.). A cambio de esta publicidad, el usuario consigue toques, que son puntos canjeables por productos y servicios de Movistar, como llamadas o SMS gratuitos.
Según Carlos Fernández Casares, director de nuevos negocios de Telefónica España, con esta plataforma, Movistar está introduciendo "un soporte más para la publicidad con el valor añadido de que es una publicidad totalmente a medida y personalizable". Añadió además que "en una primera fase, el soporte será el móvil, aunque previsiblemente se ampliará a internet, IPTV y al internet móvil 3G".
Fernández Casares asegura que, si bien no van a compartir los precios de este servicio, "serán muy similares a los de los demás productos". Respecto a cómo darán a conocer el servicio a los clientes, el directivo explicó que harán diversas acciones de marketing, "pero aún no hay nada concreto".
Durante la presentación estuvo presente Sixto Arias, director general de Mobext (Havas Digital), quien destacó que con esta nueva forma de publicidad "el móvil no es un medio más, Es el que los mide a todos, los complementa a todos, los integra y además te acompaña a la tienda cuando estés comprando". Arias aseguró además que la inversión en publicidad móvil rondará los 55 millones de euros en España. "En Estados Unidos y Reino Unido ya están experimentando crecimientos que multiplicanla facturación por cuatro o por cinco mes con mes. Todavía no ha llegado esa fiebre a España pero puede ser inminente, probablemente llegue el año que viene".
http://www.marketingdirecto.com/especiales/marketing-movil/tocad-la-nueva-oferta-de-movistar-para-premiar-a-sus-clientes-por-recibir-publicidad/
Ahora, Hotmail te da 25 GB gratis. El complemento de espacio que te estaba faltando. ¡Descubrilo ya!
domingo, 16 de mayo de 2010
Which are the challengers fighting for local advertising budgets?
Internet Titan BattleWhen Google upgraded their Local Business Center to Google Places, it launched the opening salvo in what we expect to be a long war for local advertising dollars.
With local advertising revenues expected to reach $144.9 billion in 2014 according to BIA/Kelsey — and more and more dollars are shifting away from traditional media toward digital media buys — the new war for local ad spend will be a battle between the Internet (Internet) titans and social networks.
Facebook (Facebook), Twitter (Twitter), Google (Google), Microsoft, Foursquare (Foursquare), Yelp (Yelp) and even Apple are all attempting to carve out their own niche offering for local advertising dollars. Who will succeed remains to be seen, but this is a fight you won't want to miss.
The War of the Worlds
The challengers fighting for local advertising budgets can be separated into three categories: Search, consumer review sites and social networks. The mobile component to each sector is also quite significant, especially given that the mobile web is taking over the world, and that mobile search is still a nascent space — one that appears to be more app-driven than search-engine driven.
Each category also has its own distinct advantage and key players, but what Google has managed to do with Google Places is straddle all three sectors with an extremely valuable proposition for local businesses that includes free stuff, cheap advertising rates and the promise of exposure.
Google also has a very strong mobile presence, but their adherence to the standard search model for discovery could make them susceptible to competitors vying for local ad dollars.
Search
In the local search space we can include the obvious players: Google and Microsoft, the latter of which will grab more share once the Yahoo search deal is implemented. Both behemoths are fast-adding features to their search services to better facilitate local search queries. Bing (Bing) even has Foursquare data in maps.
For businesses, the advantages of being highlighted in local search results over competitors is significant. Sure it's 100% paid media, but it's also exposure at one of the primary touch points for service and restaurant queries on the web.
Google clearly recognizes the value of a targeted ad. With Google Places they also re-introduced a simpler, faster, cheaper way for their local business customers to advertise (formerly called enhanced listings). Business can pay a $25 per month flat fee to use Tags to make their listings more prominent on Google.com and Google Maps (Google Maps). Included in Tags are Posts, which are like status updates for Place Pages and will appear as part of the search listing.
Tags show up as yellow markers that users can scroll over to view promoted features or coupons. While Tags are ads, they're essentially Google's take on Promoted Tweets, and make listings stand out from the crowd. If done right, they could be useful for both businesses and consumers.
When thinking about local search, don't forget about Twitter. The social network also happens to double as a search engine, and they're aggressively moving in the local direction with tweet geotagging that can identify points of interest. This extra layer of data will enable Twitter users to search locally, and see a real-time stream of nearby tweets.
Couple these new Twitter features with Promoted Tweets — Twitter's definition of search advertising — and you have a situation ripe for local businesses. The key here is whether or not Twitter can prove why users should share their location and why local businesses should care.
In thinking about search, remember that mobile will factor into the future in a big way. Steve Jobs believes that most mobile search happens via applications, which means that Apple — which now owns alternative mobile search application Siri (Siri) — could play an important role in the mobile local advertising battle.
Consumer Review Sites
For the purpose of this post, consumer review sites like Yelp and City Search are being distinguished from other social networks because their primary focus is on user-generated place reviews.
The advertising opportunities on these sites are certainly geared towards the businesses that consumers are reviewing. That could create a conflict of interest for some networks, and in the case of Yelp, many small businesses felt that they were being bullied to pay to advertise in order to remove negative reviews. Yelp has maintained that this was absolutely not the case, and was a misunderstanding of their review filtering process.
As such, they've made changes in recent weeks to lessen the confusion, but now that Google Places offers a handful of business-friendly features, we could easily see local businesses jump ship with their advertising budgets.
On this feature front, the addition of service areas is quite significant. So too are the QR code window decals and free business photo shoots. Plus, if Google opts to take Google Maps inside businesses, there will be even more incentive for companies to own their Google Place Page.
In a previous post, I made a case for how the new consumer review is all about you, and that location, premium content and relationships are critical to the relevancy of the consumer review.
In this sense, Foursquare certainly factors into the consumer review equation. Their tips and content partnerships mean that their location-aware mobile social network is perfectly poised to deliver up tightly packaged consumer reviews that are place- and time-relevant. This means that smart local businesses will allocate more of their budgets to checkin rewards and mayor specials.
Lest we forget, there's a Foursquare-esque component of Google's Place Pages. All Place Pages include consumer reviews with both text and star ratings. These reviews are also easily accessible via Google Buzz for Mobile and Google Maps.
Social Networks
The primary social networks embroiled in the local advertising war include Twitter, Foursquare, Google and soon Facebook.
Google's social networking endeavors have left plenty to be desired. Google Buzz (Google Buzz) launched to an excited tech audience but enthusiasm has since faded away. There's also Google Latitude — an always-on location-sharing service that started as a Loopt clone — which now has 3 million active users. It's the intersection of Buzz and Latitude on mobile devices that will help Google nail down local advertising dollars.
Between Buzz for Mobile's checkin model and Latitude, Google has a lot of information that they can both display for consumer/business use as well as use behind the scenes. Since Buzz checkins are associated with Place Pages and Place Pages have dashboards, Google has the opportunity to compete with Foursquare's business dashboards. They also have the data to create accurate behavioral analysis around location, based on the implicit location-sharing of Latitude users. Take that and the Google name, and you have something quite compelling.
Unfortunately for Google, Facebook is most certainly moving into the same space. Given their size and trendiness, we can assume that Facebook will be a strong competitor and a viable contender for local advertising dollars. The leaked McDonalds-Facebook location partnership tells us that diners will be able to check-in at restaurants with activity and food items being posted back to Facebook. How exactly this will work or function we don't know, but what is certain is that once Facebook knows where their 400 million members are, they can target advertising by location.
Twitter is really trying to ramp up relevancy of geo-located tweets, but they've never quite been able to do what Foursquare has done — demonstrate the significance of location-sharing. As discussed above, there could be a perfect storm brewing for the day when geo-aware tweets are tied to places and Promoted Tweets are available to all potential advertisers.
Once that happens, we predict that advertisers will be able to target their Promoted Tweets by location and not just keywords (as it stands now). Should they go down this path, this could be their real secret sauce, especially given what we've already seen from Virgin America in the Promoted Tweets department.
In the social networking space, don't count out David — a.k.a. Foursquare — amongst these internet Goliaths. Foursquare has pioneered the location-sharing movement by making checkins valuable, if not cool. The company is hotter than ever, and its partnerships — especially with the likes of Starbucks — continually ensure that it has something the competition doesn't. Its user base is growing astronomically, and now that the users are there, businesses are clamoring to catch up.
Foursquare has also been nimble in finding ways to cater to local businesses. Early on, it allowed business owners to offer specials to mayors and those that check in. More recently, it introduced a simple way for businesses to sign-up and gain access to the business dashboard with checkin analysis. Its offering not only parallels what Google is doing with Place Pages, but bests it.
http://mashable.com/2010/05/14/local-advertising-war
Ahora, Hotmail te da 25 GB gratis. El complemento de espacio que te estaba faltando. ¡Descubrilo ya!
With local advertising revenues expected to reach $144.9 billion in 2014 according to BIA/Kelsey — and more and more dollars are shifting away from traditional media toward digital media buys — the new war for local ad spend will be a battle between the Internet (Internet) titans and social networks.
Facebook (Facebook), Twitter (Twitter), Google (Google), Microsoft, Foursquare (Foursquare), Yelp (Yelp) and even Apple are all attempting to carve out their own niche offering for local advertising dollars. Who will succeed remains to be seen, but this is a fight you won't want to miss.
The War of the Worlds
The challengers fighting for local advertising budgets can be separated into three categories: Search, consumer review sites and social networks. The mobile component to each sector is also quite significant, especially given that the mobile web is taking over the world, and that mobile search is still a nascent space — one that appears to be more app-driven than search-engine driven.
Each category also has its own distinct advantage and key players, but what Google has managed to do with Google Places is straddle all three sectors with an extremely valuable proposition for local businesses that includes free stuff, cheap advertising rates and the promise of exposure.
Google also has a very strong mobile presence, but their adherence to the standard search model for discovery could make them susceptible to competitors vying for local ad dollars.
Search
In the local search space we can include the obvious players: Google and Microsoft, the latter of which will grab more share once the Yahoo search deal is implemented. Both behemoths are fast-adding features to their search services to better facilitate local search queries. Bing (Bing) even has Foursquare data in maps.
For businesses, the advantages of being highlighted in local search results over competitors is significant. Sure it's 100% paid media, but it's also exposure at one of the primary touch points for service and restaurant queries on the web.
Google clearly recognizes the value of a targeted ad. With Google Places they also re-introduced a simpler, faster, cheaper way for their local business customers to advertise (formerly called enhanced listings). Business can pay a $25 per month flat fee to use Tags to make their listings more prominent on Google.com and Google Maps (Google Maps). Included in Tags are Posts, which are like status updates for Place Pages and will appear as part of the search listing.
Tags show up as yellow markers that users can scroll over to view promoted features or coupons. While Tags are ads, they're essentially Google's take on Promoted Tweets, and make listings stand out from the crowd. If done right, they could be useful for both businesses and consumers.
When thinking about local search, don't forget about Twitter. The social network also happens to double as a search engine, and they're aggressively moving in the local direction with tweet geotagging that can identify points of interest. This extra layer of data will enable Twitter users to search locally, and see a real-time stream of nearby tweets.
Couple these new Twitter features with Promoted Tweets — Twitter's definition of search advertising — and you have a situation ripe for local businesses. The key here is whether or not Twitter can prove why users should share their location and why local businesses should care.
In thinking about search, remember that mobile will factor into the future in a big way. Steve Jobs believes that most mobile search happens via applications, which means that Apple — which now owns alternative mobile search application Siri (Siri) — could play an important role in the mobile local advertising battle.
Consumer Review Sites
For the purpose of this post, consumer review sites like Yelp and City Search are being distinguished from other social networks because their primary focus is on user-generated place reviews.
The advertising opportunities on these sites are certainly geared towards the businesses that consumers are reviewing. That could create a conflict of interest for some networks, and in the case of Yelp, many small businesses felt that they were being bullied to pay to advertise in order to remove negative reviews. Yelp has maintained that this was absolutely not the case, and was a misunderstanding of their review filtering process.
As such, they've made changes in recent weeks to lessen the confusion, but now that Google Places offers a handful of business-friendly features, we could easily see local businesses jump ship with their advertising budgets.
On this feature front, the addition of service areas is quite significant. So too are the QR code window decals and free business photo shoots. Plus, if Google opts to take Google Maps inside businesses, there will be even more incentive for companies to own their Google Place Page.
In a previous post, I made a case for how the new consumer review is all about you, and that location, premium content and relationships are critical to the relevancy of the consumer review.
In this sense, Foursquare certainly factors into the consumer review equation. Their tips and content partnerships mean that their location-aware mobile social network is perfectly poised to deliver up tightly packaged consumer reviews that are place- and time-relevant. This means that smart local businesses will allocate more of their budgets to checkin rewards and mayor specials.
Lest we forget, there's a Foursquare-esque component of Google's Place Pages. All Place Pages include consumer reviews with both text and star ratings. These reviews are also easily accessible via Google Buzz for Mobile and Google Maps.
Social Networks
The primary social networks embroiled in the local advertising war include Twitter, Foursquare, Google and soon Facebook.
Google's social networking endeavors have left plenty to be desired. Google Buzz (Google Buzz) launched to an excited tech audience but enthusiasm has since faded away. There's also Google Latitude — an always-on location-sharing service that started as a Loopt clone — which now has 3 million active users. It's the intersection of Buzz and Latitude on mobile devices that will help Google nail down local advertising dollars.
Between Buzz for Mobile's checkin model and Latitude, Google has a lot of information that they can both display for consumer/business use as well as use behind the scenes. Since Buzz checkins are associated with Place Pages and Place Pages have dashboards, Google has the opportunity to compete with Foursquare's business dashboards. They also have the data to create accurate behavioral analysis around location, based on the implicit location-sharing of Latitude users. Take that and the Google name, and you have something quite compelling.
Unfortunately for Google, Facebook is most certainly moving into the same space. Given their size and trendiness, we can assume that Facebook will be a strong competitor and a viable contender for local advertising dollars. The leaked McDonalds-Facebook location partnership tells us that diners will be able to check-in at restaurants with activity and food items being posted back to Facebook. How exactly this will work or function we don't know, but what is certain is that once Facebook knows where their 400 million members are, they can target advertising by location.
Twitter is really trying to ramp up relevancy of geo-located tweets, but they've never quite been able to do what Foursquare has done — demonstrate the significance of location-sharing. As discussed above, there could be a perfect storm brewing for the day when geo-aware tweets are tied to places and Promoted Tweets are available to all potential advertisers.
Once that happens, we predict that advertisers will be able to target their Promoted Tweets by location and not just keywords (as it stands now). Should they go down this path, this could be their real secret sauce, especially given what we've already seen from Virgin America in the Promoted Tweets department.
In the social networking space, don't count out David — a.k.a. Foursquare — amongst these internet Goliaths. Foursquare has pioneered the location-sharing movement by making checkins valuable, if not cool. The company is hotter than ever, and its partnerships — especially with the likes of Starbucks — continually ensure that it has something the competition doesn't. Its user base is growing astronomically, and now that the users are there, businesses are clamoring to catch up.
Foursquare has also been nimble in finding ways to cater to local businesses. Early on, it allowed business owners to offer specials to mayors and those that check in. More recently, it introduced a simple way for businesses to sign-up and gain access to the business dashboard with checkin analysis. Its offering not only parallels what Google is doing with Place Pages, but bests it.
http://mashable.com/2010/05/14/local-advertising-war
Ahora, Hotmail te da 25 GB gratis. El complemento de espacio que te estaba faltando. ¡Descubrilo ya!
20 Top Twitter Monitoring and Analytics Tools
April 26, 2010
Social media is much more than a way to stay connected and to have fun: it's a way to market yourself, your business, and your products and services. By establishing a presence on the social Web, you can gain virtually unlimited exposure to your target audience without incurring the higher costs associated with traditional marketing campaigns.
While participating in social media is good, it can be difficult to track how you're performing — Are you actually reaching your target market? How is your brand perceived? What are people saying about you and your products?
Here's why Twitter is one of the best social media platforms for listening:
* Real-time results. We've all heard examples of how breaking news spreads immediately on Twitter. Because of Twitter's real-time search engine, you can get a quick pulse of public opinion.
* Wide reach. Twitter is useful to many different types and sizes of businesses.
* Direct feedback. You hear what people are saying as they say it.
There are many powerful social media tracking and analytics tools available that can monitor your performance on social media sites like Twitter. They can help you judge the effectiveness of your efforts and keep track of what people are saying about you. Here are a few to help you get you started with sentiment and behavioral analysis so you can maximize Twitter's benefits:
Twazzup: A dashboard program that monitors Twitter, Twazzup will tell you every time your keywords are mentioned in a tweet. It will also categorize your results by link popularity, contributors, tagging clouds, and users. Unique features like avatar mouse-overs that give more details about that user's relevant tweets make Twazzup a surprisingly powerful and valuable social media monitoring tool.
TwitterGrader: Twitter Grader is a free tool that allows you to check the power of your Twitter profile. It looks at a variety of factors including the number of followers, power of those followers, and the level to which you are engaging the community. It takes just a few seconds to generate your free report.
Twitscoop: Twitscoop is a real-time visualization tool which enables users to "mine the thought stream" provided by Twitter. Its algorithm cuts every English non-spam tweet into pieces ("tags"), and ranks them by how frequently they are used versus normal usage. It detects growing trends in real time, identifies breaking news, and monitors specific keywords. It also creates custom graphs that display the activity for any given word on Twitter.
TweetBuzzer: TweetBuzzer lets you see which brands get talked about most on Twitter. You can see and track the top tweeted brands in a 24 hour, 7-day, or 30-day period.
TweetEffect: Find out which of your Twitter updates made people follow or leave you. The site lists all the Twitter updates that had an effect on your follower numbers. Updates that made people leave are displayed in red, others in black.
TweetPsych: TweetPsych uses two linguistic analysis algorithms to build a psychological profile of a person based on the content of their tweets. The service analyzes your last 1000 tweets and works best on users who have posted more than 1000 updates. It also works best on accounts that are operated by a single user and use Twitter in a conversational manner, rather than as a content distribution platform.
MicroPlaza: MicroPlaza looks at your Twitter network and displays all the links shared by the people you follow with associated tweets — what MicroPlaza calls "tiles". The tool only looks at public time lines and tweets, not direct messages or protected accounts.
Twittercounter: TwitterCounter is a great Twitter service that offers updated statistics of your followers, the users you're following, and daily tweets. You can also compare absolute growth of multiple twitter accounts or contrast them with your competitors' expansion, enabling you to track, measure, and redesign your strategy.
Twitter Analyzer: This is an interesting tool — if you love using Google Analytics then this will impress you. You can see how many of your followers are currently online, who retweets your messages, what people are writing about you, Twitter following stats, your tweeting habits, and much more. Twitter Analyzer puts your stats in chart form, making them easy to understand.
Twitturly: Twitturly tracks the URLs flying around the Twitterverse and provides a quick, real-time view of what people are talking about on Twitter. Each time someone tweets a URL to their followers, Twitturly takes note of it and applies it as a vote for that URL. The more votes a URL has in the last 24 hours, the higher it ranks on Twitturly's Top100.
Tweettronics: Tweettronics is a tool to analyze, discover, track, and engage with Twitter conversations about your products, brands, and topics.
Twitalyzer: Twitalyzer is a free tool to evaluate the activity of any Twitter user and report on dozens of useful measures of success in social media. This powerful tool can help you measure the influence, popularity, velocity, and generosity of your Twitter account.
Tweeps: What do they tweet about? How much do they tweet? How social are they? Do they use hashtags? Share URLs? Tweeps answers these questions and more. It analyzes the content of Twitter users' tweets to find interesting statistics about them, and updates them several times a day. You can use Tweeps to help you decide who to follow, who you would like to be following you, or just to discover interesting information about Twitter users.
Monitter: As its name implies, it's a simple Twitter monitor that let you "monitter" the Twitter world for a set of keywords and watch what people are talking about in real time.
Spy: Spy is an easy-to-use tool that visualizes the conversations on Twitter, Friendfeed, Flickr, blogs, and other social networks and enables you to listen in on the interactions you're interested in.
TwiBuzz: TwiBuzz is a tool that tells you how often people are using Twitter to tweet your favorite keywords in real time. It plots the current and historical tweet rate in tweets per minute (TPM) for your search terms. TwiBuzz tracks a predefined list of terms, but you'll find that it's easy to add to that list. Once a term is added, TwiBuzz will have its first TPM data point for that query within a few minutes.
Emotionstream: Emotionstream is a data mining research project that searches for emotion patterns on Twitter. The goal behind this project is to develop algorithms to find trends about what is making people happy in real time by using Twitter data.
Klout: Klout allows you to track the impact of your opinions, links, and recommendations across your social graph. It collects data about the content you create, how people interact with that content, and the size and composition of your network. From there, it analyzes the data to find indicators of influence and helps you interpret the data.
Web2express: Web2express Digest uses open semantic and NLP tools to analyze millions of Twitter conversations and blogs. It auto-discovers trending topics from fresh Web content and enables you to view new Web conversations around topics, enabling efficient monitoring of products, brands, companies, or competitors in real time.
BackTweets: This Twitter monitoring tool is used to search for particular links on Twitter. It also has an advanced search option which makes your searching more flexible.
Read more: http://www.pamorama.net/2010/04/26/20-top-twitter-monitoring-and-analytics-tools/#ixzz0o8jzmmes
Tu vida no tiene límites, ahora Hotmail tampoco. 25 GB para organizar y compartir todo. Hacé clic aquí
Social media is much more than a way to stay connected and to have fun: it's a way to market yourself, your business, and your products and services. By establishing a presence on the social Web, you can gain virtually unlimited exposure to your target audience without incurring the higher costs associated with traditional marketing campaigns.
While participating in social media is good, it can be difficult to track how you're performing — Are you actually reaching your target market? How is your brand perceived? What are people saying about you and your products?
Here's why Twitter is one of the best social media platforms for listening:
* Real-time results. We've all heard examples of how breaking news spreads immediately on Twitter. Because of Twitter's real-time search engine, you can get a quick pulse of public opinion.
* Wide reach. Twitter is useful to many different types and sizes of businesses.
* Direct feedback. You hear what people are saying as they say it.
There are many powerful social media tracking and analytics tools available that can monitor your performance on social media sites like Twitter. They can help you judge the effectiveness of your efforts and keep track of what people are saying about you. Here are a few to help you get you started with sentiment and behavioral analysis so you can maximize Twitter's benefits:
Twazzup: A dashboard program that monitors Twitter, Twazzup will tell you every time your keywords are mentioned in a tweet. It will also categorize your results by link popularity, contributors, tagging clouds, and users. Unique features like avatar mouse-overs that give more details about that user's relevant tweets make Twazzup a surprisingly powerful and valuable social media monitoring tool.
TwitterGrader: Twitter Grader is a free tool that allows you to check the power of your Twitter profile. It looks at a variety of factors including the number of followers, power of those followers, and the level to which you are engaging the community. It takes just a few seconds to generate your free report.
Twitscoop: Twitscoop is a real-time visualization tool which enables users to "mine the thought stream" provided by Twitter. Its algorithm cuts every English non-spam tweet into pieces ("tags"), and ranks them by how frequently they are used versus normal usage. It detects growing trends in real time, identifies breaking news, and monitors specific keywords. It also creates custom graphs that display the activity for any given word on Twitter.
TweetBuzzer: TweetBuzzer lets you see which brands get talked about most on Twitter. You can see and track the top tweeted brands in a 24 hour, 7-day, or 30-day period.
TweetEffect: Find out which of your Twitter updates made people follow or leave you. The site lists all the Twitter updates that had an effect on your follower numbers. Updates that made people leave are displayed in red, others in black.
TweetPsych: TweetPsych uses two linguistic analysis algorithms to build a psychological profile of a person based on the content of their tweets. The service analyzes your last 1000 tweets and works best on users who have posted more than 1000 updates. It also works best on accounts that are operated by a single user and use Twitter in a conversational manner, rather than as a content distribution platform.
MicroPlaza: MicroPlaza looks at your Twitter network and displays all the links shared by the people you follow with associated tweets — what MicroPlaza calls "tiles". The tool only looks at public time lines and tweets, not direct messages or protected accounts.
Twittercounter: TwitterCounter is a great Twitter service that offers updated statistics of your followers, the users you're following, and daily tweets. You can also compare absolute growth of multiple twitter accounts or contrast them with your competitors' expansion, enabling you to track, measure, and redesign your strategy.
Twitter Analyzer: This is an interesting tool — if you love using Google Analytics then this will impress you. You can see how many of your followers are currently online, who retweets your messages, what people are writing about you, Twitter following stats, your tweeting habits, and much more. Twitter Analyzer puts your stats in chart form, making them easy to understand.
Twitturly: Twitturly tracks the URLs flying around the Twitterverse and provides a quick, real-time view of what people are talking about on Twitter. Each time someone tweets a URL to their followers, Twitturly takes note of it and applies it as a vote for that URL. The more votes a URL has in the last 24 hours, the higher it ranks on Twitturly's Top100.
Tweettronics: Tweettronics is a tool to analyze, discover, track, and engage with Twitter conversations about your products, brands, and topics.
Twitalyzer: Twitalyzer is a free tool to evaluate the activity of any Twitter user and report on dozens of useful measures of success in social media. This powerful tool can help you measure the influence, popularity, velocity, and generosity of your Twitter account.
Tweeps: What do they tweet about? How much do they tweet? How social are they? Do they use hashtags? Share URLs? Tweeps answers these questions and more. It analyzes the content of Twitter users' tweets to find interesting statistics about them, and updates them several times a day. You can use Tweeps to help you decide who to follow, who you would like to be following you, or just to discover interesting information about Twitter users.
Monitter: As its name implies, it's a simple Twitter monitor that let you "monitter" the Twitter world for a set of keywords and watch what people are talking about in real time.
Spy: Spy is an easy-to-use tool that visualizes the conversations on Twitter, Friendfeed, Flickr, blogs, and other social networks and enables you to listen in on the interactions you're interested in.
TwiBuzz: TwiBuzz is a tool that tells you how often people are using Twitter to tweet your favorite keywords in real time. It plots the current and historical tweet rate in tweets per minute (TPM) for your search terms. TwiBuzz tracks a predefined list of terms, but you'll find that it's easy to add to that list. Once a term is added, TwiBuzz will have its first TPM data point for that query within a few minutes.
Emotionstream: Emotionstream is a data mining research project that searches for emotion patterns on Twitter. The goal behind this project is to develop algorithms to find trends about what is making people happy in real time by using Twitter data.
Klout: Klout allows you to track the impact of your opinions, links, and recommendations across your social graph. It collects data about the content you create, how people interact with that content, and the size and composition of your network. From there, it analyzes the data to find indicators of influence and helps you interpret the data.
Web2express: Web2express Digest uses open semantic and NLP tools to analyze millions of Twitter conversations and blogs. It auto-discovers trending topics from fresh Web content and enables you to view new Web conversations around topics, enabling efficient monitoring of products, brands, companies, or competitors in real time.
BackTweets: This Twitter monitoring tool is used to search for particular links on Twitter. It also has an advanced search option which makes your searching more flexible.
Read more: http://www.pamorama.net/2010/04/26/20-top-twitter-monitoring-and-analytics-tools/#ixzz0o8jzmmes
Tu vida no tiene límites, ahora Hotmail tampoco. 25 GB para organizar y compartir todo. Hacé clic aquí
Suscribirse a:
Entradas (Atom)
