10 Ways Marketing Has Changed Forever


Robin Neifield  |  June 15, 2011   |  4 comments

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I am a marketer by training, trade, and DNA, but I started my career in the pre-Internet days and have often reflected on the large and small ways that my experience and opportunities have been shaped by the advent of the Internet and social media. Many junior and even senior members of our trade craft at this point were digitally born into their professional careers. They can't imagine a professional world without email or websites, social communities, search engines, analytics, and dozens of other critical tools. We old marketing dinosaurs have learned to move quickly and adapt to the new environment, but it really is a different professional world in some profound ways.

  1. Every business is a multi-channel publisher now. Whether they want to be or not, every business is in the content business now and the need for content is constant and growing. You may have thought you worked in a trucking business or a drug company, but you have additional responsibilities now that define the business in substantial ways. A whole new industry has grown up to feed the content monster in all its forms - emails, site content, interactive tools, games, video, and apps - the list is endless and it needs to be refreshed constantly with quality content. That's a huge problem for many businesses, as evidenced by all the dumb or outdated content on the web. Marketers are charged with identifying those content needs, assessing the appropriate format, scope, and tone, supplying the content on a regular basis, measuring the impact of that content, looking for syndication partners and links, etc. The need for content adds a whole new layer of responsibility to the marketing role, and the resulting content assets are often referred to as "owned assets."
  2. User-generated content (UGC). Advice and reviews, even rants, from both strangers and friends, often has more credibility and power than the message that the brand carefully crafts and places. Eliciting, tracking, and responding appropriately to that UGC may be a task shared by other departments within the organization (e.g., customer service), but it has deep marketing impact. It's another take on the content challenge with the additional twist that the marketers don't control the message. They can hope to "earn" good mentions by providing opportunity for dialogue, and listening and responding appropriately. That direct connection to the end user and the power shift to the consumer creates an entirely new set of challenges for marketers.
  3. Brand accountability is heightened. The consumer's experience is defined by other consumers as well as the brand or company, and that consumer has a megaphone through social media. In fact, just one user's experience can immediately and directly impact businesses that might have thought they were insulated. Today's marketers have to be ever-vigilant on all fronts and switch their focus away from pushing out brand messaging. The new marketing role is about understanding the consumers' needs, creating a good customer experience, enabling conversations and dialogue to further cement brand bonds, and learning useful tidbits that help companies meet those needs even better as they continue to evolve. Marketers have to cope with the idea that they are not in charge - not in charge of their brand message, not in charge of the conversations, not even, in some cases, in charge of their pricing models.
  4. Redefined competitive sets. Information is freely available for research or comparison shopping and geography has less control over where you buy. This move to a less friction-prone environment redefines the competitive set for many marketers. In a very real sense, marketers now compete with businesses around the globe, that sell to different groups, or provide different services or products sometimes simply because they share some common language for consumer queries on search engines.
  5. Paid media opportunities are much more finely segmented and targeted. Marketers now can personalize ads, offers, and site experiences based on all kinds of targeting parameters or captured information that qualifies prospects. That degree of precision increases relevancy and optimizes the efficiency of media spend. New technology platforms like ad exchanges and DSPs have brought down the cost of those buys as the universe of publishers offering ad space and users performing search queries has increased to provide an even richer potential field of advertising opportunities online. These media buys are also more fluid, providing better budget management as optimization pushes dollars to the most effective placements and lenient out-clauses remove a huge sunk cost from the picture.
  6. It's all about the metrics. Digital marketing is very data-driven and most of the activity is highly traceable. It's one of the reasons that budgets have swarmed to online marketing, because there is far less guessing about what is working. Even the softer measures of earned/social media get translated into KPIs and optimized mostly because we can, but also because those metrics can provide illumination and insight when used correctly. Direct marketing pros in all eras have always applied analytics to their marketing. Successful marketers in this environment should be well-prepared to collect, manipulate, analyze, and translate data as an everyday part of their world, regardless of their marketing specialty or industry.
  7. Businesses that will thrive are nimble. They are forced to respond quickly with rapid iteration of everything from their business model or offerings to audience segments, targeting technology, new channels, and much more. Google is the classic example. Large, ponderous organizations face a tremendous challenge in adapting to this new environment that hits them in all kinds of ways from budgeting to hiring to planning on a completely new time horizon and with a pace many executives are not used to. It's very difficult to balance that need to be nimble and iterate quickly with the need to plan. Because the opportunities are so vast now - critical and analytical thinking that leads to a sound strategy is crucially important for marketers and throughout the organization.
  8. Powerful devices and always-on access. Wireless broadband access all over the world combined with powerful devices - smartphones and tablets have enabled locally relevant content as well as targeting and new "lean back" entertainment and browsing experiences, which in turn have spawned new businesses and tools to support those behaviors. Again, more work for marketers to translate and tailor content for all those experiences and to create new ways to communicate and segment across more channels, at more times, and in more modes. The always-on expectation has changed consumer attitudes regarding frequent touchpoints and given them tools to help define and control how they choose to be contacted.
  9. Marketing is bleeding into other functional areas. The marketing lines have blurred with other functional areas as more operational job titles interact directly with consumers through the Internet or social media. Twitter responses may be handled by customer service: some Internet channels are worked as a means to eliminate traditional costs; employees of all experience levels and from different departments may be blogging. Each touchpoint can have a marketing impact.
  10. Privacy issues. Government intrusion and lobbyist efforts reflect and pour accelerant on consumer concerns about identity privacy and security attached to behaviorally-targeted and other ads including those that connect to third-party data. People who likely understand very little of the technology or the potential impact of the proposals they push may determine the future course of online advertising. Marketers now need to understand the technologies they use at a deep level in order to make good decisions about the level of targeting that is appropriate and safe, and to be a vocal advocate for the technologies that they use.

what a marketing technologist does above and beyond that.

The term "marketing technologist" is sometimes broadly interpreted as anyone who wields technology in the marketing domain. However, since everyone in marketing should be doing that to some degree these days, it makes sense to distinguish what a marketing technologist does above and beyond that.

I've drafted a set of skills and knowledge that I propose delineate a marketing technologist:

Marketing Technologist Expertise

In the inner ring are eight areas of expertise that I think every marketing technologist should be familiar with — and proficient or expert in at least two or three of them:

  • Data & Analytics — management, measurement and manipulation of the fuel of digital marketing
  • Marketing Applications — configuration, operation, and integration of marketing software
  • Advertising Networks — managing and optimizing the complete digital advertising ecosystem
  • Social & Mobile Platforms — Facebook, Twitter, LinkedIn, etc. and their tools and APIs
  • Content Marketing — navigating the entire lifecycle of content marketing, especially SEO
  • Web Mechanics — a clear and thorough understanding of the web and browser platforms
  • Software Programming — how to speak, read and write the lingua franca of technology
  • IT Operations — independently leveraging cloud computing and a strong liaison with IT

Different marketing technologists will combine different strengths. For instance, a web developer working in marketing might specialize in software programming, web mechanics, and IT operations. A data scientist might focus primarily on data & analytics, IT operations, and marketing applications. An SEO expert would logically master content marketing, web mechanics, and data & analytics.

From these core areas of knowledge, we can extrapolate more specific capabilities (the outer ring), along with a few links to get you started with any you're not familiar with:

This list isn't comprehensive, but I think it covers the "common ground" of many marketing technologists. Depending on your business, you might also leverage technical depth with e-commerce platforms, transaction processing, industry technical standards, integrated product technologies such as RFID, etc.

What would you add to this list?

Of course, technology is just a tooldon't forget the marketing in making marketing technology sing!

17 digital marketing trends for 2011

17 digital marketing trends for 2011, by Econsultancy CEO Ashley Friedlein

Posted 05 January 2011 14:34pm by Ashley Friedlein with 33 comments

Following are my personal views on what will be interesting and important in the world of digital marketing and e-commerce for 2011. 

I haven’t given extensive justification for any of these. It’s just what I feel to be likely from my many conversations with industry influencers.

I’d be very interested to hear your thoughts, or feel free to post a link to your own predictions.  

1. The Year of Pragmatism – just do it

My overall feeling for 2011 is that there isn’t anything ‘brand new’ on the immediate horizon that is going to create a fundamental shift, like search once did, or Web 2.0, or social media etc. 

2011 will be somewhat less about talk and more about action. We should know by now *what* we need to be doing, the challenge is about execution. And that’s about good old fashioned things like people, process and technology.  

2. Joined up marketing – still the holy grail

We ran our first JUMP event in 2010 and will do so again at JUMP 2011. It is all about how to join up online and offline marketing more intelligently. This isn’t a particularly new idea but the reality is that very few organisations are anywhere close to the nirvana of fully integrated marcoms across all customer touchpoints (including Econsultancy).

So this trend isn’t going away anytime soon and will continue to be an important focus for all marketers in 2011 and beyond.  

Interestingly, if anything, 2010 was most interesting to me not for the (obvious and continued) rise of digital as a medium, but for the renaissance of ‘old media’. When I talk to the most sophisticated and advanced marketers, and the most progressive digital companies, the excitement is mostly about offline marketing. TV advertising was ‘(re)discovered’ in 2010 by many. We at Econsultancy are all excited this year by our print magazinedirect mail and telesales plans…

3. Digital for branding – and measurement be damned

I think 2011 might finally see significantly increased spend for “brand” reasons rather than direct response / sales and other ‘hard’ metrics. But I don’t think it will necessarily be the usual brand advertiser suspects leading the charge (FMCG, Automotive etc.) though they will show some increases. Nor will it be in display advertising or paid search, though those will no doubt grow. 

I believe the spend will come under headings such as ‘engagement’‘experiential marketing’, even ‘customer service’. The spend will be focused increasingly on content, apps, social media and service rather than on bought media like display advertising or paid search. And it will come from small companies as well as large ones, across all sectors, notably B2B. But essentially it will be about building a brand presence online that people can engage with, relate to, and, ultimately, trust. 

And, despite my love of data and analytics, I think the endless demands for super-granular ROI analyses of such activities will actually fade a little in 2011. It will become more accepted that these are things you just do. That doesn’t mean they won’t be measured but I think there will be less scrutiny. In the same way that people have rediscovered the power of TV advertising because of the hard-to-measure emotive power and halo effects on other channels, “digital branding” will be considered more of a ‘no-brainer’ because it’s obvious it drives purchase intent across all channels, even if that’s hard to measure (or not cost effective to do so).

4. Business models – continued innovation and disruption

There are a lot of interesting things happening around business models, driven largely by the impact of digital, that I’m looking forward to tracking over the year. Among those:

  • Business models which radically disrupt existing value chains, typically by involving customers much more directly in the business model itself. For exampleNaked Wines (wine retailing) or Made.com (furniture retailing). This is not ‘social media’, it is ‘(social) business’.  
  • “Pubtailing”. This is the blend of publishing and retailing. Many publishers need to sell stuff to fix their broken business models, whether subscriptions, apps, content, affiliate revenues etc. and so need retailing skills. At the same time retailers need to have skills in content, community and social media which publishers are typically better at. Also, many e-commerce sites (and stores) increasingly need to look at advertising (i.e. a publisher skillset) revenue streams to continue to grow, or make up for the fact that the likes of Amazon, Google or Apple might be hijacking their sales (largely via m-commerce in store). My post on The “unbundling” of the shopping experience across channels: implications for retailers talks more about this.  
  • Virtual currencies and “gamification” – obviously coupons are currently hot but the whole area of gaming, virtual goods and currencies, should make for some interesting business models this year. More on gamification in point 11 below. 

5. Organisational structures, teams and infrastructure – not sexy, but vital

We can talk all we want but, as I said in point 1, in the end we have to execute. And that requires the right talent supported with the right processes and technology infrastructure. Following a few things I’ll be expecting this year:

  • No let up in the war for (digital) talent. If our digital marketing jobs board is anything to go by, 2010 saw a BIG increase in recruitment (and salaries) for digital specialists. I don’t see this changing in 2011 almost irrespective of what happens macro-economically. 
  • Many more agencies, and corporations, will move to a more ‘connected / networked’ model with a greater use of freelance specialists on demand. This is obviously made more possible by remote working and globalisation. It also allows for more flexibility and greater cost control. 
  • There will be an ongoing dissolution of organisational silos as ‘digital marketing’ becomes just ‘marketing’ but this will take time and there is still a need for digital specialists. And there is a need for increased speed and agility. Along with the 'connected/networked’ organisational model, expect to hear more about “hub and spoke” or “matrix” organisational models.
  • Social becomes part of the job description not the job title” – our blog got there before I could… although I also think that large organisations will probably have people in their (digital) marketing teams who have ‘Facebook’ in their job title. 
  • A rise in recruitment of editorial / content resources (see point 6 below)
  • (Web….) Engineers / Techies / Developers will not only become more valued but they will increasingly be headhunted, and employed by, 'creative' organisations e.g. ad agencies. This is principally because these businesses are increasingly about understanding and manipulating data (think ad exchanges, demand side platforms etc.). 
  • Cloud computing is clearly the big one in terms of IT infrastructure both internally and anything customer facing. SalesForce’s database.com is a fascinating play and shows just how big we might think in terms of the transformation of “IT”. 

6. Content strategy / Content marketing – the King is back

The rise of ‘content marketing’ is well documented and for all sorts of reasonably obvious reasons: sometimes driven by a desire for greater ‘engagement’, sometimes as a form of linkbuilding for SEO, sometimes to save customer service costs, sometimes just to drive traffic, sometimes as part of a move away from ‘bought media’ to ‘earned (or owned) media’, sometimes because of a more fundamental change in business model (see ‘pubtailing’ in point 4 above). 

Many have also realised that it’s difficult to fuel the flames of “social media”, or “engagement”, without content in the broadest sense – including apps, video etc. And, of course, it’s not just about content *creation* but content *curation*.

I predict a rise in “online customer publishing” (most people call it ‘contract publishing’… except those who work in that industry), and a rise in content licensing and syndication, and a rise in the “internationalisation” of content (including translation), and a rise in internal online publishing or content/asset management teams (even at banks, retailers, travel companies etc.), and a big demand for lowish-cost short-form video content for online use. 

Specifically, I think the kind of content most in demand will be a) ‘smart’ in as much as it can be re-used and repackaged in as many ways as possible (think metadata, formats etc.) to extract the greatest value from it and b) ‘evergreen’ in as much as it won’t be short-lasting ‘advertising campaign’ type content but content with a longer shelf life e.g. guides, practical information, tools etc. (also good for linkbuilding and thereby SEO). 

This should be good news for those journalists and TV folk who may be looking for work, having seen their former employers’ business models failing. And it is better news for publishers and content owners generally, as well as related providers like translation services.  

7. Data is the new oil – let’s work on refining it

The buzz phrase from our 2010 Future of Digital Marketing conference was ‘data is the new oil’. I get nerdily excited by data and love a good API as much as the next man. Where to start with what’s interesting with data in 2011? A few things I’m excited by:

  • Attribution modelling – OK, we’ve talked about it long enough now. Let’s see more examples of us actually doing it well rather than talking about it.
  • “Social CRM” – broadly speaking how we can take “social data” and apply and use it intelligently across the whole business online and offline. For example, the Facebook ‘Like’ as a new customer profile data attribute – how might we use that in our DM campaigns? How do we take Open Graph data, or similar data sources, and use it not just online but offline?
  • Joining up online and offline data – all sorts happening in this area e.g. theYahoo/Nectar Consumer Connect project, the recent Starcom Mediavest and DirecTV deal, the whole world of coupons generally (where offline redemption of an online coupon, increasingly via mobile devices, gives all sorts of interesting cross-channel measurement opportunities) etc. etc.
  • Retargeting – privacy issues notwithstanding, I expect we’ll see more retargeting in online marketing and, indeed, it will extend into other areas e.g. myThingsfocus on retargeting but for the affiliate sector. I also expect to see the greatest relative growth in the use of retargeting data to come from ‘owned’ media rather than bought media i.e. not so much retargeting for offsite advertising but retargeting of users on your site, or via email, or social media etc.
  • Sentiment – accurate and useful sentiment analysis has been a hard nut to crack for all the various sentiment analysis solutions out there. But it isn’t going away. And, indeed, it seems highly likely that sentiment will become an increasingly important factor in search engine optimisation which in turns means sentiment as a data point could suddenly become very valuable indeed.
  • “Lead nurturing” – some of the B2B guys are actually starting to do some pretty clever stuff in this space. Maybe B2C online can learn from B2B online for a change.
  • APIs, semantic stuff, Web 3.0… – just too much to write about it to cover here but some really interesting stuff starting to happen, from governments starting to open up rich data sources to organisations making intelligent commercial uses of web services to open up new business models and/or markets. 

8. Privacy

Privacy will be a big topic for 2011 and beyond. Cookies, digital fingerprinting, the FTC, Ofcom, the EU, tracking, behavioural targeting, Facebook… however, it’s hard to make specific predictions in this area and I’ll leave that to those who cover this area best, like the industry bodies and trade associations. 

9. User experience – getting all touchy feely

All sorts of interesting developments likely during 2011. Among them I’d pick out the following:

  • The “Humanisation” of the user experience online. Broadly speaking I’m expecting the online user experience to become more and more ‘human’. Whether that’s through the use of live chat, virtual environments, co-browsing, streaming of live events, virtual sales characters, much improved personalisation etc. As part of the integration of online and offline we need to bring more of the human/emotive/experiential power of offline to online. The iPhone, and now iPad, have brought a whole new human sense (touch) to interactive design. I expect to see more of this human/emotional/sensual connection embedded into interactive experiences with gestural interfaces being the most obvious. 
  • The rise and rise of video. I’m particularly interested in the use of video for commerce (read Why online retailers need product videos for more), including the embedding of commerce links (e.g. French Connection’s Youtique) and also new tools and platforms emerging to allow marketers to manipulate and distribute video much more easily (e.g. buto.tv). This promises to bring the “world of TV” to SMEs in the same way that paid search has enabled SMEs to become advertisers on a level-ish playing field with bigger companies. 
  • Evolution of search look and feel. In 2010 we had things like Google Instant but there are all sorts of further developments and experiments I’m looking forward to in 2011 as the search giants battle it out. Read our Expert opinion: What’s ahead for paid search in 2011? for more details. 
  • Plenty of new ad formats and technology in the pipeline… not just from the likes of AOL (see Project Devil) and Apple but all sorts of niches. Read Three content-based ad units to watch in 2011 for further ideas. I’m sure Google are limbering up for further big announcements in this space too.
  • HTML5. It’s early days for HTML5 so noticeable changes may take until 2012 to come through but there is huge potential here to noticeably improve the interactive experience and make it richer, more immersive, more intuitive, more fun, responsive and engaging. 
  • Fonts. I expect to see more creative use of fonts in web design over 2011 thanks to the likes of Google Font DirectoryTypekitFontdeck etc.  
  • Mobile… it feels like the early days of interactive design at the moment for mobile, including mobile web and mobile apps. Loads of change and learnings in the mobile user experience to come this year as this medium continues to grow and change. Our Mobile E-commerce Best Practice Guide looks at various aspects of the mobile commerce user experience.  

10. Social media – becomes social business

This is another broad topic, but below a few highlights for what I expect in 2011:

  • “Social media” will increasingly become less just about sales or marketing but will touch all parts of the business. All businesses will become ‘social’ over time. I’m still predicting ‘social media’ will go the way of ‘web 2.0’ as a term in the coming years – see my post Death to 'social media' and seven other crazy ideasfor more on this. 
  • Co-creation and crowdsourcing will become more prevalent, especially for product development and customer service. 
  • Customer service will become a lot more ‘social’ for a lot more companies – actually doing it rather than talking about it.  
  • Crisis management (the world of PR) will become much more of a social media exercise than it currently it is – read Q&A: Edelman’s Monte Lutz on why PR firms are “owning” social for more on this.  
  • Facebook (and possibly others like LinkedIn and Twitter) become their own “channels”. Some of these properties / platforms are big enough and complex enough that I predict we’ll have specialist job titles, teams, agencies, technologies and services which work solely on them. There are already specialist Facebook research services (e.g. Socialbakers), specialist Facebook ad management technologies (e.g. ONE media managerPapaya etc.), Facebook enterprise platform management services (e.g. Buddy Media) etc.   
  • I think location + social media will be bigger in 2011. It started in 2010 and Facebook Places will no doubt help accelerate things. But it’s clear how live events (location) and social media can combine very powerfully, just as it’s clear how coupons, group buying and location can combine. Google may have failed in many of its social media attempts (Orkut, Buzz etc.) and in its recent bid for Groupon, but I predict big attempts by Google to dominate location (primarily via mobile) and embed ‘social’ in this. 
  • People resources will continue to be the biggest challenge in social media (see eMarketer’s Resources Are Now a Big Issue for Social Media Marketers which references our own Social Media and Online PR Report

11. Gamification – we wanna have fun

Gaming, social gaming, game theory, badges, reward mechanisms, game mechanics… it’s fast hotting up as a new-ish realm for marketers of all types to look at. 

Games are engaging, games can drive loyalty, games can make money directly or indirectly, games work well on mobile as well as web as well as TV etc, games are already BIG business (witness the likes of Zynga and American Express’ deal with them, EA’s acquisition of Playfish, Disney’s acquisition of Playdom and so on). What’s not to like?

Get inspired about gaming and the impact it will have on marketing, especially digital, with the following:

12. Biddable media – everything’s up for sale, right now

Broadly speaking I believe all media will move over time to exist in a biddable form. This will be made possible by all media becoming digital (including TV, ‘print’, radio, billboards etc.), and by platform players (primarily Google at the moment) enabling the marketplace via exchanges and tools/services with a broad range of creative, targeting and payment options.  

Most exciting for me is the way this will open up all media to organisations of all sizes in a way that has not yet existed. 

Specifically, for 2011, I believe we’ll see this most in evidence with online display advertising becoming more like PPC in the way it is bought, measured, serviced. 

For more on all this read What does 2011 hold for display and demand side marketing?and also our recent Online Media Report

13. Real time – comin’ atcha

Real time is obviously a good one to follow biddable media. But it’s not just real time in display advertising, it’s about the speed of everything getting… erm, faster. 

Specifically, I expect 2011 to see the need for speed evident in the following:

  • Publishing and content generally. If you look at your analytics, you look at how social media works, you look at content distribution and sharing patterns, you look at SEO and the way links accrue… it is clear (at least, to me) that if Content is King, then Speed-to-publish is Queen. 
  • Crisis management, reputation, PR. Shit happens very quickly online. You need to act fast, even if it is only to say you are working on an answer. Corporations and their agencies need to act (even) faster in this area. 
  • Customer service. Companies need to respond *much quicker* to inbound customer enquiries online. Not just the ‘social media’ ones but, in particular, email enquiries where response times are typically still woefully bad. 
  • ‘Search’. It’s in apostrophes because it’s not user-initiated search but ‘pushed’ search, so not search as we traditionally know it. Read up more about howGoogle intends to get pushy and how this could evolve the search experience in a real time way. 

14. Mobile – mobile web overtakes apps

Obviously mobile is experiencing huge growth but I’m strangely less excited about it than most – perhaps, because like social media, I hear so much about it but see relatively little really good stuff happening. 

I think in-app payments will become much bigger in 2011; there are some big possible things afoot in NFC (near-field communications) wallets. However I think we’ll probably have to endure much gnashing of teeth around the challenges of mobile measurement(reminiscent of ‘measuring the ROI of social media’ from 2010). 

For me the really interesting thing about mobile isn’t mobile as a ‘channel’, or indeed apps (which will continue to service specific needs), but the ‘mobile web’. Or just the web as I like to call it, which is obviously mobile as well as PC as well as iPad, TV and so on. I believe when HTML5 starts to gain momentum that much more focus will be on the ‘mobile web’ than apps and we’ll get much better at delivering the right experience (which for mobiles will be very app-like) at the right time for the right person tailored for the device. 

For 2011 I expect to see this starting to happen mostly in the form of the growth in m-commerce and mobile search and companies creating mobile-optimised app-like, but web, experiences. Have a read of Mobile commerce: ten reasons to choose the web over apps and the reviews of the mobile sites of Marks & Spencer,  RightmoveAutotrader etc.

15. Devices – phones, tablets and e-readers

Obviously there will be all sorts of developments in the mobile device and OS space with Google, Apple, Nokia, Microsoft etc. all fighting it out. And tablet computing will also grow hugely spurred by the iPad but fast joined by Samsung, Dell and everyone else.  

2011 is likely to be the year that e-readers finally become much more mainstream after years of somewhat faltering advances. This is of particular importance to the book publishing world, of course. 

However, the big battle I’m fascinated to see play out in 2011 in this space is Google vs. Amazon given Google Books – when I do a search, for example, on the aforementioned“Game-based Marketing” book by Gabe zichermann I get Google Books come up as first result with Amazon ranking only third. That’s got to get the folks at Amazon wondering about their no-doubt-enormous PPC spend with Google?

16. Localisation – finds its place in marketing 

Again, there is lots to be excited about in localisation for 2011. Foursquare, and the concept of ‘checking in’ to a location, made waves in 2010 as did Facebook with the announcement of Facebook Places, Twitter with its location support and so on. 

However, there are two main things that interest me in terms of localisation. 

One is what I call the ‘internet of things’. This is essentially about IP-enabling physical objects. Suddenly things have a web life. They are on the grid. Have a look at EVRYTHNGfor example. I doubt this will be big in 2011 but it will become big and not just for the obvious B2B applications like logistics. Think of the acclaimed Jimmy Choo Trainer Hunt campaign using Foursquare to hunt down a pair of physical trainers and what might be possible with the ‘internet of things’ to come… some fascinating joined up online/offline marketing opportunities here.  

But my main feeling about localisation is that this is an area which Google looks set to focus big firepower on and I don’t see anyone else with much hope of competing. I’ve long predicted Google would bring about the demise of directory businesses (like Yell, Thomson etc.), but I’m not sure things look good long term for the likes of Yelp (and other user review sites, even the mighty TripAdvisor), and, dare I say it, Groupon (and other sites offering increasingly localised deals, offers, coupons). 

We know that Google is massively investing in mobile and we know that Google know more than anyone about search trends on mobile devices (though they’re not telling us all the juicy detail). A large proportion of mobile search is ‘local’ in nature.

We also know Google is looking at pushing search results to users based on their location (on their phones presumably); we know that Google Places is ramping up considerably; we know Google has also launched Hotpot, a platform where Google users can rate and review local services and these reviews and ratings then feed into Google Places, Google’s business listings that appear on Google Maps.

But what is most interesting is how Google appears to be now using its dominant search position, and the real estate on the search results pages, to skyrocket its dominance in ‘local’. You’ve probably noticed how much space is taken up by local listings at the top of natural search results? You’ve probably also noticed the prominence Google is giving to reviews in its natural search results? You may have noticed how Google Maps’ interface is changing subtly e.g. when you now print off a map the local listings ads are now included at the top of the printed page whether you want them or not?

I think it won’t be long before, for many businesses, particularly ‘local’ smaller ones, their Google Business Listing *will be their website*. They’ll use biddable media of all forms (search, display, maps, pay per call etc.) to drive traffic to their Google Pages where there will also be coupon/offer mechanisms offered by Google, that can of course be sent to, and redeemed on, your (Google / Android) phone. 

I think the above will happen much more quickly than people realise, indeed this year. Only a few weeks ago TripAdvisor confirmed that it blocks Google Places from sourcing its hotel reviews, saying it doesn’t think Google Places “benefits users at this time with the experience of selecting the right hotel”. Mmm…. I wonder why. 

17. Connected TV – and finally…

Convergence, WebTV, IPTV… it has been talked about for years. Indeed, internet-enabled TV has been around for years. But what is now much interesting is the potential of *web*-enabled TV. Specifically, an era which promises to make the TV device and the fabled ‘living room’ a platform open to all and based on standards. So no longer such an expensive, and controlled, medium, but an “open” channel more like the web. 

I predict 2011 will mostly see lots of talk on the subject, and lots of commercial and technical wrangling around standards and agreements, and it won’t be until 2012 that things really start to happen. And no coincidence that 2012 is the year of the Olympics. You can be sure that YouView, in the UK, will want to be absolutely certain that the 2012 Olympics are first the ‘Connected TV’ Olympics and there are plenty of brands who will be just as keen to jump on that bandwagon. 

The big complication with connected TV will remain how differently it works across countries, or areas, globally. The UK and much of mainland Europe already appear to have diverged in the standards and technologies they are backing, for example. 

While the initial take up and focus of connected TV is likely to be “catch up TV” via an iPlayer-esque interface there are lots of other areas of interest to watch and think about in 2011, for example:

  • T(elevision)-commerce? Tesco have already signalled their commitment to bringing their digital shopping experience to TVs.
  • EPG vs. Search interfaces? The likes of YouView are committed to a way of finding programs via a browseable ‘electronic programming guide (EPG)’ which brings up all sorts of intriguing debates around who should ‘rank’ where (which Sky have been making money out of for years); Google TV, not surprisingly, backs a search-based interface. Which will win out?
  • The technical approval process. YouView promises to be open to anyone. So, for example, we at Econsultancy quite fancy putting videos of our events on TV for delegates, or those who missed the event, to watch. And, indeed, the TV should become a big opportunity for millions of other small companies. But how will the technical approval process work? How painful and onerous and slow might it be given some peoples’ experiences of Apple’s App Store approval process?

That’s more than enough for now! What do you think?

El e-commerce local falla desde la oferta, no desde la demanda

Alejandro Zuzenberg, de Google: El e-commerce local falla desde la oferta, no desde la demanda

por Clarisa Herrera


En el marco de un estudio de Consumo Online de Argentina presentado por Google, el ejecutivo puntualizó cómo el “momento de la verdad” se trasladó de la góndola a la búsqueda online. En un contexto favorable, cuáles son las fallas del retailer local para lograr el despegue del comercio electrónico.

Alejandro Zuzenberg, de Google:  El e-commerce  local falla desde la oferta, no desde la demanda

Google dio a conocer un reciente estudio sobre Consumo Online en Argentina que arrojó interesantes resultados. Poco más del 70% de los productos son investigados online, mientras que 6 de 10 de ellos son comprados posteriormente en tiendas físicas y un 18% manifestó haber comprado por primera vez un producto en Internet en los últimos 12 meses. El buen síntoma aún está lejos de consolidar un masivo vuelco hacia el e-commerce.  Con muy buen nivel de acceso y buena infraestructura online, es preciso indagar otros factores que incidan negativamente en el crecimiento del comercio electrónico local.

Para Alejandro Zuzenberg, Vertical Head, Direct Sales de Google Argentina, el cambio más importante del consumidor a partir de Internet es el denominado “Momento Zero” de la verdad.  En marketing tradicional existe el concepto del “Momento de la verdad” para designar a ese momento clave en el que el consumidor está parado frente a la góndola del retail. Es clave porque toda la estrategia anterior de marketing y publicidad queda resumida a la elección que él haga en esos 5, 7 segundos.

Para Zuzenberg, ese “Momento de la verdad” tuvo un hijo que Google denomina “Momento Zero” de la verdad, que tiene que ver con las elecciones que el consumidor hace en Internet cuando se está informando sobre un producto y que influyen directamente en el “Momento Uno”, cuando se realiza la compra. Profundizamos con el ejecutivo  el papel del retail y las estrategias para consolidar el e-commerce local.

Google menciona la alta tasa de búsqueda online previa a la compra, ¿pasa en todas las categorías?
Traspasa a todas las industrias y categorías, con diferencia de intensidad. El consumidor antes de ir a comprar una oferta a una tienda buscó esa oferta en Internet, lo mismo pasa antes de ir a una cita con el médico, buscó información de él en la red, o antes de canjear un cupón de un restaurant miró su sitio en la web y así en innumerables casos. Se gesta este espacio virtual previo donde poder seducir y atender las necesidades del consumidor se vuelve clave. En Electrónica, Audio y Video el 90% entra a Internet a consultar, son más los que entran que los que no entran, en Turismo es un 84%, en hoteles y pasajes aéreos, en Juguetería más de un 50%, en Alimentos y Bebidas un 40%. Un dato interesante es que en 64% de los casos buscan las marcas que consumen en algún momento. Relacionarse con la marca a través de Internet es para los consumidores un comportamiento usual.

Se plantea el “Momento Zero” como una resolución de problemas ¿por qué?
Todo lo que tiene que ver con productos de consumo se presenta en Internet como búsqueda de soluciones. En el caso de los productos de limpieza se consulta en el buscador “cómo sacar una mancha”, “cómo limpiar un sillón” etc. Lo importante entonces es que ese “Momento Zero” se geste como una respuesta. La arquitectura de un micrositio es una de las cuestiones a mirar. Más que colocar un spot hay que ir hacia el desarrollo de plataformas permanentes que respondan adecuadamente a esos problemas, adelantarse a esas necesidades. Si yo comercializo mayonesa, más que una publicidad colocaría recetas para engancharlos de alguna manera. En el momento de la compra, esa interacción con la marca permite ganar terreno, lo incorporan hasta inconscientemente. Más del 80% de los consumidores nos afirmaron que llegan al punto de venta con la decisión ya tomada.

¿Cómo es la respuesta del retailer local?
La respuesta sería tener una estrategia multicanal, un sitio web como plataforma de estrategia y planificación de compra y eso es lo que falta en Argentina. El comercio electrónico en nuestro país es deficitario desde el punto de vista de la oferta, no del consumidor. Si voy a otros países no hay comercio electrónico porque los usuarios no están conectados o no está la infraestructura necesaria, en el caso de Argentina la estructura de Internet, los servicios de entrega, los medios de pago están y los consumidores están masivamente conectados y con buena conexión. Lo que nos está faltando son empresas que brinden soluciones multicanal en toda su gestión. Mercado Libre y despegar.com son la prueba de que el problema es la oferta. Ninguno de ellos ofrece productos diferentes sino que la diferencia es el foco y la estrategia, se posicionaron como caso de éxito porque respondieron efectivamente a una necesidad que ya está.

¿Qué es lo que impide este despegue?
El talento interno dentro de las empresas, esto no es hacer un sitio web, es construir un negocio. Se subestima la capacidad de este canal enormemente dentro del ROI de una empresa, es un gran error, se piensa que el, 2%, 3% de los ingresos, ya vemos que esto no es así. Hay que luchar contra la inercia cotidiana a veces, el top management tiene que tener la decisión de involucrarse y eso falta.

Microsoft, Google y Facebook son los Destinos Online Más Visitados En Argentina

comScore Presenta Estudio: Estado de la Internet en Argentina

Buenos Aires, Argentina, 18 de noviembre de 2010 - comScore, Inc. (NASDAQ: SCOR), líder en medición del mundo digital, hoy liberó el Estado de la Internet en Argentina, en conjunto con IAB Argentina. Entre los principales contenidos de la presentación, destacó la mirada a los destinos preferidos de los argentinos en la red. Así, el estudio reveló que los sitios de Microsoft lideraron entre las entidades de Internet más visitadas en el mercado, alcanzando un 95 % de todos los visitantes online. Los sitios de Google se ubicaron como la segunda entidad más visitada con 11,6 millones de visitantes únicos, seguido de Facebook.com el cual alcanzó 10,7 millones de visitantes online. Esta presentación se repetirá a través de un webinar de cortesía en vivo: El Estado de la Internet en Argentina, el próximo martes 30 de noviembre. Para registrarse en el webinar favor visite: https://www1.gotomeeting.com/register/348991681

“El canal online en Argentina ha experimentado un extenso crecimiento en el último año con más personas accediendo a Internet e involucrándose con contenidos online.” Dijo Sebastián Yoffe, country manager para Argentina y Uruguay de comScore. “Como uno de los mercados digitales más grandes en América Latina, Argentina representa un entorno interesante tanto para marcas locales como mundiales que deseen atraer a los usuarios digitales avanzados, los mismos que están influenciando y cambiando la Internet día a día.”

Los Sitios de Microsoft Capturaron el Mayor Número de Visitantes

En Septiembre de 2010, casi 13 millones de personas mayores de 15 años de edad, visitaron Internet desde su hogar o trabajo en Argentina; un aumento de un 9% en relación al año anterior. Los Sitios de Microsoft se ubican como la entidad de Internet más visitada con 12,2 millones de visitantes, subiendo un 24 % en comparación al año anterior. Los sitios de Google se ubicaron en el #2 de los destinos más visitados alcanzando a 11,6 millones de visitantes, subiendo un 18 %, mientras Facebook alcanzó 10,7 millones de visitantes, escalando un 54% en la medida que el destino de red social continuó obteniendo fans a través de la región Latinoamericana. La entidad local Grupo Clarín se ubicó #5 en el ranking, siendo el destino nacional más relevante, alcanzando 6,1 millones de visitantes y aumentando 21%.

Principales 10 Entidades de Internet en Argentina por Visitantes Únicos
Septiembre 2010 vs. Septiembre 2009
Audiencia Total Edad 15+ Argentina – Ubicación* Hogar/Trabajo
Fuente: comScore Media Metrix
  Total Visitantes Únicos (000)
Sep-2009 Sep-2010 % Cambio
Total Internet : Audiencia Total 11.780 12.796 9
Sitios Microsoft 9.863 12.224 24
Sitios Google 9.862 11.625 18
Facebook.com 6.931 10.667 54
Sitios Yahoo! 5.650 6.439 14
Grupo Clarín 5.042 6.106 21
Taringa.net 4.241 5.912 39
Sitios Fundación Wikimedia 3.665 5.291 44
MercadoLibre 4.368 5.231 20
Terra – Telefónica 3.151 4.520 43
Grupo La Nación 2.595 3.903 50

*No incluye visitas desde computadores públicos tales como Cafés Internet o acceso de teléfonos móviles o PDAs.

Otros Resultados Destacados del Estudio:

  • El usuario Argentino de Internet promedio, pasó 25 horas conectado durante septiembre, consumiendo 1.810 páginas de contenido en 54 visitas.
  • Los argentinos pasaron más del 30% de su tiempo online conectados a Mensajería Instantánea o sitios de Email.
  • Cerca de 7 de 10 usuarios de Internet en Argentina visitaron la categoría Noticias/Información en Septiembre, con Grupo Clarín y Grupo La Nación liderando como los destinos más visitados en la categoría.
  • 25 % de los usuarios online Argentinos visitaron un sitio de Viajes en Septiembre siendo Despegar el líder de la categoría en el país.
  • 3 de cada 5 argentinos visitaron un sitio de retail online durante septiembre, siendo Mercado Libre el líder de la categoría en el país.

comScore presentará un webinar de cortesía conducido en español, “Estado de la Internet en Argentina”, el Martes 30 de noviembre a las 11:00 a.m. (Argentina). Para registrarse en el webinar, favor visite: https://www1.gotomeeting.com/register/348991681

Sobre comScore

comScore, Inc. (NASDAQ: SCOR) es líder global en medición del mundo digital y fuente predilecta de inteligencia sobre mercados digitales. Para mayor información favor visite www.comscore.com/companyinfo.

Jasna Seguic
comScore, Inc.

Las Redes Sociales Representan 1 de Cada 4 Minutos Consumidos Online en Argentina y Chile

Facebook.com Se Ubica como la Red Social Más Visitada en Ambos Mercados

Santiago de Chile, 3 de Marzo de 2011 - comScore, Inc. (NASDAQ: SCOR), líder en medición del mundo digital, publicó hoy los resultados de un estudio acerca de las actividades online más populares en Chile y Argentina. El estudio concluyó que en ambos mercados, las Redes Sociales hoy representan más de un cuarto del total del tiempo consumido online, ubicándose como la actividad principal en Chile (28,5 % de los minutos totales) y la segunda actividad más popular en Argentina (27,8 % de minutos totales). El estudio también entregó una mirada a los destinos principales en estos dos mercados y descubrió que Facebook ha mantenido un fuerte liderazgo, alcanzando 9 de cada 10 usuarios de Internet en Enero 2011.

“Hemos sido testigos del rol central que han jugado las redes sociales en las vidas de los consumidores digitales durante el año pasado,” dijo Alejandro Fosk, vicepresidente senior de comScore para América Latina. “Hoy en día, las redes sociales no solo alcanzan un gran porcentaje de usuarios online en Chile y Argentina, sino que también representan a una creciente parte del tiempo consumido online. Para los anunciantes y ejecutivos de marketing, entender cómo y dónde los consumidores están eligiendo pasar su tiempo online es crítico, sobretodo en mercados cada vez más competitivos y de rápido crecimiento. “

Visitantes Consumiendo más Tiempo Online en Redes Sociales, Menos Tiempo en Email y Mensajería Instantánea

Un análisis de cómo los usuarios de Internet en Argentina y Chile consumieron su tiempo online, reveló un cambio en el comportamiento hacia categorías de contenido orientados al tiempo libre. En Argentina, los Portales representan la mayor parte del tiempo consumido online en Enero de 2011 con 29%, pero declinando casi 10 puntos porcentuales en relación al año previo, mientras que las Redes Sociales aumentaron en 12,6 puntos porcentuales para representar 27,8 % del tiempo online de los Argentinos. La categoría Mensajería Instantánea (bajó 6,6 puntos porcentuales a 19,6 % del tiempo consumido) y Email (bajando 2,1 puntos porcentuales a 7,1% del tiempo consumido) fueron testigos de bajas en consumo a medida que los usuarios aumentaron el uso en una variedad de métodos de comunicación incluyendo Redes Sociales y aparatos móviles para permanecer conectados.

Principales Categorías por Porcentaje de Tiempo Gastado
Enero 2011 vs. Enero 2010
Audiencia Total Argentina, Edad 15+ - Ubicaciones* Hogar & Trabajo
Fuente: comScore Media Metrix, Datos de Sólo-Panel
  Ene-10 Ene-11 Cambio en Puntos Porcentuales
Portales 38,6% 29,0% -9,7
Redes Sociales 15,2% 27,8% 12,6
Mensajería Instantánea 26,2% 19,6% -6,6
Entretenimiento 7,7% 8,1% 0,5
e-mail 9,2% 7,1% -2,1

*No Incluye visitas desde computadores públicos tales como cafés Internet o acceso desde teléfonos móviles o PDAs

Los usuarios de Internet en Chile mostraron tendencias similares a las de aquellos en Argentina. En Chile, las Redes Sociales se ubicaron como la actividad online principal por tiempo consumido, constituyendo el 28,5 % de los minutos totales consumidos online, aumentando 8,9 puntos porcentuales en relación al año anterior. Portales, Email y Mensajeros Instantáneos experimentaron una declinación en su participación en minutos. Los sitios de Entretenimiento, que constituyeron 10,9 % de los minutos totales, ganaron 1,6 puntos porcentuales en relación al año anterior a medida que los usuarios online continuaron consumiendo una cantidad creciente de tiempo en contenido de entretenimiento.

Principales Categorías por Porcentaje de Tiempo Gastado
Enero 2011 vs. Enero 2010
Audiencia Total Chile, Edad 15+ - Ubicaciones* Hogar & Trabajo
Fuente: comScore Media Metrix, Datos Sólo de Panel
  Ene-10 Ene-11 Cambio en Punto Porcentual
Redes Sociales 19,6% 28,5% 8,9
Portales 34,2% 25,2% -8,9
Mensajería Instantánea 26,0% 19,1% -6,9
Entretenimiento 9,3% 10,9% 1,6
e-mail 6,6% 5,4% -1,2

*No Incluye visitas desde computadores públicos tales como cafés Internet o acceso desde fonos móviles o PDAs

Facebook Mantiene Fuerte Liderazgo en Chile y Argentina

Un análisis respecto de los principales destinos de redes sociales en Argentina y Chile reveló que Facebook.com fue el más popular en ambos mercados. En Argentina, 11,3 millones de visitantes de edad mayor a 15 años, visitó Facebook.com desde una ubicación de hogar o trabajo, representando el 88% de la población de Internet Argentina. En Chile, 6,5 millones de visitantes (aproximadamente 90% de la población online) visitó Facebook.com en Enero 2011.

América Latina también es uno de los mercados más penetrados por Twitter. En Chile, Twitter.com alcanzó 13,1% de todos los usuarios online (alrededor de 1 millón de visitantes) para ubicarse 11° mundialmente en términos de alcance. En Argentina, Twitter.com alcanzó 12,5 % de todos los usuarios online (1.6 millones de visitantes), ubicándose 13° mundialmente.

Fotolog y Windows Live Profile cada uno se ubicó entre los principales 3 sitios de redes sociales en ambos mercados, mientras que Sonico, Badoo y Linkedin también mantuvieron posiciones sólidas dentro de los principales diez.

Principales SItios de Redes Sociales por Visitantes Únicos
Enero 2011
Audiencia Total Argentina y Chile, Edad 15+ - Ubicaciones* de Hogar o Trabajo
Fuente: comScore Media Metrix
Principales Entidades en Argentina   Principales Entidades en Chile
  Total Visitantes Únicos (000)     Total Visitantes Únicos (000)
Total Personas Internet: 15+ 12,850   Total Personas Internet: 15+ 7,304
Redes Sociales 12,431   Redes Sociales 6,994
Facebook.com 11,345   Facebook.com 6,539
Windows Live Profile 3,094   Fotolog.com 1,410
Fotolog.com 2,006   Windows Live Profile 1,395
Twitter.com 1,610   Twitter.com 956
Sonico.com 1,046   Terra Chile Comunidades Sites 589
Badoo.com 824   LinkedIn.com 384
LinkedIn.com 721   Badoo.com 379
Metroflog.com 420   Sonico.com 362
Terra Chile Comunidades Sites 419   DeviantArt.com 318
DeviantArt.com 388   Myspace 246

*No Incluye visitas desde computadores públicos tales como cafés Internet o acceso desde fonos móviles o PDAs.

Acerca de comScore

comScore, Inc. (NASDAQ: SCOR) es líder mundial en medición del mundo digital y fuente predilecta de información analítica para negocios digitales. Para mayor información, por favor visite www.comscore.com/companyinfo.

Jasna Seguic
comScore, Inc.
+56 2 242 8160

* PANISH * NOVEMBER 1, 2010, 12:43 P.M. ET Yahoo! le abre la puerta a sus rivales para crecer en América Latina y el mercado hispano

Por Wilson A. Lievano


Hace más de una década, Yahoo!, Microsoft y participantes regionales como Terra disputaban una carrera por incorporar servicios a sus portales para que sus visitantes no se fueran a los sitios de sus competidores. Aunque la lucha continúa, hoy Yahoo! ha adoptado una estrategia diferente: abrirle la puerta a sus rivales.

Yahoo! lanzó recientemente el rediseño de su portal en español , en el cual los usuarios pueden consultar su página de Facebook, encontrar enlaces a artículos en otros sitios como AOL e incluso incluir sus propias aplicaciones. " Yahoo! está siguiendo la estrategia de ser abiertos. Queremos que competidores o individuos creen aplicaciones sobre nuestra plataforma", asegura Armando Rodriguez, gerente general de Yahoo! para el mercado hispano y las Américas, quien conversó recientemente con The Wall Street Journal en nuestras oficinas en Nueva York.

El cambio es parte de una estrategia que busca posicionar a la empresa como el punto de inicio de la experiencia en Internet para los usuarios latinoamericanos que están conociendo la web.

En agosto, Yahoo! recibió 56,9 millones de visitantes únicos en sus páginas de Latinoamérica, cerca de la mitad de los 100,5 millones de usuarios únicos que registraron los sitios de Microsoft Corp., y los 96,7 millones de Google, según cifras de la firma de medición de audiencias en línea Comscore. Facebook Inc., se ubicó ligeramente por encima de Yahoo!, con 63,02 millones de visitantes.

El rediseño apunta a actualizar la oferta de Yahoo! de servicios a tendencias como las redes sociales y aplicaciones. La empresa también ha suscrito acuerdos y establecido alianzas con otras empresas para crear o licenciar contenido. El portal lanzó recientemente un programa sobre belleza en sociedad con Procter & Gamble, un canal de vida sana en México con un anunciante local y prepara un sitio sobre celebridades en México y Brasil.

Rodriguez también espera aprovechar la reciente adquisición de Associated Content, un productor de contenido conocido como "crowdsourcing", artículos sobre temas populares que pueden ser escritos por cualquier persona, para incrementar la cantidad de información en español. A través de estas iniciativas, Yahoo! espera abrirse camino en un mercado que para ellos aún está poco desarrollado: "La empresa está contando con Latinoamérica como un mercado en crecimiento en audiencia, porque si vemos la penetración de Internet sigue siendo muy baja, entre 35% a 40% dependiendo que fuente se utilice. Hoy día estados Unidos está en casi 80%; Europa está en casi 75% así que hay oportunidades de crecimiento", dijo Rodriguez.

Sin embargo, el portal enfrenta el reto de conquistar un mercado en el que los rivales locales siguen siendo muy fuertes y en el que la inversión en publicidad aún es magra.

Aunque los sitios web de empresas como Clarín en Argentina, Globo en Brasil y Televisa en México no superan en visitantes a Yahoo!, sí representan una competencia importante. Rodriguez señala que la competencia con estas empresas va más allá de Internet: "Uno de los grandes desafíos que tenemos como industria (en Latinoamérica) es la televisión. [Estas compañías] pueden ejercer su poder y pueden decir [a los anunciantes] 'debes invertir acá o te subo los precios'. Es un reto por el alcance que tiene la TV en esos mercados".

Otro problema es la baja inversión en publicidad en el mercado latinoamericano. La Internet Advertising Bureau, una firma que sigue la inversión publicitaria en Internet calcula que los ingresos por publicidad en Internet en Latinoamérica oscilan entre los US$900 millones y los US$1.000 millones anuales, una fracción de los US$12.100 millones registrados por el mercado estadounidense en el primer semestre de este año. Rodriguez enfatiza, de todos modos, que el crecimiento de la región sigue siendo saludable: "México ha estado creciendo a 30% a 40% al año. Brasil ha crecido más, pero en general es 20% a 30% en todos los mercados". Yahoo no desglosa sus ingresos por publicidad para cada región.

"Si vemos el gasto en Internet frente a lo que es el gasto total de medios es muy bajo. En el mercado hispano es un 5% o 6% [del presupuesto total] y en America Latina es un 3% o 4%", dice Rodriguez. El ejecutivo agregó que aunque la diferencia porcentual es baja, el monto que las empresas invierten en el mercado hispano en EE.UU. es mucho mayor: "En EE.UU una campaña puede alcanzar una inversión de US$100.000 mientras que en Argentina una campaña de US$20.000 es mucho. Pero marcas grandes como P&G, Coca-Cola, Telefónica, ellos sí están invirtiendo, están aprovechando Internet. La diferencia se nota en el presupuetso para invertir en cada mercado".

EBay se propone 'limpiar' su sitio de subastas

The Wall Street Journal
  • NOVEMBER 2, 2010, 8:15 P.M. ET

Con un rediseño de su portal y catálogos para los miles de artículos que vende, la empresa busca reducir la brecha con Amazon

Por Geoffrey A. Fowler y Scott Morrison

Con miras a la temporada de ventas de fin de año, eBay Inc. planea dar a conocer nuevos elementos de una transformación en la forma en que los compradores encuentran y compran productos en su sitio web.

Detrás de la nueva apariencia, que incluye el primer rediseño en casi cuatro años del portal de subastas en línea, hay un esfuerzo urgente para cerrar una brecha tecnológica que ha provocado que la alguna vez pionera en Internet esté ahora rezagada detrás de rivales como Amazon.com. Durante años, la competencia ha tenido muchos de los elementos que ahora eBay está agregando.

"Una de las cosas más importantes que teníamos que hacer era volvernos una compañía más guiada por la tecnología", dice el presidente ejecutivo de eBay, John Donahoe, quien agregó que si bien la compañía ha hecho un "significativo progreso" en su transformación, está solamente a mitad de camino hacia algunos importantes objetivos tecnológicos tales como construir un catálogo de productos para los millones de artículos que se venden a través del sitio.


Como parte de la transformación, la página de eBay proveerá recomendaciones basadas en búsquedas previas y presentará una lista de los artículos más populares. En las últimas semanas, los compradores de DVD, MP3 o aparatos de GPS comenzaron a ver una página única para cada modelo de un producto, consolidando las a veces miles de ofertas de los vendedores y destacando el mejor precio en la parte superior. La compañía dice que está cerca de ofrecer más páginas de este tipo.

El cambio tecnológico es fundamental para transformar eBay. En los dos últimos años, el negocio de la compañía con sede en San José, California, ha tenido un desempeño peor que el del conjunto del mercado del comercio electrónico en Estados Unidos. Y mientras que las ventas de eBay fueron el doble de las de Amazon el año pasado, esta última superó a la primera en octubre de 2009 en tráfico en EE.UU.

En el último trimestre del año, un período en el que típicamente eBay vende 30% del total anual de su mercancía no automotriz, será una prueba respecto a si los cambios son efectivos y están dando resultado lo suficientemente rápido.

"Si no hubiesen enfrentado sus problemas tecnológicos, hubiesen seguido perdiendo participación de mercado", dice Sandeep Aggarwal, un analista de Caris and Co.

Fundada a fines de la década de los años 90, eBay fue creada para que personas comunes y corrientes pudieran vender todo tipo de productos en subastas. Los vendedores incluían detalles respecto a millones de productos, lo que le da al sitio una selección de artículos que sigue sin rival. Pero eBay tiene pocas formas de organizar y clasificar estas ofertas individuales más que informando cuál subasta terminará primero.

Mientras tanto, vendedores minoristas como Amazon se concentraron en artículos nuevos y de precio fijo, dependiendo de catálogos organizados que le permiten al vendedor en línea hacer seguimiento de lo que está ofreciendo.

El sistema de eBay, que involucra 25 millones de líneas de código rígido, pronto se convirtió en su talón de Aquiles. Por ejemplo, la empresa no podía determinar cuáles de sus cientos de miles de ofertas de iPod pertenecían a un modelo específico o a accesorios del reproductor digital de música.

Los desafíos que eBay tiene con una tecnología obsoleta son comunes para los pioneros en Internet, cuyos sistemas fueron construidos con software específico que se ha quedado rezagado y es muy inflexible para adaptarse a un mercado competitivo y rápido

Cambiar la tecnología subyacente de un sitio web es "una de las cosas más difíciles y arriesgadas que puede hacer" como gerente de tecnología de la información, dice Rob Enderle, de la firma de consultoría tecnológica Enderle Group. "Los beneficios no son claros y los riesgos son bastante reales. Pero de todas formas tiene que hacerlo. Si no lo hace, queda rezagado y posiblemente su negocio colapsará".

Los nuevos catálogos (que por ahora contemplan 8% del total de artículos vendidos en el sitio) y la nueva tecnología de búsqueda le han permitido a eBay lanzar aplicaciones de compras para teléfonos inteligentes y sitios de compras.

Algunos vendedores en eBay aplauden el cambio. "Esto debe ser de gran beneficio tanto para vendedores como para compradores que tendrán una mejor experiencia en el sitio", dice Israel Ganot, presidente ejecutivo de Gazelle.com, especializado en la venta de aparatos electrónicos usados.

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CMO Matrix

: How Social Technology Must Integrate with Traditional Marketing, a Horizontal Approach

de Web Strategy by Jeremiah de jeremiah_owyang
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CMOs must approach social technologies in an integration fashion
Although social technologies have been capturing marketers time for over four+ years in corporate, they’ve often been operated in a silo as experimental, or a separate deployment from traditional marketing. Yet the savvy marketing leader knows that reaching customers is increasingly becoming challenging as their touchpoints continue to fragment.

To reach the fragmented customer, marketers must apply an integrated approach.  As an industry, we should dispel notions that social marketing and it’s subsequent tools should operate in a silo, but instead sit horizontally in the marketing organization as they impact so many different forms of marketing tactics, approaches, and mindsets.  Furthermore, this has considerable impacts as social media organizations are founded and lead as they approach hub and spoke models to serve a variety of internal clients, as well as connect with customers in real time.

CMO Matrix: How Social Technology Must Integrate with Traditional Marketing, a Horizontal Approach

Marketing Tactic Why It’s Important Opportunities of Social Technology
Market Research You can’t effectively reach consumers till you know about them, and market research is a key function for any corporation. For some time, market research was limited to focus groups, consumer testing, and survey based methodology. This includes both traditional marketing research groups as well as competitive intelligence groups. Now, with the advent of social technologies, at least three forms of opportunity have emerged:  1) Using brand monitoring technology to harvest what consumers are already saying in social channels, 2) Harnessing the crowd to find out their real time reactions, see how Communispace and Passenger have done this.  3) Using innovation tools like Salesforce Ideas, UserVoice, GetSatisfaction to build products in real time with consumers.
Corporate Website The corporate website is a source of product factual information, and pro-brand materials.  This is the master repository of a brand, it’s products, and services. Social technologies are being integrated in three phases: 1) Standalone tools like communities are built, but not integrated, 2) Social login systems like FB connect and Open ID are increasing conversion rates 3) Social context is being developed so content is served up on the fly from social data. See my keynote at Gilbane’s CMS conference on social and corporate website integration.
Intranet Marketing must influence internal stakeholders, including sales, field marketing, and product teams.  The intranet is a key internal repository of information, this would also include any associated email communications. Social technologies are being deployed internally like PBWorks, Socialcast, Basecamp, and Yammer without the consent of IT.  The opportunity to use these tools to allow teams to find experts, information regardless of region or time are ripe.
Email Marketing Email, one of the primary forms of digital communication is often a highly trusted source when customers have opt-in.  When you look closely, email is a social network, see how Google wants to do it. In fact, the root information requirement for Twitter and Facebook is a verified email. Email marketing companies are starting to offer ’sharing’ features so recipients are encouraged to quickly share the information with their peers, as well as offering brands SMMS systems to manage this information.  Expect the Facebook inbox and email marketing to quickly merge in coming years,
Search Marketing A mature practice that attracts buyers and prospects during their core information seeking phase, SEM is critical to reaching the information starved through well placed sponsored information and advertisements We’re also seeing an influx of social advertisements appear as the social graph is infused in search results. Example: We’re starting to see the content our friends recommend in search engine results, and Facebook’s foray with social ads.
Search Engine Optimization Fine tuning websites so they are the first choice in organic search results is both a science and art by experienced practitioners. Social media tools, esp blogs and ratings and review sites like Yelp score high in organic search due to many incoming links and freshly updated content.
Advertising Often the bulk of most marketing budgets, advertising is key in many phases of the customer journey, in particular driving awareness and consideration. Like SEM listed above, advertising can become more efficient in the future by tapping into social profile data (who is this person) and their social graph (who do they trust) to serve up relevant content.  As Facebook spreads their features all over the web (analysis), expect a new form of advertising to appear based on social data.  Twitter’s “Sponsored Links” bodes similar experimentation
Sponsorship Marketers drive associative branding and qualified leads through sponsorship opportunities. Social helps in two specific ways:  New influencers have emerged such as ‘Mom and Dad bloggers” creating more niched inventory with deeper engagement to sponsor.  Furthermore, all traditional sponsorship activities can use social marketing for further engagement.
eCommerce While over a decade old, online shopping has continued to be primary low cost driver for the brick and mortar company. The mainstay integration has been consumer ratings and reviews from the aggregation of the crowd, often powered by vendors like Bazzarvoice.  Yet expect new forms of eCommerce to evolve as an individuals social graph is connected to eCommerce tools. See how Levi’s has done it, and attend our conference, the Rise of Social Commerce.
Mobile Marketing While in it’s infancy, marketers may use these tools to connect with consumers as they are on a specific location, during a certain part of the day, with greater context. Now, as consumers indicate their location and time while on the go, marketers may reach them using a variety of contextual information, advertisements, and harnessing what their friends have done before them in the same locations.  See how Starbucks sponsored mayorship in Foursquare to increase both loyalty and WOM.
TV/Radio The pioneering mediums in the electronic communication realm, these mediums provide content in a one way format. Programs (radio hosts, newscasters, and stations) are using social technologies to infuse a two way relationship with listeners by finding new content in social channels (Watching Twitter) as well as integrating the voices of the audience, and empowering communities to build around them.  Perhaps more importantly, this creates new forms of inventory for these mediums to enable brands to sponsor or get involved with.
Print From newspapers, magazines, to flyers, nothing creates an experience like holding physical paper in front of you. Nearly all of these publications have associated social media properties, from Facebook fan pages, to supplementary blogs.  In fact, if paper adoption continues to decrease, these social tools provide a low-cost method of publishing and interacting with their audiences.  Magazines like Dwell have launched thriving online communities and nearly all national and many global newspapers have adopted social media in their online resources.
Field, Persona, Channel, and Regional Marketing Marketing teams are often segmented by regions, or to sit with sales units in the field, or even to target specific consumer types, like moms. This segmented marketing approach is key for deeper context in approaching unique markets. Like in other forms, don’t expect a one-size-fits all approach, each audience type will have a different penchant for social media technologies, which we call socialgraphics. Expect a tailored approach using social technologies to emerge for each of these groups as you reach different audiences.

Executive Recommendations: Shatter the silo and integrate social across all marketing efforts now.
The above matrix demonstrates that social technologies are already being integrated in the overall mix, yet marketing leadership is at a standstill on how to integrate.  Approach the space in a pragmatic method, follow these three steps:

  • Start by organizing your company in a Hub and Spoke, Dandelion, or Centralized model.  Our research shows that companies are organizing in at least five different models.  Whether you have a centralized team or a hub and spoke, develop a way for an internal team to assemble (often cross-functional) to share and learn, then serve internal stakeholders.  Companies must know the 43+ points to get social business ready, watch our no-cost webinar and slides to learn more.
  • Cascade training and encourage sharing to reduce risk and decrease time to market. Social technologies are still new and come with high degrees of risk as brands continue to have misteps in a new form of marketing.  Yet to reduce risk, empower those that have already experimented to share with others, reward those that quickly fail and get back up, and provide a constant stream of training from external partners.
  • Require marketing plans to consider a social technology integration –not be a last minute addition. Marketers are not in the mindset of combining social technologies in existing events, campaigns, or traditional marketing.  Instead of being reactive and adding this as a last minute consideration, enforce a line item in marketing plans to include social integration up front.

I look forward to your additional comments, perhaps I’ve missed some key integration touchpoints, please leave comments below.

El gran debate sobre la privacidad en Internet:

  • AUGUST 13, 2010, 6:13 P.M. ET

 Los usuarios reciben tanto como dan

Por Jim Harper

Si usted navega por Internet, ¡felicitaciones! Usted es parte de la economía de la información. Los datos obtenidos de sus comunicaciones y transacciones son los que hacen posible el comercio moderno. Por supuesto, no todo el mundo está celebrando. Muchos están preocupados y consternados, e incluso horrorizados al saber que "su" información es el combustible que permite andar a la red global de computadoras.

¿Quién está recopilando la información? ¿Qué están haciendo con ella? ¿Cómo me perjudica esto? ¿Cómo puedo detenerlo?


Estas son preguntas válidas, pero más allá de tener la reacción natural de decir "paren", la gente debería informarse y aprender a controlar su información personal. Hay muchas opciones y herramientas que se pueden usar para proteger la privacidad y existe cierta obligación de usarlas. La información sobre usted no "le pertenece" si usted no hace nada para protegerla. Entretanto, aprender sobre la economía de la información puede aclarar sus múltiples beneficios.

Es natural estar preocupado por la privacidad en línea. Internet es un medio interactivo, no uno estático como la televisión. Cada visita a un sitio web envía información hacia afuera antes de mostrar la información que busca. Y los datos que los navegantes de Internet envían pueden ser reveladores.

La mayoría de los sitios de Internet hacen seguimiento de sus usuarios, particularmente mediante el uso de cookies, pequeños archivos de texto instalados en las computadoras de los navegantes. Los portales usan cookies para personalizar la experiencia del visitante. Y las redes de publicidad las usan para obtener información sobre los usuarios.

Una red que tiene anuncios en muchos sitios web reconocerá el navegador (y por consiguiente a la persona que lo está usando) cuando visita diferentes portales en Internet, lo que le permite a la red de anuncios obtener información sobre los intereses de esa persona. ¿Está en un sitio viendo información sobre camionetas 4 x 4? Puede ser que vea un anuncio de vehículos de este tipo cuando siga navegando.

La mayoría de los sitios de Internet y redes de anuncios no "venden" información sobre sus usuarios. En la publicidad personalizada, el modelo de negocios consiste en vender espacio a los anunciantes, dándoles acceso a personas con base en su información demográfica e intereses. Si una red de anuncios vende información personal, podría afectar su negocio de publicidad y reducir su propia rentabilidad.

A algunas personas no les gusta este seguimiento por varias razones. Para algunos, es como una violación ser tratado como un simple objeto comercial. A algunos les preocupa que la información sobre sus intereses sea usada para discriminarlos o para excluirlos de información y oportunidades a las que pudieran tener acceso.

El exceso de personalización de la experiencia en Internet puede estratificar a la sociedad. Algunos creen, por ejemplo, que si usted es pobre o forma parte de una minoría, el contenido de entretenimiento y los comentarios que usted vea en la web pueden ser diferentes a los que ven otros, lo que evitaría su participación en la conversación "general" que los medios tradicionales producen.

Igualmente, la información de navegación puede caer en manos del gobierno para usos equivocados. Estas son preocupaciones legítimas en diferentes partes del mundo.

El uso "furtivo" de las cookies es una de las quejas más débiles. Las cookies han sido parte integral de la navegación en la web desde el principio y sus consecuencias en materia de privacidad han sido objeto de discusión pública por más de una década. Las cookies son una amenaza escondida a la privacidad de la misma forma que fumar es una amenaza no evidente para la salud. Si usted no sabe sobre eso, no ha estado prestando atención.

Pero antes de ir al menú de preferencias de su navegador y cancelar todas las cookies, debería hacer otra pregunta sobre el intercambio de información en la web. ¿Qué está obteniendo a cambio?

La razón por la cual una empresa como Google puede gastar millones y millones de dólares en servicios gratuitos como su motor de búsqueda, correo electrónico, herramientas de mapas y otros es gracias a la publicidad en línea que intercambia por información personal.

Y no es únicamente Google. Facebook, Yahoo, MSN y miles de blogs, sitios de noticias y otros usan la publicidad para financiar lo que hacen. Y los anuncios personalizados tienen más valor que la publicidad dirigida a todo el mundo. Los comerciantes pagarán más por llegar a su computadora si usted tiene cierta propensión a comprar o usar sus productos y servicios (tal vez el seguimiento en Internet hace que todos sean especiales).

Si los usuarios de Internet ofrecen menos información, Internet les dará menos información. El contenido gratis so se acabará si los consumidores deciden rechazar la personalización, pero habrá menos contenido. Los que escriben blogs o los operadores de pequeños portales web tendrán menos razones para producir lo que hace que Internet sea un lugar fascinante.

Oferta y demanda

Como operador de un pequeño sitio sobre la necesidad de transparencia del gobierno estadounidense, WashingtonWatch.com, agrego nuevas herramientas para los usuarios cuando hay dinero suficiente para hacerlo.

Hace diez años, durante una ola de preocupación sobre las cookies, la Comisión Federal de Comercio (FTC) de EE.UU. le pidió al Congreso de ese país que regulara Internet en asuntos de privacidad. Si la FTC hubiera obtenido la autoridad para imponer regulaciones para controlar el tema, es dudoso que Google hubiera tenido el mismo éxito que ha tenido en la última década. El surgimiento de Google y todo lo que ofrece no estaba predestinado desde el principio. Dependió de un conjunto particular de circunstancias en las que tuvo acceso a la información de los consumidores y la libertad de usarla en formas que hacen dudar a algunos sobre la vulnerabilidad de la privacidad.

Algunos defensores de la privacidad y de la tecnología quieren proteger a los consumidores con ansias, pero gran parte de la "protección al consumidor" de hecho invita a los consumidores a abandonar la responsabilidad personal. La regla de "a cuenta y riesgo del comprador" requiere que la gente se mantenga alerta, aprenda sobre los productos que usa y le exija a las empresas. La gente se esfuerza o hace el mínimo esfuerzo para cumplir con las expectativas, y los defensores de los consumidores que asumen que el público es incompetente quizás tengan parte de la responsabilidad de generar dicha incompetencia, lo que perjudica a los consumidores.

Si una autoridad central decidiera cómo deberían los consumidores lidiar con las cookies , generalizaría de forma errónea respecto a muchos, si no todos, los intereses de los individuos, y les darían la combinación equivocada de privacidad e interactividad. La educación es el camino difícil, y el único, para lograr el equilibrio entre los intereses de privacidad de los consumidores con sus otros intereses.

The Wall Street Journal informó la semana pasada que ingenieros que trabajan en una nueva versión del navegador Internet Explorer de Microsoft pensaron que podrían establecer ciertas preferencias predeterminadas básicas para proteger mejor la privacidad, pero la división corporativa de la empresa se opuso a la medida cuando se enteraron del plan.

La nueva versión del navegador de Microsoft mantuvo el estatus quo en la funcionalidad de las cookies, como lo hacen el navegador Chrome, de Google, y el Firefox, un producto de la Fundación Mozilla. La historia de "las empresas atacan la privacidad" no funciona.

Esto no quiere decir que las corporaciones no quieran información personal; la quieren, para poder brindar el máximo servicio a sus clientes. Pero tienen problemas para determinar cómo satisfacer todas las dimensiones del interés del consumidor, incluida la demanda internamente inconsistente del consumidor de privacidad junto con contenido gratis, experiencias personalizadas en la web, conveniencia y demás.

Sólo una cosa es segura: nadie sabe cómo resultará todo. Las cookies y otras tecnologías de rastreo plantearán preocupaciones legítimas que contradicen los beneficios que brindan. Las configuraciones básicas de los navegadores podrían convergir en algo que proteja más la privacidad. El navegador Safari, de Apple, rechaza cookies de terceros a no ser que el usuario las autorice. Los agregados a los navegadores aumentarán el poder de los consumidores para controlar las cookies y otras tecnologías de rastreo. Los consumidores se acostumbrarán mejor a la economía de la información y elegirán de mejor forma cómo encajan en ese esquema. Lo que importa es que la conversación continúe.

Copyright 2009 Dow Jones & Company, Inc. All Rights Reserved

The Web Is Dead. Long Live the Internet

Sources: Cisco estimates based on CAIDA publications, Andrew Odlyzko

Sources: Cisco estimates based on CAIDA publications, Andrew Odlyzko

Two decades after its birth, the World Wide Web is in decline, as simpler, sleeker services — think apps — are less about the searching and more about the getting. Chris Anderson explains how this new paradigm reflects the inevitable course of capitalism. And Michael Wolff explains why the new breed of media titan is forsaking the Web for more promising (and profitable) pastures.

Who’s to Blame:

As much as we love the open, unfettered Web, we’re abandoning it for simpler, sleeker services that just work.
by Chris Anderson

You wake up and check your email on your bedside iPad — that’s one app. During breakfast you browse Facebook, Twitter, and The New York Times — three more apps. On the way to the office, you listen to a podcast on your smartphone. Another app. At work, you scroll through RSS feeds in a reader and have Skype and IM conversations. More apps. At the end of the day, you come home, make dinner while listening to Pandora, play some games on Xbox Live, and watch a movie on Netflix’s streaming service.

You’ve spent the day on the Internet — but not on the Web. And you are not alone.

This is not a trivial distinction. Over the past few years, one of the most important shifts in the digital world has been the move from the wide-open Web to semiclosed platforms that use the Internet for transport but not the browser for display. It’s driven primarily by the rise of the iPhone model of mobile computing, and it’s a world Google can’t crawl, one where HTML doesn’t rule. And it’s the world that consumers are increasingly choosing, not because they’re rejecting the idea of the Web but because these dedicated platforms often just work better or fit better into their lives (the screen comes to them, they don’t have to go to the screen). The fact that it’s easier for companies to make money on these platforms only cements the trend. Producers and consumers agree: The Web is not the culmination of the digital revolution.

A decade ago, the ascent of the Web browser as the center of the computing world appeared inevitable. It seemed just a matter of time before the Web replaced PC application software and reduced operating systems to a “poorly debugged set of device drivers,” as Netscape cofounder Marc Andreessen famously said. First Java, then Flash, then Ajax, then HTML5 — increasingly interactive online code — promised to put all apps in the cloud and replace the desktop with the webtop. Open, free, and out of control.

But there has always been an alternative path, one that saw the Web as a worthy tool but not the whole toolkit. In 1997, Wired published a now-infamous “Push!” cover story, which suggested that it was time to “kiss your browser goodbye.” The argument then was that “push” technologies such as PointCast and Microsoft’s Active Desktop would create a “radical future of media beyond the Web.”

“Sure, we’ll always have Web pages. We still have postcards and telegrams, don’t we? But the center of interactive media — increasingly, the center of gravity of all media — is moving to a post-HTML environment,” we promised nearly a decade and half ago. The examples of the time were a bit silly — a “3-D furry-muckers VR space” and “headlines sent to a pager” — but the point was altogether prescient: a glimpse of the machine-to-machine future that would be less about browsing and more about getting.

Who’s to Blame:

Chaos isn’t a business model. A new breed of media moguls is bringing order — and profits — to the digital world.
by Michael Wolff

An amusing development in the past year or so — if you regard post-Soviet finance as amusing — is that Russian investor Yuri Milner has, bit by bit, amassed one of the most valuable stakes on the Internet: He’s got 10 percent of Facebook. He’s done this by undercutting traditional American VCs — the Kleiners and the Sequoias who would, in days past, insist on a special status in return for their early investment. Milner not only offers better terms than VC firms, he sees the world differently. The traditional VC has a portfolio of Web sites, expecting a few of them to be successes — a good metaphor for the Web itself, broad not deep, dependent on the connections between sites rather than any one, autonomous property. In an entirely different strategic model, the Russian is concentrating his bet on a unique power bloc. Not only is Facebook more than just another Web site, Milner says, but with 500 million users it’s “the largest Web site there has ever been, so large that it is not a Web site at all.”

According to Compete, a Web analytics company, the top 10 Web sites accounted for 31 percent of US pageviews in 2001, 40 percent in 2006, and about 75 percent in 2010. “Big sucks the traffic out of small,” Milner says. “In theory you can have a few very successful individuals controlling hundreds of millions of people. You can become big fast, and that favors the domination of strong people.”

Milner sounds more like a traditional media mogul than a Web entrepreneur. But that’s exactly the point. If we’re moving away from the open Web, it’s at least in part because of the rising dominance of businesspeople more inclined to think in the all-or-nothing terms of traditional media than in the come-one-come-all collectivist utopianism of the Web. This is not just natural maturation but in many ways the result of a competing idea — one that rejects the Web’s ethic, technology, and business models. The control the Web took from the vertically integrated, top-down media world can, with a little rethinking of the nature and the use of the Internet, be taken back.

This development — a familiar historical march, both feudal and corporate, in which the less powerful are sapped of their reason for being by the better resourced, organized, and efficient — is perhaps the rudest shock possible to the leveled, porous, low-barrier-to-entry ethos of the Internet Age. After all, this is a battle that seemed fought and won — not just toppling newspapers and music labels but also AOL and Prodigy and anyone who built a business on the idea that a curated experience would beat out the flexibility and freedom of the Web.

Illustration: Dirk Fowler

Cuadro de texto

21 Julio 2010 | Newsletter ExpandIT, Noticias ExpandIT 0 Comentarios
E-commerce creció casi 30% en el 2009  

Durante el año pasado se facturaron 5.240 millones de pesos en ventas por Internet, según un estudio de Prince & Cooke. Esto implica un crecimiento del 29,4% comparado con el 2008.  

La medición distinguió la relación entre empresas y consumidores, que generó4.800 millones de pesos, mientras que las transacciones entre los segundos registró los 440 millones restantes. Desde la Cámara Argentina de Comercio Electrónico (CACE) afirmaron que el e-commerce muestra numerosos beneficios tanto para las corporaciones, en tanto les permite optimizar y ampliar su negocio, como para las personas, que tienen acceso a más y mejor información.

Entre los factores que contribuyeron al alza del comercio electrónico en el país, la consultora destacó el crecimiento del número total de usuarios de Internet, que en 2001 era de 3,7 millones de personas y en 2009 llegó a los 23 millones, y también el aumento de la cantidad de organizaciones que comercializan en red, ampliando también la oferta de productos y servicios.

Prince & Cooke se encargó de reunir la opinión de los usuarios sobre comprar en Internet. Sañalaron que una de las principales ventajas fue la de la comodidad (50,8%), dado que el 71,4% compra desde su hogar, pero también hicieron referencia al ahorro de tiempo (16,8%), mejores precios (12,5%) y facilidades de entrega (8,3%).

Por el otro lado, el no poder ver el producto fue una de las cuestiones más desfavorables del e-commerce (50,8%), la falta de seguridad con los pagos (25,7%) sigue siendo un riesgo pasa algunas personas, al igual que el desconocimiento o desconfianza a los sitios o empresas vendedoras (22,1%).

Internet Most Influential, but Underutilized, Medium

Published on June 23, 2010

The internet is the most influential media channel when it comes to driving consumer decisions about products and services, according to the 2010 Digital Influence Index released by Fleishman-Hillard International Communications in conjunction with Harris Interactive.

Yet marketers have not yet fully capitalized on that influence, the Index found. “Our survey provides overwhelming evidence that the internet is at the center of the decision-making process of consumers,” said Dave Senay, Fleishman-Hillard president and chief executive officer. “It suggests, definitively, that marketers who do not have end-to-end strategies which put digital influence at the center of their marketing plans are doing so at their own peril. Marketers who ‘get it’ will be able to leapfrog their competitors who don’t.”

The Digital Influence Index reveals the following nine key insights into the internet’s global influence on consumers’ lives:

1. Funding Gap: Globally, digital dominates in influence but not marketing dollars spent. The internet is by far the most important medium in the lives of consumers, but companies continue to under-invest in their online marketing efforts.

2. On the Edge: Chinese internet users are more advanced, but are early adopters, with room to grow. Although the internet is the most important medium in all countries, it plays an even more critical role in China, home to the world’s largest and fastest-growing population of online consumers.

3. Beyond Mainstream: Digital is core to decisions — for research, purchases and peer influence. The internet plays an integral role in the decision-making process.

4. Too Much Information (TMI): Online over-sharing of personal information isn’t just a bore, but a rising threat, as well. As more users embrace social media and generate content, a consensus is emerging — people share too much personal information, and too little of it is particularly interesting.

5. Cautiously Trusting: People trust the internet most when they have multiple sources — and a friend is one of them.

6. Pay to Play Doesn’t Play: Trust in bloggers for hire remains weak. Across all countries studied, internet users report a lack of trust in content produced by sponsored or paid bloggers.

7. Real-Time Trust: Microbloggers trust companies that listen and respond in real time. Users who have adopted microblogging tend to trust companies that monitor their online activity. They seem to view this online listening as a sign that organizations care about their needs and want their feedback.

8. Mobility Gap: As apps multiply and speeds increase, mobile users snap up smartphones — but realize only a fraction of their potential. Although mobile internet use is growing, a significant gap exists between the capabilities available to mobile phone users and the number of individuals who actually take advantage of them.

9. Where to From Here?: As internet use continues to grow, will its influence grow, too? Depends who you ask. As important as the internet is now, will its consumer influence continue to grow in the future? The answer varies from country to country ... but in China it is a resounding “yes.”

About the study: The fieldwork for this study was conducted by Harris Interactive through a comprehensive, 15-minute online survey among a representative sample of 4,243 internet users in China, the United States, Canada, Japan, Germany, France and the United Kingdom.

Las redes sociales, nuevo reto para la imagen de las empresas

Publicidad y marketing / Avisos, campañas, agencias

Las redes sociales, nuevo reto para la imagen de las empresas

En el primer trimestre, la publicidad online creció 36%; necesario replanteo estratégico

Noticias de Economía: anterior | siguiente
Martes 8 de junio de 2010 | Publicado en edición impresa 


Las redes sociales, nuevo reto para la imagen de las  empresas Foto: lanacion.com

Alberto Borrini

Las redes sociales están en boca de todos. No pasa un día sin que aparezca en los periódicos su última hazaña, positiva o, como últimamente está ocurriendo con frecuencia, negativa. De todos modos, por su enorme expansión, ya nadie puede darse el lujo de ignorarlas.

La publicidad en Internet está todavía en su infancia en el país, aunque crece velozmente; en el primer trimestre de este año, dio un salto del 36% con respecto a igual período del año anterior, al pasar de 38 millones a 52 millones de pesos.

El caso es que su influencia, discreta en publicidad, puede ser mayúscula en otros aspectos, por lo cual sorprende el desinterés de muchas empresas que aún se mantienen al margen, pese a la vertiginosa expansión de los medios digitales.

No es la actitud más apropiada, insisten los especialistas, porque las redes son actualmente las mayores propaladoras de rumores, protestas y ataques, en tiempo real, a veces anónimamente y otras veces ocultando su identidad tras un seudónimo, poniendo a prueba la capacidad tradicional de los comunicadores empresariales para resolverlas.

"En una situación de crisis, antes, una firma disponía de por lo menos 24 horas para reaccionar ante un ataque en un medio convencional; ahora, como las redes sociales actúan en tiempo real, es preciso que las agredidas respondan de la misma manera, en el más breve tiempo posible", aconseja el especialista Joaquín Mouriz Costa, profesor universitario en la materia y director de la Asociación Nacional de Empresas de Internet (ANEI) de España. Todo depende, claro, de la gravedad de la situación y de la evaluación que cada empresa realice.

Los entendidos ni siquiera descartan el silencio cuando se estima que el ataque, por su naturaleza, contiene el virus de su propia destrucción, o cuando se considera que la reacción la magnifica y, por lo tanto, amplía su difusión y el riesgo que entraña.

En rigor, las ventajas, pero sobre todo los peligros que los medios 2.0 entrañan para las empresas, han trascendido la estrecha esfera de los especialistas y hoy se encaraman en las páginas de noticias generales de los periódicos. Casos como el de Toyota, por citar uno de los más recientes y significativos, son un buen ejemplo.

La irrupción de las redes sociales demanda un replanteo estratégico de la comunicación empresarial. Miguel Ritter, reconocido especialista y miembro del Grupo Iberoamericano de Estudios de la Comunicación Institucional (Gieci), propone una serie de recomendaciones "para que su empresa esté alerta contra posibles ataques en las redes sociales".

Afirma que si bien muchas firmas creen que son dueñas de los sitios de sus fans en Facebook, en rigor están libradas a su propia suerte. "Las empresas siempre estuvieron sometidas a diferentes grados de crítica. Es parte de las reglas de juego. La diferencia, a partir del advenimiento de Internet y sobre todo de las redes sociales, es que ahora los detractores pueden organizarse rápidamente a nivel mundial, utilizando las mismas tecnologías que las firmas emplean para promocionar sus productos."

Muchas de ellas, añade el consultor, tienen páginas de fans en Facebook para comunicarse con sus seguidores y fidelizar a sus clientes, a la vez que monitorean lo que se dice de ellas y de sus productos.

Monitoreo, el primer paso

"Sin embargo, no debieran hacerlo sin una clara estrategia que, a diferencia de la publicidad convencional o el marketing, es de una relación continua, no puntual y que, por lo tanto, requiere un presupuesto para programas de largo plazo", puntualiza Ritter.

Tampoco sería recomendable delegar el manejo de los sitios en las redes sociales a jóvenes principiantes, por creer que, como integrantes de la Generación Y, son especialistas en la materia. "Lo aconsejable es buscar personas que sepan tratar con internautas enojados, que puedan fomentar las relaciones con los defensores de la marca y que, sobre todo, manejen la adversidad con soltura", opina Ritter.

Mouritz Costa también resalta la importancia del monitoreo diario para advertir prontamente las primeras señales de campañas negativas. "El paso siguiente -según el experto español- consiste en "entrar" a tiempo en las conversaciones que se entablan entre usuarios de las redes sociales para intentar aclarar, de la manera más rápida y natural posible, los cargos que se hacen."

"Si es necesario admitir la culpabilidad de la empresa, hay que hacerlo", concluye el especialista español. Sus responsables deben entender que participar de los medios sociales exige aceptar reglas de juego distintas. El control absoluto de la información no existe. Las compañías deben descender de su pedestal y hablar cara a cara y de igual a igual con sus públicos.

Planificacion Medios Online

Sparking Conversions: 10 Easy Calls to Action
By Harry Gold, ClickZ, Jun 8, 2010
Columns  |  Contact Harry

It amazes me when I see advertising that does not have a call to action or, even worse, has an anemic one like "learn more." Sure, it's difficult to ensure that your banners and search ads have something appealing to offer besides a catchy graphic or tag line but c'mon - every company has something of value to offer its prospects. So unless your success metric is impressions, the idea behind online advertising is to encourage some kind of desired behavior. It could be a high value brand engagement like watching a video, playing a game, sharing with a chiclet, or hitting a Facebook "like" button. Or it could be things more tangible like lead capture, materials download, or e-commerce transactions.

At my firm, we always try to start our creative process by breaking our messaging down into two modules: benefits and offers.

When people are online they will usually ask two things of an ad they see:

How are you going to help me? A person - whether they are making a consumer or business purchase - will look at a product or brand and think: Will this help me do something? Will it help me do a better job? Save money? Make more money? Be healthier? Look better? Feel better? Be safer? Have fun? What is the benefit of this product? Why should I care? Answering this question is the first part of sparking interest and engagement online.

What do you have for me right now? A call to action must say more than "learn more." It must fulfill on the benefit statement. It must encourage a consumer to take action to get educated on making the right decision, saving money on a product, or getting something that will put him on the path to happiness, wellness, or fun. It needs to offer something of enough immediate value that people will do what you want right there and then.

So here are some tips on presenting and describing calls to action in a way that fits into the unified approach to benefits and offers:

  1. Get a quote: When using this call to action, never underestimate the power of "How much?" When you window-shop and see an item you like, what is the first thing you wonder? How much is that? When you are being pitched on a piece of technology or service, what is the last thing you ask? How much? This one is my favorite because typically it creates a very high value lead. The volume of leads from this may be lower, but the quality of the lead is much higher. A consumer has already indicated interest in the product and wants to know its cost. So typically the information consumers give you in the lead form is real and they are expecting to hear back from you. Entire businesses like LendingTree and Cars.com make fortunes on providing quote requests to their clients. Why? Because a request for a quote is an active request for sales engagement - it is by far one of the highest value leads and actions you can generate.

  2. Download a guide/white paper/research report: Of course, this is a standard offer but often is presented improperly. Simply saying "free white paper" is not enough. You must come up with an attractive, concise, and benefit-oriented title to use in the call to action. So instead of "get the white paper or guide" it's "get the Enterprise Storage Buying Guide" or "download 10 Things to Ask When Buying a Home."

  3. Download a poster/infographic: People love visuals and posters. Show them an educational poster or infographic and they will want it. They may also print it, put it on their wall or fridge, and share it. The advantage of infographics and posters is you can show representations of them in your banners and landing pages to create desire. You can fulfill them online or even by mail and they put your brand and materials in people hands in a form they will possibly study or keep. Helping consumers understand complex concepts like cloud computing, social media, or allergies are ideal topics for infographic. Imagine a cholesterol drug making a nice reminder poster about eating healthy - would a concerned wife, child, or caregiver put that on the refrigerator or e-mail it to a loved one? My company did a social media map that has been download 50,000 times off our site and is posted on blogs, sites, and cubicle walls far and wide.

  4. Get a savings certificate or coupon: Delivering a savings certificate or coupon is an obvious step in escalating a sale. However, many efforts fall short on this front because the marketer failed to further motivate a consumer to go to a particular store or contact a sales person. Don't just deliver a coupon - deliver it with the nearest store to buy the product printed on the same page!

  5. Watch a 60-second video/demo: You have successfully created the desire, now let people consume more information in the way they like to consume media - via video. The key thing here (like with the white paper or guide) is to tell them what they are going to learn and what to do after watching the video. So instead of "see a demo of our product" the video should be titled something, like "Profiting from CRM in 60 Seconds" and then at the end, insert the form where the video was.

  6. Like our Facebook Page: I cannot resist including high value social actions we are all chasing. In this case, when trying to make social friends online, it is key to answer this question, "Why would anyone want to be my friend?" So don't just put the "like" button there and say, "Become a fan of our page." Tell people why. Say, "Like our Facebook page to get allergy relief updates and news."

  7. Share this content: If you are branding or trying to propagate your content throughout the Web, this is one of my favorite approaches. Sharing chiclets - those little buttons that let you post things to Facebook or tweet them on Twitter - are the best way to spark viral distribution of your materials. (See more about them in my column, "Socializing Your Banners With Chiclets." Do not put them at the bottom of your banner or landing page like some kind of afterthought. If your goal is to get everyone to share your coupon, report, or infographic, then make the action front and center. Say, "Click here to post this report to your Facebook page."

  8. Opt-in to our e-mail list: OK, let me say something that people need to be reminded of: e-mail still works! Surprisingly, many marketers overlook the fact that their house e-mail lists are still probably their most productive online programs. So it is a wonder to me how few have made getting people to opt-in to their house lists a focus or success metric of their online advertising programs. Remember, getting people to subscribe to your e-mail lists should still be on your radar screen. Again, tell people why they should sign up. Don't just simply say, "Subscribe to our e-mail." Say, "Get great savings alerts" or "Valuable allergy control tips and research" by signing up for our e-mail list.

  9. Call now/talk to a human: Here's another overlooked online tactic. People think just because we are online that consumers have suddenly stopped using the phone or no longer want to talk to a human being. Both assumptions are not true. Also, getting a sales prospect on the phone is usually the desired result of a lead form anyway. So if you can get them to call you, that lead is that much more valuable! If you are able to answer the phone (via a sales rep or call center), why not promote that advantage? Instead of "fill out this form," how about, "call us now to get answers from an actual person!" Use that ability to give personal service as a call to action! And of course, track inbound calls from online ads via unique toll-free numbers.

  10. Buy now: Sure, virtually no one is going to immediately buy a Ford Fusion because he saw your banner ad. But if you do a good job creating desire with the benefit statement and you are an e-commerce site, sales is your primary success metric. So why not offer special deals to people willing to take the buying plunge right then and there? If offering an immediate $10 discount from the banner click lowers the cost per sale by $15, why not do it? It amazes me how resistant people are to that when you are a) not doing across the board on the site and it is just for that consumer for that click at that moment and b) has the potential to dramatically offset your cost per sale and boost ROI. The only difference between $10 in media and $10 in discounts is what line the expenditure lives in a P/L. Yes easier said than done for larger companies but again - a dialogue and tactic that is worth having and testing.

Of course I am missing many other things that could be offered, so as always please feel free to comment and add other effective calls to action you have used.

Mitos del MKT Online 2010

ClickZ  Expert - Sean Carton (Post) Modern Marketing Myths: Busted
By Sean Carton, ClickZ, Jun 7, 2010
Columns  |  Contact Sean

I've been speaking at a lot of conferences lately, and the most interesting part of the whole experience is the Q&A. I like it because I get challenged and get to hear from a broad range of marketers and communications people about what's bothering them. It's a rare glimpse of the "real world" that's often quite different than (and I mean this with great love and respect) what you hear from those of us writing about marketing.

Lately, I've heard a lot of untrue statements; a lot of "conventional wisdom" that people either have to butt heads with their bosses or co-workers about. These myths are usually stated with a large degree of certainty but are rarely backed up by anything more than anecdotal observations. While it's human nature to want to make sense of things based on your own experience, a lot of companies (both clients and agencies) are wasting money or missing opportunities because they believe them.

Today, I'll take a stab at busting these common digital marketing myths.

Social Media Belongs to the Young

This is by far one of the most common myths. In many ways, it's not unlike the arguments that people would make back in the '90s about sinking money into Web sites. "Well, all that techie stuff is all fine and dandy for the young folks," went the common refrain, "but our audiences are older and they don't use that stuff."

Baloney. It was baloney then (well, unless you went back to 1994 or 1995) and it's baloney now when it comes to social media.

Look at the statistics on social media usage and you'll see that "the kids" are actually a lot less likely to use social media. Seventy-seven percent of mobile social network users are over 25 and 43 percent are over 35. More than 50 percent of Facebook users are over 35. As for Twitter, while the 24 and younger set make up the fastest growing segment of the services' users, fully 52 percent of users are over 35.

Print Is Dead

I usually hear this one from well-meaning people who are big believers in online marketing. I totally understand this sentiment, but it's just not smart marketing.

Print still has an important role in the overall marketing mix, as evidenced by studies such as this one that looked at catalog sales and found that print catalogs are still big drivers of revenue (because people like to browse print and buy online). I don't blame them: print catalogs have a greater emotional impact than an equivalent product listing on a Web site. Every type of media has its place and is best used for what it's best at (the emotional impact of print or the ease of online purchasing).

If You Want to Drive Traffic, Put All Your Money Into Online

This is another one often spouted by well-meaning true believers. However, as this study (and many others over the years) shows, offline media is often one of the biggest drivers of online behavior. And, interestingly enough, broadcast media - TV and radio in particular - often builds the kind of awareness that consumers need in order to be driven to a particular site.

In Online Display Advertising, It's All About the Number of Impressions

True, increasing your impressions will increase your exposure to your targets, but as John Burbank, CEO of Nielsen's online division so aptly puts it, dishing up lots of impressions isn't enough...you also have to serve and engage your target audiences in order to reach them online.

A lot of the metrics we use to measure success of online campaigns may be wrong. Michael Zimbalist makes a compelling case in Ad Age that we shouldn't be thinking about impressions at all, but rather a more TV-like model he calls the "Werp." This involves serving up ads in a way so that they hold the user's full attention as the only marketing message on the page for a minimum of five seconds.

If You're Thinking Mobile, It's All About the iPhone

This one really gets to me. I've been a Mac guy and a big Apple fan since 1984, but it bugs the heck out of me that "mobile" has now become synonymous with "iPhone" in many marketers' minds.

The hype machine has convinced us that mobile "apps" can only be served up on the iPhone when the iPhone only holds 25 percent of the smartphone market. If you only concentrate on the iPhone, you're missing out.

Video Games Are for Teenage Boys

The idea that only pimply-faced teenagers play video games has been with us for a long time. This misconception affects everything from video game advertising creative to how marketers think about integrating the growing video game population with advertising. According to a recent report published by Deloitte, the popularity of video gaming is surging among older populations.

Mobile Advertising Is [Insert Adjective Here]

It seems like no other advertising medium is filled with as grand a set of pronouncements, as conflicting a set of data, and as much confusion as the mobile marketing biz.

There's data to show that mobile advertising far surpasses online advertising in terms of effective ROI (define). Then there are studies that demonstrate that a heck of a lot of consumers don't even know they can get online with their phones.

On the other hand, the Interactive Advertising Bureau says that mobile is fantastic for driving brand awareness, while other folks see mobile as the future of marketing.

Who's right? Probably everyone...and no one. Speaking of "mobile" as one homogenous medium is wrong. There are a dizzying array of platforms, an alphabet soup of OSes, and huge variations in consumer sophistication when it comes to using these devices. Until the great "mobile wars" are over and we settle on a couple of OSes and comparable experiences across devices, it's wrong to take a monolithic view of mobile marketing.

It's Enough Just to Drive People to My Site

Whoo, boy! This is another biggie when it comes to misconceptions leading to dumb decisions and wasted resources.

It's not just enough to drive people to your site if you're looking to capture their information, drive sales, or generate response of any kind. To be effective, you need to match your landing pages to your campaign.

Even then, there's a lot you can do to drive response in terms of design, copy, and the user interface. "Frivolous" changes (such as the "Mad Libs" form style that can increase response rates 25 to 40 percent) can have a huge impact on response rate. Either way, dumping people on your home page usually isn't the best approach.

[Social Media Platform] Is the Place to Be

This is another biggie. Even though one platform or site is big today, history shows that putting all your eggs in one virtual basket is a bad idea. Popularity rises and wanes in unpredictable ways that seem unlikely at the time but later come to light as audiences move on to the next big thing.

Don't believe me? Head on over to Alexa and check out the data page on Facebook traffic. Looks good, right? Well, use the comparison function under the chart to set the date range to "Max" and try running comparison charts against MySpace and Second Life, two social sites that at one time ruled the roost. Oh, how the mighty fall!

But there's another issue, too: not all social media platforms are equal. They don't all share the same demographics, they're used for different things, and they're different in terms of consumer engagement. A Facebook status update isn't the same as a tweet (or vice versa), but both have their place in terms of conveying different kinds of information. Study what you're doing and use the right tool for the right job.

Everyone Else Is Doing a Better Job Than Me

Finally, there's the feeling that "everyone else" (whoever they are) is doing a better job than you when it comes to online marketing. They've got better measurement tools, more successful campaigns, and are more savvy about delivering ROI for their online media campaigns than you are.

Sure, some of you are probably confident enough that you never feel this way, a lot of people (especially older, more "traditional" marketers who've had to make the transition to the online world) at conferences feel that they're the only ones who don't get it in the same way as the hotshots they read about in the industry press.

Never fear! If you peek behind the curtain, you'll discover that "more than 40 percent of marketers don't even know whether the social media tools they're using were capable of measuring ROI!" And that's just the people who were honest enough to share the fact they didn't know something - not an easy thing to admit.

Other studies make it clear that we're all still figuring this stuff out. Anyone who tells you that they know "the answer" is a fool or a snake oil salesman.

Sean is off today. This column was originally published March 15, 2010.

YouTube cumplió cinco años

En un 2010 marcado por diversos hitos, la compañía anunció de forma oficial su aniversario con una producción que resume los contenidos más relevantes de la plataforma; ya cuenta con más de 2000 millones de vistas de video por día

Lunes 17 de mayo de 2010 | 12:15 (actualizado a las 17:05)

Por Guillermo Tomoyose
De la Redacción de lanacion.com

En un año marcado por diversos hitos, YouTube anunció de forma oficial su quinto aniversario con una producción especial que resume los contenidos más importantes de la plataforma. A diferencia de otros acontecimientos que fueron mencionados como el cumpleaños del sitio web, como el registro de la dirección de dominio o el primer video cargado en la plataforma, esta fecha rememora el lanzamiento de la versión beta de la iniciativa que lideraron Chad Hurley, Steve Chen y Jawed Karim, sus fundadores.

Desde los primeros segundos de vida que se reflejaron en "Me at the Zoo", el primer contenido que se subió al sitio, a la fecha YouTube recibe más de 2000 millones de vistas de video por día, y un volumen de 24 horas de producciones que se suben cada sesenta segundos a la plataforma .

"Esto es casi el doble de audiencia en horario central de la suma de las tres cadenas estadounidenses de televisión", detalla un comunicado publicado en el blog oficial de la compañía. Asimismo, detalla que son el tercer sitio web más visitado de la Red.

Para celebrar los cinco años, YouTube convocó a un grupo de personalidades célebres de diversas áreas, como Vinton Cerf, Conan O'Brien y Pedro Almodóvar , para que comenten cuáles son los contenidos preferidos de la plataforma. A su vez, presentó FiveYear , un canal dedicado que muestra en una línea de tiempo las producciones más importantes del sitio de videos online.

Cinco años de YouTube en menos de dos minutos, en un video oficial de la compañía (en inglés)

A la conquista del celular y la TV

El nacimiento de YouTube tuvo lugar en las pantallas de las computadoras, y generó un cambio en la modalidad de generar contenidos para la plataforma. De forma paulatina, y gracias a los avances que tuvieron las cámaras de los teléfonos celulares, el servicio de videos online permitió realizar registros con smartphones desde diversos lugares. De esta forma, esa combinación le permitió a los usuarios del sitio contar con una herramienta más para registrar acontecimientos de forma instantánea, como sucedió en las manifestaciones en Irán .

Ese es uno de los desafíos que se plantea la plataforma de videos online ante el avance en computadoras, celulares, tabletas y pantallas de TV. "Buscamos contar con la misma experiencia en todas las plataformas" dijo Francisco Varela, gerente de Socios estratégicos para YouTube, durante su visita a Buenos Aires en el marco del evento Google Press Summit en abril.

Sin embargo, la expansión a los teléfonos móviles presenta varios inconvenientes. "Esta modalidad requiere de redes de datos de alta velocidad y que los operadores presenten planes de datos accesibles", dijo el ejecutivo, y a su vez remarcó la necesidad de mejorar la modalidad de carga de contenidos desde celulares. "En los smartphones, el objetivo es permitir subidas a YouTube de forma progresiva".

Ante los rumores sobre el lanzamiento de un servicio denominado Google TV, Varela desistió en realizar declaraciones. "No puedo hablar sobre rumores", dijo.

Según The New York Times , la compañía del buscador estaría en tratativas con Sony, Intel y Logitech para crear un servicio de contenidos televisivos basado en la nueva generación de pantallas. Por su parte, The Wall Street Journal desliza que Google realizaría un anuncio el 19 y 20 de mayo en la conferencia para desarrolladores I/O en San Francisco .

Sin embargo, reconoció el desafío que representa la pantalla de los televisores para YouTube. "Es nuestra frontera final", dijo Varela. Reproducir los contenidos de YouTube en una pantalla de TV requiere de un navegador web y un reproductor Flash de Adobe.

Esto se podría realizar desde un equipo externo, sin embargo los dispositivos set-top box, los dispositivos que permiten sintonizar los canales de televisión digital, no poseen la potencia de procesamiento necesaria para estas implementaciones, detalla. "Son muchos los desafíos técnicos que presenta este entorno. Queremos unificar la experiencia que ofrece YouTube en diversas plataformas ".

"En el entorno de la TV contamos con los set-top box, pero son dispositivos que poseen un chipset poco potente", le dijo a lanacion.com Ricardo Blanco, gerente de Comunicaciones de YouTube para América latina.

"Mientras los celulares tienen un mejor procesador, pero una pantalla pequeña, los televisores tienen una mayor área de visualización, pero dependen de la implementación de hardware que realice el fabricante. Ese es el panorama que YouTube debe resolver para enviar sus contenidos", detalla Blanco.

El consumo, potenciado en manos de la tecnología

Datos como gustos, modas y necesidades de la gente se integran en complejos procesos de Data Warehouse que las empresas utilizan para instalar campañas, ofrecer productos, detectar fraudes o retener a clientes esquivos.

Por: Daniel VittarUna compra inocente en un shopping, una simple operación en el cajero, la aceptación de un nuevo servicio, todo conforma una cadena de información que alguien, de alguna manera, está registrando en una base de datos. Pasan a conformar un método de análisis y proyección comercial que adquirió una enorme importancia y en el cual las empresas están invirtiendo grandes cantidades de dinero.

Ron Swift, un guró de las nuevas estrategias comerciales, sintetizó la tendencia de la tecnología que está cambiando la forma de hacer negocios en el mundo: "Las empresas guardan información de sus clientes en bases de datos, como una medida básica. Luego pasan a una etapa superior y crean sistemas de información, conocidos como Data Warehouse. Más adelante, si son realmente inteligentes, transformarán la información en conocimiento: conocimiento en sus negocios, en sus clientes, en sus productos. Pero si realmente buscan jugar en una clase diferente, a nivel mundial, crean sistemas (Business Intelligence) que te aporten sabiduría: sistemas que le permitan saber qué hacer, cuándo hacerlo, porqué hacerlo y con quien hacerlo. Lo están aplicando sólo algunas empresas de Estados Unidos, Australia, Israel y Canadá".

La clave es la información y la utilización que se hace de ella. Con términos diferentes, y con precisiones en cuestiones informáticas, ese fue el tema central que discutieron durante 5 días ejecutivos de diferentes países, incluyendo de empresas argentinas, en la conferencia anual de usuarios y Partners de Teradata, realizada recientemente en Washington. Allí hablaron de los problemas para manejar datos de usuarios y las tendencias. Explicaron que partieron de lo básico, como determinar características de los clientes: pretensiones, elección de productos, rechazo, posibilidades financieras, etc. Luego avanzaron hacia la fidelidad, buscando los lados flacos y encontrando las respuestas para retenerlo. Y ahora se pretende ir más allá, adelantándose a sus requerimientos y necesidades. Esa es la lógica que plantean los sistemas actuales y el foco de Business Intelligence.

"La innovación es la clave para la supervivencia y el crecimiento. Recortar costos es fácil, pero innovar no, y sólo aquellos que innoven en sus procesos saldrán beneficiados de esta situación económica", argumentó Mike Koehler, CEO de la compañía, al lanzar un nuevo sistema de memoria flash sobre tecnología SSD (Solid State Drive), que competirá con Oracle e IBM. Según el ejecutivo, "acelerar la innovación empresarial con la ayuda de las distintas opciones que ofrece el análisis de datos, contribuirá a una adecuada toma de decisiones".

Para los analistas, en Argentina la innovación es lenta y recién está despegando. Este tipo de sistemas se vienen aplicando, pero aún estamos entre los países más rezagados. Los pocos avances que hay tienen que ver con los modelos de bases de datos que les permiten determinar las necesidades del cliente o desarrollar sistemas de seguridad.

"Cuando vos tenés una base de clientes de 30 mil tipos, es imposible hacerlo sin estos sistemas. Antes se aplicaban campañas masivas; agarrabas tu base de datos y les ofrecías a todos los clientes lo mismo. Ahora, con el análisis de la información, definís a quién se la dirigís", explicó en el encuentro Eduardo Agra, gerente de Sistemas del Banco Galicia, a Clarín.

También se aplican acciones para evitar fugas de clientes. "Una cosa importante para el banco es desarrollar modelos de análisis que te permitan darte cuenta cuando un cliente está realizando acciones que implican a futuro un abandono de la entidad. Por ejemplo, cuando un cliente da de baja un servicio, se está preparando para dejar el banco. Apenas tenés la primera condición en ese sentido, el sistema te alerta y ahí la entidad actúa para retenerlo: inmediatamente le ofreces un beneficio". Para Bruno Folino, encargado de Planeamiento y responsable de Presupuesto y Pronósticos, el beneficio de la nueva tecnología "te permite encontrar una manera de distinguirte de los demás, prestando un servicio diferente".

Un caso particular es el de Visa Argentina, cuyo representante en el Partners, Adrián Quilis (Jefe de Gestión de la Información), contó el salto que tuvieron en el 2001, cuando la crisis y el corralito impulsaron a la gente a un sistema alternativo de pago como la tarjeta de débito. Allí tuvieron un aumento del 1.300 por ciento en las transacciones. Obviamente buscaron un sistema de base de datos que les permitiera responder a esa brusca demanda. Hoy en día la compañía tiene 21 millones de tarjetas de crédito, 14 millones de tarjetas de débito y realiza 9.000 autorizaciones por minuto en el país. Esa descomunal cantidad de datos se procesan a través de un sistema de Data Warehousen que velozmente puede discriminar, ubicar la transacción y señalar errores o estafas.

"El objetive del modelo de la prevención de fraude es asignar un índice de probabilidad a cada transacción para predecir si es fraudulenta", explicó Quilis. "Se han generado más de 14 modelos de prevención, que tienen alrededor de 2.400 reglas. Y cada 30 minutos son analizadas las transacciones". Estas reglas buscan reflejar desviaciones en el comportamiento habitual del usuario –un monto muy por encima del habitual o en una zona diferente a la que siempre suele comprar- y si registran un cambio sustancial dan un alerta. Esto va a un centro de análisis y allí contactan directamente al usuario para determinar si él realmente la está usando o es víctima de un robo.

Las plataformas inteligentes manejan hoy una innumerable cadena de datos cuya combinación adecuada da un campo invalorable de análisis para el manejo diario de los negocios. Ayudan a conducir ventas, a reducir riesgos y a bajar considerablemente los gastos innecesarios.

Ron Swift, uno de los creadores del Data Warehouse, habla de cinco etapas de desarrollo. En un principio sólo fueron las base de datos, pero correspondientes a cada departamentote una empresa, como finanzas, negocios, etc. Su valor era sumamente escaso. Luego, en un segundo paso, comenzaron a integrar los datos, combinándolos, para que así todos los miembros de la compañía puedan usarlos (ahí comienza el Data Warehouse que permite unir las bases de datos). Ya se pueden producir informes en base a análisis de los datos. En la tercera etapa, ya hay muchos más datos y combinaciones que permiten desarrollar modelos para predecir el futuro. En la cuarta, las predicciones y modelos se aplican a toda la compañía y los análisis se usan en las operaciones diarias. Quinta etapa: la empresa se maneja con los informes en tiempo real y utiliza una cantidad increíble de datos, sobre todo externos (financieros, estudios, estadísticas). "En todas las etapas se manejan datos, pero su uso es diferente en cada una de ellas", señala. Y agrega: "Hay compañías que se quedan en la primea o la segunda de las etapas y no avanzan. Otras ya utilizan la quinta, pero existen sólo en algunos países del G-20".

Una de las multinacionales más famosas en usar varias etapas del sistema de Data Warehouse es Walmart. Cuando alguien compra algo en una de sus cajas, los datos suben y se guardan en la base de datos. Eso alimenta la casa central cada 15 minutos. Así saben qué se vendió y lo que hay que poner en la góndola nuevamente. Pero, además, hacen el análisis correspondiente a las tendencias. Otro dato importante: si el producto tiene un tiempo de elaboración superior a las 24 horas, deben hacer un análisis predictivo y así anticiparse para poder tener el producto a tiempo. Todo eso lo hacen a través de un programa inteligente. En Argentina es incipiente, pero ya hay alguna que otra que está aplicando este sistema.

Ahora van por más. El paso siguiente es la "tecnología predictiva", "inteligencia Web integrada". "Todo lo que hace el cliente en la Web, lo que mira, lo que compra o deja de comprar, se puede detectar. En Internet estás viendo el comportamiento de la gente, los patrones, estás viendo oportunidades únicas con clientes únicos. No grupos de clientes, sino un cliente en particular. Luego, la máquina y la tecnología chequean datos juntas, los combinan y te permiten salir al mercado con nuevas ofertas", detalla Swift. "Es sólo marketing inteligente, lo comenzamos a hacer hace 5 años", aclara con picardía.

Las falencias del canal on-line en Argentina.


La utilización del canal on-line en una empresa para comunicarse con sus clientes no es tarea fácil. La competencia y la cantidad de usuarios on-line (Ver) hacen a este canal el predilecto por más de 14 millones de argentinos a la hora de evaluar un producto o servicio. Pero esta decisión no sólo será por precio, las variables más cualitativas como: imagen, sensación, impulso, confianza y ayuda, serán fundamentales en el proceso.

Hoy la primer parte a nivel local, sea en el mercado que evalúen, está descuidada. Y esta etapa que implica la posibilidad de capacitar, dar herramientas de comparación, de simulación o analizar el perfil para recomendar el mejor producto aún no se usan, o se usan sin una gran base de análisis. Este planteo que se hace desde años, del trato uno a uno aún sigue siendo un objetivo no cumplido, al menos desde las compañías que se encuentran on-line en Argentina.

Nadie dice que el proceso sea sencillo o corto en el tiempo, implica un gran compromiso desde las empresas en el desarrollo e integración de todos los canales. Pero es cierto que este proceso se construye en todos los puntos de contacto e implican tener un diálogo inteligente con el cliente y no un proceso que se vuelve mecánico y sin corazón en todo el proceso. Para esto es importante “escuchar” a ese cliente en los pasos que se enumeran buscando la creación de perfiles de clientes que permitan de alguna manera dar a cada uno lo que necesita en el momento justo.

• Registro (el usuario deberá ver la utilidad de estar registrado).

 • Transacciones.

 • Sing-ups en newsletters, notificaciones, cupones, etc.

• Movimientos por el sitio.

• En la definición de preferencias.

 • Encuestas.

 • Interacción con el Customer Service.

Estos puntos de contacto son fundamentales para fomentar este diálogo. Algunos sitios a nivel local pierden de vista que es un canal más con el cual el cliente interactúa y ponen barreras, sobre todo en los masivos, para mostrar los precios (pedido de DNI, dirección, teléfono, etc.) datos que no tienen correlación con la solicitud del costo del producto, no pareciéndose al canal tradicional donde el cliente entra al local y solicita al vendedor el precio, quien salvo casos excepcionales solicita algún dato particular para dar el costo de una PC, notebook, electrodoméstico o cualquier producto masivo, sería casi mirado como loco ante la solicitud del DNI. Pues esto ocurre en muchos casos hoy desde la web, hasta para realizar preguntas sobre productos o servicios.

Entonces sintetizando, estos pequeños contactos con nuestros clientes nos deben permitir crear perfiles de consumidores de tal manera de poder detectar anticipadamente productos o servicios acordes con el objeto de ofrecerles en el punto adecuado lo que están buscando.

La mejor métrica que nos permitirá evaluar que tan bien vamos en este punto es medir los llamados al Call Center previos al desarrollo del sitio y los llamados luego de estas implementaciones y cuáles son las preguntas. Si estos llamados no decrecen o las preguntas podrían contestarse desde Internet el plan de desarrollo del sitio está fallando.

Internet y los Medios

Internet ¿reemplaza los viejos medios?: según un estudio de Nielsen realizado en Estados Unidos, los nuevos medios no reemplazan a los tradicionales sino dividen la atención de los más informados entre viejas y nuevas fuentes de información. Es decir, sigue habiendo un grupo, aún mayoritario, que se informa casi exclusivamente a través de diarios, televisión y radio. Hay un nuevo grupo que solo utiliza Internet para informarse (mucho más pequeño aún) y un interesante grupo (60%) que utiliza ambas fuentes complementariamente. Este grupo, como diría Gladwell en The Tipping Point, constituiría un blanco ideal de mensajes por su rol de líderes de opinión ultrainformados, ya que no solo usan nuevas y viejas fuentes sino que las utilizan con más frecuencia.

Online Marketing Effectiveness

Online Marketing Effectiveness

JUNE 12, 2009

Search is first.

What is the best way to generate sales online?

While the answer may vary slightly depending on the size of the ad budget, a Forbes study says marketers of all sizes should start with search.

Forty-eight percent of marketers said that search engine optimization (SEO) was the best method for generating conversions online. More than one-half of marketers with budgets over $1 million agreed.

Most Effective Online Marketing Tactic for Generating Conversions According to US* Senior-Level Marketing Executives, by Budget Size, February-March 2009 (% of respondents)

The next-most-effective conversion tactic for smaller marketers was e-mail and e-newsletters, followed by pay-per-click and search ads, behavioral targeting and page sponsorships.

For larger marketers, the list of effective online tactics was nearly the same, except search and e-mail were flipped. Pay-per-impression ads were also more effective for larger marketers (presumably because they have the funds to experiment in an expensive medium).

To build, maintain or change brand perceptions required different tactics, however.

For both small- and large-budget marketers, site or page sponsorship and SEO were considered the most effective ways to build a brand online.

Most Effective Online Marketing Tactic for Affecting Brand Perceptions According to US* Senior-Level Marketing Executives, by Budget Size, February-March 2009 (% of respondents)

Pay-per-impression ads came next on the list for big spenders, while the more budget-constricted focused on e-mail newsletters, pay-per-impression and viral marketing.

Perhaps in anticipation of the end of the recession (see A Short-Term Marketing Focus), marketers are changing their spending priorities in the six months after March 2009 to feature more viral marketing, SEO, behavioral targeting and pay-per-click.

Change in Online Marketing Budget Allocation in the Next Six Months According to US* Senior-Level Marketing Executives, by Tactic, February-March 2009 (% of respondents)

Overall, 57% of respondents said they still spend less than 25% of their marketing budgets online.

The Challenges of Cross-Channel Marketing

JUNE 23, 2009

Attacking from different angles.

Worldwide, marketers are engaging in synchronized campaigns across media channels, including TV, mobile and online.

According to Eyeblaster and TNS, 85% of marketers see the value in cross-media integration.

In fact, the researchers found that 67% of the marketers were currently running cross-channel campaigns.

Marketers Worldwide* Who Use Digital Cross-Channel Campaigns, March 2009 (% of respondents)

Another 18% of marketers were not running cross-channel campaigns, but saw the benefits. Only 15% were uninterested or unsure about cross-channel marketing.

Measuring performance across campaigns was, however, problematic.

Only 12% of marketers always compared performance data across channels.

Frequency with Which Marketers Worldwide* Measure Digital Cross-Channel Performance Data, March 2009 (% of respondents)

Most marketers had problems measuring across channels: 44% blamed the lack of suitable metrics, 37% the lack of case studies on cross-channel effectiveness and 34% the lack of measurement technology.

Despite the lack of solid measurement, 47% of marketers believed standard online display ads were suitable for both branding and direct response, and 63% felt the same about rich media.

Marketers Worldwide* Who Consider Online Display Advertising Better for Branding vs. Response Campaigns, by Format, March 2009 (% of respondents)

Taken alone, online display was considered five times more effective as a branding channel than as a response channel. The differential between branding and response was even higher for rich media.

Marketers also thought IPTV, TV and print were effective for both direct response and branding.

Marketers Worldwide* Who Currently Use Select Mainstream Display Channels for Branding and/or Response Campaigns, March 2009 (% of respondents)

Again, when only doing one job, the marketers considered IPTV, TV and print all much more effective at branding than response generation.

Nevertheless, belief is not an adequate measurement system. If cross-channel marketing is to grow, more accurate and dependable analytic tools need to be developed.

Marketers Frustrated by Digital Cross-Channel Chasm

Published on June 18, 2009 | Email this article

More than two-thirds (67%) of global marketing executives say they already are running digital cross-channel ad campaigns, but only 12% are integrating their cross-channel performance data - across TV, outdoor, mobile, print and online - when they plan, execute and measure these campaigns, according to a survey of worldwide marketing executives by Eyeblaster and TNS.

The study, “The Digital Horizon: A Chasm between Expectation & Execution,” reveals that the advent of digital and other new forms of advertising have created a large gap between running a campaign on multiple channels and actually integrating those channels in a unified way. Though many marketers desire better integration, they are frustrated because they can’t meet their goals using existing systems.

“Although marketers see the power of digital media and express optimism and enthusiasm, many are caught in the gap between expectations and reality,” the report said. “Until this uncharted territory is mapped, many marketers will continue to go with what they know and revert back to existing techniques and siloed channels.”

Marketers cite the following barriers to cross channel adoption:

  • lack of suitable metrics to measure impact and ROI (44%)
  • lack of case studies to prove cross-channel effectiveness (37%)
  • lack of technology (34%)

Looking ahead, once enabled to accept digital advertising, respondents expect mobile and TV to be the top channels for branding and response as well as the go-to channels for brand-response synergy:

  • 68% of marketers cite mobile as the top channel to drive response, followed by TV at 40%.
  • 76% of marketers cite TV as the top channel for brand building, following by mobile at 49%.
  • 68% of marketers are interested in comparing TV and mobile compared with outdoor and mobile, TV and computer-based advertising and mobile and computer-based advertising at 62%.

Respondents to the survey also expect total market spending to grow by 30% over the next two years with a third of the market experiencing growth over 50%.

“This study proves interest in cross channel and confirms that cross channel integration is a high priority for marketers – digital or otherwise,” said Gal Trifon, CEO and co-founder at Eyeblaster.

“The days of distinguishing one channel against another for brand or response are behind us, and the next step is to fill the gap that sits between implementing cross channel campaigns and measuring cross channel effectiveness,” added Don Ryan, vp of technology and media at TNS.

View chart: Digital Cross-Channel Campaigns
View chart: Cross-Channel Performance Data Comparison

About the study: The study was conducted in March 2009, among 400 senior marketing executives across North America, EMEA and APAC.

‎‏‎‎‎‎‎‎‎‏‎‎‏‏‎‎‎‎‏‎‎‏‎‎‎‏‏‏‏‏‏‎‏‏‏‏‏‏‎‏‏‎‎‏‎‏‎‎‎‏‎‏‏‏‏‏‎‎‎‎‎‏‎‏‎‎‏‏‏‏‏‏‏‎‏‎‎‏‎‎‎‏‎‎‏‏‏‏‏‎‎‎‏‏‎Display-Ad Clickers Nosedive 50%

The number of online Americans who click on display ads has dropped by 50% since 2007 -  and now stands at only 16% of all US internet users,  according to updated results from the “Natural Born Clickers” study from comScore, Inc. and Starcom MediaVest


comScore said the findings point to the importance of measuring display advertising beyond the click, and moving to a more holistic model that incorporates view-through metrics for display ad performance.

The collaborative study, which was originally undertaken in 2007 to gain better insight into how US internet users click on display ads, is  based on just-released March 2009 comScore data. It revealed that the number of people who click on display ads in a month has fallen from 32% of internet users in July 2007 to only 16% in March 2009, with an even smaller core of people (representing 8% of the Internet user base) accounting for the vast majority (85%) of all clicks.

Updated 2009 Findings

The original research showed that 32% of internet users clicked on at least one display ad during a month. These clickers were segmented into “heavy,” “moderate” and “light”clicking segments based on the group of users accounting for the top 50% of clicks (heavy), middle 30% (moderate), and bottom 20% (light).

In 2007, comScore, Starcom and Tacoda found that heavy clickers represented 6% of US internet users, moderate clickers accounted for 10% and light clickers accounted for 16%. By March 2009, those numbers had dropped substantially in each case, to 4% of internet users for heavy clickers, 4% for moderate clickers and 8% for light clickers.


“The act of clicking on a display ad is experiencing rapid attrition in the current digital marketplace,” said Linda Anderson, comScore VP of marketing solutions and author of the study. “Today, marketers who attempt to optimize their advertising campaigns solely around the click are assigning no value to the 84% of internet users who don’t click on an ad.”

Anderson added that optimizing around clicks is “precisely the wrong thing to do,” because other comScore research has shown that non-clicked ads can also have a significant impact. As a result, she added that many marketers are moving to a model that measures the impact that all ad impressions - whether clicked or not –  on consumer behavior. This, she said mirrors ” the manner in which traditional advertising has been measured for decades using reach and frequency metrics.”

“A click means nothing, earns no revenue and creates no brand equity. Your online advertising has some goal - and it’s certainly not to generate clicks,” said Starcom USA SVP/director, research & analytics John Lowell. “You want people to visit your website, seek more information, purchase a product, become a lead, keep your brand top of mind, learn something new, feel differently – the list goes on. Regardless of whether the consumer clicked on an ad or not, the key is to determine how that ad unit influenced them to think, feel or do something they wouldn’t have done otherwise.”

Despite the precipitous decline in clicks, comScore is advocating looking beyond the click because other comScore research has shown that online display ads generate significant lift in trademark search, online and offline sales, and brand-site visitation across all verticals, among those internet users who were exposed to the online ad campaigns - whether they clicked on the ad or not.


Additional research from iCrossing recently found that display ad campaigns can increase visits from search engines by nearly 14%, and can boost paid-search click-throughs by nearly 15%. This study also found that display campaigns also aid brand awareness, recognition and preference by attracting visitors to a website.

Online Advertising USA

Online Ad Spending Slows but Grabs Market Share

SEPTEMBER 21, 2009

US ad spending expected to recover slowly in 2011 and 2012

Print will lose even more US ad spending share than previously forecast but remain on top, while online is set to grab the second-largest slice of the ad spending pie this year, according to estimates by Myers Publishing.

2009 will be the first year that ad spending online is greater than local and national spot TV, with online expenditures rising from 10.6% of the total in 2008 to 12.2% this year. The rise in market share will occur despite a 0.5% drop in spending forecast for online in 2009, to $24.55 billion.

US Advertising Spending Share, by Media, 2007-2012 (% of total)

Myers predicts online’s share will continue to climb, hitting 13.4% in 2011—when it will surpass print to become the top medium—and reaching 13.6% of total ad spending in 2012.

The fastest growth in 2009 is expected to occur in video game advertising, at 12%, followed by mobile (9%). Branded entertainment/product placement and satellite radio advertising will inch upward.

US Advertising Spending Growth, by Media, 2007-2012 (% change)

Internet ad spending will start climbing again in 2010, with 0.7% growth, picking up the pace to see 5.1% and 7.2% gains in 2011 and 2012, respectively.

The picture is much less rosy for total US advertising spending, expected to drop 13.3% this year. Myers’ previous forecast, from May 2009, projected only a 12.1% decrease. The firm pegs next year’s decline at 4.8% (revised upward from a 5.1% drop), with recovery beginning in 2011, at 1.1% growth. US advertising spending is expected to increase by 5.3% in 2012 to nearly $205 billion.

The rebound will be led by strong growth in Internet, TV, satellite radio, mobile and video game ad spending. In the online sector, video/social network spending is projected to post the fastest growth rates, followed by search.

eMarketer projected in April 2009 that total US ad spending would drop 8.2% this year, and that online spending growth would stay positive, rising 4.5%.

Keep up on the latest digital trends. Learn more about an eMarketer Total Access subscription, today.

How to use Web 2.0

technology for customer service, marketing, sales

02 Jun 2009 | Amanda Malgeri, Assistant Editor

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As more customers head to the Web to review products, make purchases and find information, forward-thinking companies need to learn how to leverage Web 2.0 to stay competitive. Here are a few ways you can use Web 2.0 technologies to improve your customer service, marketing and sales efforts in a Web 2.0 world.

Using Web 2.0 for online customer service

  • Monitor blogs and social networks -- Customers are talking, and you should be listening. As sites like Twitter and Facebook grow in popularity, more and more customers are expressing their opinions about products, services and companies through "tweets" and "status updates" on these sites. So get involved -- for example, Comcast's Frank Eliason recently formed a group to monitor social networks and blogs and respond to them. Now, Eliason has over 13,000 people following his updates on Twitter. Comcast also monitors customer service on Twitter and follows what Comcast customers are posting on the site, reaching out to anyone who mentions they're having trouble with their service.

  • Encourage customer product reviews -- According to one study, 83% of customers say product reviews influence their purchasing decision, and over 77% of online shoppers look for customer product reviews before making a decision. Whether they're positive or negative, customer product reviews can be beneficial for everyone involved -- one company found out through reviews that customers were often losing the cap to their USB drive, which convinced the company to develop a model with a swivel covering.

    Ajax is a method of building interactive applications for the Web that process user requests immediately.

    Twitter is a free social networking microblogging service that allows registered members to broadcast short posts called "tweets."

    Facebook is a popular free social networking website that allows registered users to create profiles, upload photos and video, send messages and keep in touch with friends, family and colleagues.

  • Speed things up with Ajax technology -- A website that uses Ajax allows content to be updated immediately when a user performs an action, unlike an HTTP request, which requires users to wait while a new page loads. E-commerce customers will be quick to go elsewhere if your site is slowing them down, and Gartner urges e-commerce companies to update their websites with Ajax technology if they want to improve the customer experience and remain competitive.

  • Start using mashups -- A company making use of mashups can provide a more valuable, customized product or service to their customers. Since mashups combine elements from multiple sources onto a single Web page or application, the customer's experience will be more interactive and personalized.

    Using Web 2.0 for marketing

  • Create a social networking site or blog -- Capitalize on the popularity of social networking sites and blogs and start your own. Creating a community centered around a common interest or brand can really pay off -- you'll be able to connect with your customers whenever you want, tap into detailed information on your target audiences and gauge your customer's reactions to changes in products or services via comments or discussion boards. For example, one company in the health and fitness industry created Muscledog.com, a social networking website where their potential customers interested in bodybuilding can create profiles and interact in forums, and where the company can post its own ads and sell ad space to others.

  • Take advantage of peer-to-peer marketing -- Satisfied customers are usually more than willing to recommend a product or service to others, and Web 2.0 technology is making it easier than ever for customers to share their opinions and connect around a common interest. For example, Mozilla, creator of the Firefox browser, has extended marketing efforts to its loyal community of members, who come up with different and creative ways to share their passion for Mozilla Firefox.

    Using Web 2.0 for sales

  • Invest in Web 2.0 collaboration tools -- Sales teams are often the most successful when they're working together, and Web 2.0 technologies are known for their focus on collaboration and cohesiveness. For companies looking to improve sales effectiveness, it might be worth evaluating the latest CRM software with Web 2.0 functionality. For example, Oracle's CRM On Demand product now includes social networking features that alert works when a colleague has a tie to a sales prospect, helping them identify people who may be able to help them close a deal. The software also lets users subscribe to RSS feeds that provide information on key objects or leads.

  • Deploy Sales 2.0 tools -- Sales 2.0 tools range from wikis to blogs, and can help improve collaboration between a company and it's customers, leading to improved customer loyalty and satisfaction. Sales 2.0 tools also provide sales teams with an edge. For example, a blog on a topic that interests customers can help an organization gain visibility and credibility with clients and perspective clients.

    Browse our list of the top Web 2.0 buzzwords to learn more about Web 2.0 and CRM.
  • Will Digital Marketing Prove Profitable?

    MAY 21, 2009

    Looking for ROI...

    The economy is putting ever-increasing demands on marketers to make every dollar count and demonstrate positive ROI.

    According to the “2009 Promo Interactive Marketing Survey” from PROMO magazine, the demand to perform is driving marketers online. More than one-third of marketers surveyed believed that interactive marketing ROI would be more profitable than traditional marketing—such as TV, radio and outdoor—this year.

    Interactive vs. Traditional Marketing ROI According to US Marketers, 2007-2009 (% of respondents)

    While 29% of the marketers surveyed were not sure whether digital marketing ROI would be more profitable or not, only 7% of them believed that digital marketing would be less profitable.

    So it comes as little surprise that 22% of the marketers indicated they would shift dollars from traditional media into the digital space.

    The problem with shifting funds to digital initiatives is that consumers are gravitating to areas where the metrics are still pretty shaky, such as blogging, social networking, video and word-of-mouth.

    Interactive Marketing Tactics Used by US Marketers, 2007-2009 (% of respondents)

    Paradoxically, under much pressure and with little choice, the drive for performance seems to be pushing marketers into spaces where they have few means to measure ROI—and prove performance.

    Marketers are moving dollars to emerging media—even though, among the marketers polled, 38% didn’t know or didn’t measure their online ROI.

    Go figure...

    Clicks don’t give the full picture

    How Much Time People Really Spend with Ads

    AUGUST 24, 2009

    Marketers are used to low click-through rates—but they also know the click isn’t the only way users engage with advertising. Other metrics are needed to measure the full range of interaction that might take place with online advertising.

    Eyeblaster set out to develop a new type of measurement, dwell rate, in its “Trends of Time and Attention in Online Advertising” report. “Dwelling” on an ad is spending time with it, including mouse-overs, user-initiated video duration, user-initiated expansion duration and other user-initiated custom interaction durations.

    “Recent research shows that the lack of suitable metrics as a top frustration for marketers,” said Gal Trifon, CEO and co-founder of Eyeblaster. “Technology allows us to analyze consumer time spent with display advertising and indicates that consumers intentionally spend nearly a minute with online ads on average.”

    The difference between clicks and general interaction was huge in 2008. For example, the average worldwide click-through rate for rich media ads studied was 0.35%. The average dwell rate for those ads was a much more impressive 8.71%.

    Broken down further, in North America expandable banners had only a 0.3% click-through rate, but a 7.1% dwell rate and an average user dwell time of more than 45 seconds. Other rich media formats saw similar improvements in engagement measured by dwell or interaction rate.

    Online Advertising Metrics in North America, by Rich Media Format, 2008

    As the report notes, dwell time is an important metric. Internet users in North America spent the longest time dwelling on online ads appearing in the mail category, at nearly 85 seconds. Instant messaging ads were a close second, at nearly 74 seconds, with news, technology and games rounding out the top five.

    Time Spent on Online Advertising Among Internet Users in North America, by Site Category, 2008 (seconds)

    Impersonal e-commerce doesn’t always cut it

    Online Shoppers Want Human Helping Hand

    SEPTEMBER 1, 2009

    Despite Americans’ widespread adoption of e-commerce, sometimes there is no replacement for the personal touch.

    According to an August 2009 survey conducted by Harris Interactive for human-assisted shopping site IMshopping, 77% of US Internet users who made an online purchase in the past six months would be interested in help from a real person before buying certain things on the Web.

    Those who wanted human help were most likely to be interested in purchasing real estate (56%), automobiles (54%) and insurance (51%).

    Items for Which US Online Buyers Would Like Live Help Before Making an Online Purchase, June 2009 (% of respondents)

    Though a majority of online shoppers reported a desire for help at least some of the time, 82% of respondents said they had not been able to get that assistance in the past. And more than one-half of that group said it had affected their purchase decision negatively—at least some of the time.

    “No level of automation can replace the human touch,” said Prashant Nedungadi, CEO and founder of IMshopping. “The results indicate that shoppers still want real people to help them purchase products, even in a digital setting,”

    Some e-tailers provide help via click-to-call or click-to-chat services, which allow online shoppers to interact with customer service reps in real time. (For more information, see “How Helpful Is Live Chat?”)

    Harris and IMshopping found that overall, 74% of US adult Internet users had made an online purchase in the past six months. The most common Web purchases were items less likely to require human assistance before buying, such as clothing (44%), books (38%), music (28%), health and beauty products (28%) and travel-related goods (28%).

    Select Products Purchased in the Past Six Months by US Online Buyers, June 2009 (% of respondents)

    eMarketer estimates 69.7% of US Internet users ages 14 and older will be online buyers in 2009, rising to 74.2% in 2013. Higher usage of services that allow shoppers to interact with real people during the e-commerce process could provide the reassurance that some Web users need to boost penetration.

    Yahoo! le abre la puerta a sus rivales para crecer en América Latina y el mercado hispano

    The Wall Street Journal
    • NOVEMBER 1, 2010, 12:43 P.M. ET

    Por Wilson A. Lievano


    Hace más de una década, Yahoo!, Microsoft y participantes regionales como Terra disputaban una carrera por incorporar servicios a sus portales para que sus visitantes no se fueran a los sitios de sus competidores. Aunque la lucha continúa, hoy Yahoo! ha adoptado una estrategia diferente: abrirle la puerta a sus rivales.

    Yahoo! lanzó recientemente el rediseño de su portal en español , en el cual los usuarios pueden consultar su página de Facebook, encontrar enlaces a artículos en otros sitios como AOL e incluso incluir sus propias aplicaciones. " Yahoo! está siguiendo la estrategia de ser abiertos. Queremos que competidores o individuos creen aplicaciones sobre nuestra plataforma", asegura Armando Rodriguez, gerente general de Yahoo! para el mercado hispano y las Américas, quien conversó recientemente con The Wall Street Journal en nuestras oficinas en Nueva York.

    El cambio es parte de una estrategia que busca posicionar a la empresa como el punto de inicio de la experiencia en Internet para los usuarios latinoamericanos que están conociendo la web.

    En agosto, Yahoo! recibió 56,9 millones de visitantes únicos en sus páginas de Latinoamérica, cerca de la mitad de los 100,5 millones de usuarios únicos que registraron los sitios de Microsoft Corp., y los 96,7 millones de Google, según cifras de la firma de medición de audiencias en línea Comscore. Facebook Inc., se ubicó ligeramente por encima de Yahoo!, con 63,02 millones de visitantes.

    El rediseño apunta a actualizar la oferta de Yahoo! de servicios a tendencias como las redes sociales y aplicaciones. La empresa también ha suscrito acuerdos y establecido alianzas con otras empresas para crear o licenciar contenido. El portal lanzó recientemente un programa sobre belleza en sociedad con Procter & Gamble, un canal de vida sana en México con un anunciante local y prepara un sitio sobre celebridades en México y Brasil.

    Rodriguez también espera aprovechar la reciente adquisición de Associated Content, un productor de contenido conocido como "crowdsourcing", artículos sobre temas populares que pueden ser escritos por cualquier persona, para incrementar la cantidad de información en español. A través de estas iniciativas, Yahoo! espera abrirse camino en un mercado que para ellos aún está poco desarrollado: "La empresa está contando con Latinoamérica como un mercado en crecimiento en audiencia, porque si vemos la penetración de Internet sigue siendo muy baja, entre 35% a 40% dependiendo que fuente se utilice. Hoy día estados Unidos está en casi 80%; Europa está en casi 75% así que hay oportunidades de crecimiento", dijo Rodriguez.

    Sin embargo, el portal enfrenta el reto de conquistar un mercado en el que los rivales locales siguen siendo muy fuertes y en el que la inversión en publicidad aún es magra.

    Aunque los sitios web de empresas como Clarín en Argentina, Globo en Brasil y Televisa en México no superan en visitantes a Yahoo!, sí representan una competencia importante. Rodriguez señala que la competencia con estas empresas va más allá de Internet: "Uno de los grandes desafíos que tenemos como industria (en Latinoamérica) es la televisión. [Estas compañías] pueden ejercer su poder y pueden decir [a los anunciantes] 'debes invertir acá o te subo los precios'. Es un reto por el alcance que tiene la TV en esos mercados".

    Otro problema es la baja inversión en publicidad en el mercado latinoamericano. La Internet Advertising Bureau, una firma que sigue la inversión publicitaria en Internet calcula que los ingresos por publicidad en Internet en Latinoamérica oscilan entre los US$900 millones y los US$1.000 millones anuales, una fracción de los US$12.100 millones registrados por el mercado estadounidense en el primer semestre de este año. Rodriguez enfatiza, de todos modos, que el crecimiento de la región sigue siendo saludable: "México ha estado creciendo a 30% a 40% al año. Brasil ha crecido más, pero en general es 20% a 30% en todos los mercados". Yahoo no desglosa sus ingresos por publicidad para cada región.

    "Si vemos el gasto en Internet frente a lo que es el gasto total de medios es muy bajo. En el mercado hispano es un 5% o 6% [del presupuesto total] y en America Latina es un 3% o 4%", dice Rodriguez. El ejecutivo agregó que aunque la diferencia porcentual es baja, el monto que las empresas invierten en el mercado hispano en EE.UU. es mucho mayor: "En EE.UU una campaña puede alcanzar una inversión de US$100.000 mientras que en Argentina una campaña de US$20.000 es mucho. Pero marcas grandes como P&G, Coca-Cola, Telefónica, ellos sí están invirtiendo, están aprovechando Internet. La diferencia se nota en el presupuetso para invertir en cada mercado".

    Copyright 2010 Dow Jones & Company, Inc. All Rights Reserved

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    Habilidades para los futuros Marketers

    5 new skills for the future of marketing

    I've been thinking about quintessential marketing skills and how they're evolving.

    Skills can be very specific, such as "mastery of ExactTarget for newsletter email marketing". But I'm more interested in broader skills that transcend individual projects and programs. For instance, in marketing, I've found that the following skills have perpetual value:

    • empathy with customers, seeing through their eyes;
    • a good ear for authentic, persuasive language;
    • a good eye for compelling visual design;
    • open-minded creativity and imagination;
    • fluid mapping of features to benefits in context;
    • an engaging flair for showmanship (without showboating);

    There are certainly many more — team building, leadership, and organizational skills are universally good — but the list above serves marketers particularly well. We could debate how much of these abilities are learned skills versus how much of them are innate talent. But regardless of where someone's starting point is, conscious effort can improve almost all of them.

    However, with the rapid infusion of technology in marketing — indeed, with marketing needing to deftly execute in increasingly technical environments — new skills will be needed in this branch of the org chart.

    5 New Marketing Skills

    IT tools for new marketing skills Some of these have clearly been imported from engineering and IT — after all, marketing is now enmeshed in a medium that is defined by technology as much as anything — but that's not to say that marketers must or should become programmers (although some will).

    Instead, marketing will have its own interpretation of these capabilities, synthesized with marketing's existing skill set in exciting new ways:

    1. Analytical pattern recognition. Marketing is at the center of a data maelstrom, flooded by firehose-velocity feeds of information — web analytics, transaction histories, behavioral profiles, industry aggregates, social community feedback, etc. Wrangling the flow of that data is a good skill, as is proficiency with tools such as Excel and Google Analytics.

    However, the real skill to have is the ability to look beyond the numbers to see the underlying patterns and trends — to coax out explanations and ideas from the endless sea of bits. This is data analysis, but as intuitive as it is analytical. After all, pages and pages of standardized reports are increasingly useless, managerial white noise. But actionable, data-driven insights, illustrated by lucid visualizations, will be invaluable — as will the people who can deliver them.

    2. Agile project management. The clockspeed of marketing is accelerating, while the granularity of its tactics is fragmenting. The luxurious days of planning a few well-contained major campaigns for the year are largely gone. Now, you've got hundreds — often thousands — of micro-opportunities, swirling around the extended enterprise every week, the best of which must be quickly snatched and efficiently executed. Priorities can change overnight, and near instantaneous social media feedback demands a near instantaneous response.

    Old school project planning can't keep up in that environment. You need agile marketing. Agile methodologies, originally invented for rapid software development, are now being successfully adapted for use in the marketing department, such as a Scrum approach to marketing. (And, of course, it's especially relevant when marketing needs to engage in its own software development projects.) Running an agile project well, however, is a skill in its own right — especially in an organization whose embedded culture may be, shall we say, less than agile. If you can master the art an "agile facilitator", you can guide many initiatives to nonlinear management success.

    3. Experimental curiosity and rigor. Marketing is the new laboratory. The very speed and granularity that has made it difficult to rigidly manage top-down, enables quick and inexpensive testing of new ideas from the ground up. The far majority of marketing activities at this point should be run as tests, continually trying new alternatives, pushing on the edges, constantly on the lookout for shifts in response that portend new threats or opportunities.

    Thriving in this marketing laboratory requires the imagination to come up with new ideas, the cleverness to figure out how to test them with minimal risk and resources, the courage to overcome status-quo-ism and actually carry out the experiments (remember, even if they don't work, the organization can still learn something from them), and the discipline to run the tests with enough rigor to draw meaningful conclusions.

    Of course, since empirical data is rarely iron-clad — always lots of potential confounding variables out there in the real world — balance your confidence with the humility and open-mindedness to appreciate other factors and explanations that may reveal themselves over time.

    When thinking of marketing as a science, remember science is a creative endeavor.

    4. Systems thinking. Marketing can no longer be managed in silos. Tactics in one area (e.g., a particular trade show presentation) impact the effectiveness of others (e.g., your search marketing ads) almost immediately. Social media has not only accelerated cross-channel effects, it's blended and mashed-up channels and partners with independent communities into a completely new, living ecosystem. If engaged properly, that can be a powerful force multiplier; if mismanaged, it can be a train wreck.

    The key is to grasp the emergent relationships between the different moving parts, their positive and negative interaction effects, and optimize for the evolutionary dynamics of the whole. If that sentence sounds like gibberish, then take a simpler illustration of system dynamics:

    Doctor: Drinking 1 glass of wine per day will reduce your chance of a heart attack by 10%.
    Patient: Really? What if I drink 2 glasses per day?
    Doctor: Chance of heart attack will drop 20%.
    Patient thinks for a moment.
    Patient: So if I drink 10 glasses of wine per day, then I'll be guaranteed to never die of a heart attack, right?
    Doctor: Correct... you'll die of liver disease.

    There's a lot of liver disease in marketing these days (figuratively speaking). As you scale up ideas in the new marketing domain, be wary of oversimplifying the "algorithm", inadvertently generating negative side effects or getting stuck in the illusion of an unsustainable exponential curve. Systems thinking can illuminate interdependent opportunities and save you from disastrous dead ends.

    5. Mashable software fluency. Not all marketers have to become programmers, but those who understand how software is built and deployed in the new "mashable web" — a world of mashups, widgets, and APIs — will have a competitive advantage. (And if you can whip up a quick script yourself, more power to you.)

    See, web marketing is no longer just about great content, a sweet design, and good search engine optimization. The new battleground is the web as an open, malleable, interconnected application Lego set, where your customers and partners can leverage functional components and data from yourcompany.com in conjunction with feeds and APIs from Google, Amazon.com, and their own value-add streams into a whole new kind of software. Take a look at the thousand-plus APIs available on ProgrammableWeb from not just Yahoo, YouTube, Facebook, Twitter, eBay, etc., but also The New York Times, Salesforce.com, the BBC, Zillow, FedEx, and hundreds of other companies that are locking in digital relationships through useful services and data.

    This is mashable marketing.

    Somehow or another, your company should be plugging into these services, tapping and remixing them yourself, and contributing to the web-as-a-platform with your own branded stake in the ground. And although it's rooted in technology — a very cool evolution of cloud computing — make no mistake: this is a marketing mission. You don't necessarily need to personally know how to implement the code yourself, but you need to know enough about the uses and design patterns to make the right choices and direct the people who can implement them for you.

    The semantic web and semantic marketing are a part of this mashup software fluency.

    The future is now

    The original skills of marketing are still relevant, but now they must be augmented for a digital world that isn't just a new medium. It's a new marketing.

    Are you and your team ready?

    8 myths that haunt online marketers

    Published: November 17 2008 
    By Susan Kuchinskas

    Just because everyone says it, doesn't make it true.            These prevalent misconceptions can lead to lost money, improper planning and needless industry in-fighting.

    Sure, you've heard it all before -- but is everything we hear right? We asked digital media experts to go against the grain and debunk some commonly held wisdom about the business. Some of these truisms used to be true but are no longer; others are legacies of the traditional advertising world. And one of them might depend on whether you're on the client or agency side of the table.

    How many of these theories do you think are ready for the trash heap?

    1. You should measure everything you can.

    Solid measurement has always been touted as digital media's key to resolving John Wanamaker's doubts about which 50 percent of his advertising worked. There's no end to the geeking out we can do with data, and it seems like every month there's a new metric and a new analytics vendor. The more, the better, right?

    Well, no. Sometimes, the more data you have, the less it makes sense.

    "I'm from research -- and I think that's a myth," says Todd Kirby, research director for Spark Communications. "If you have enough evidence to show something is working, why do you need to have more research to back it up?"

    But marketers keep asking media agencies for more and more proof that their advertising is working. And that's probably the interactive industry's own fault -- for perpetually hammering on the measurement nail. Nevertheless, despite clients' demands for measurement, Peter Platt, VP of online media for Butler/Till Media, finds that clients ultimately avoid his reports. "It amazes me how often we start a campaign, have the metrics established and document how we'll report," Platt says. "But when it's time to go over the reports, the clients keep putting off the meeting."

    That's probably because those reports seem so very daunting. And, the more metrics they address, the more daunting they become. The result, Platt says, is that the information doesn't get acted on as frequently as it needs to. "It's good to measure all those things, but not necessarily good to dwell on the minutia," he says.

    Brian Hadley's solution to metrics overload is this: Start with the end in mind. Hadley, media director of Cole & Weber United, a WPP agency in Seattle, advises clients to decide on one ultimate goal and then identify meaningful milestones along the way to that goal. "It's defining success and also developing a measuring stick," he says. 

    2. Clickthroughs are the gold standard for measurement.

    Add this one to the woes agencies brought on themselves.

    "In the late 1990s and early 2000s, we did a really good job of saying that digital is measurable. And now it's coming back to bite us," says Jennifer Samples, SVP and director of digital marketing for TargetCast tcm, an integrated marketing, media and measurement agency. "Clients will say, 'This is a branding campaign, we want awareness.' So, we'll put strategies and tactics into play that are very brand-focused. But often when it comes down to the reports, they don't care. They care about how many people clicked on the ad and went to the website."

    When he puts together media plans, Platt says he tries to set expectations and project number of clicks. "At least that way, we have the conversation before the campaign goes live," he says.

    TargetCast encourages clients to look at CPX -- that is, cost-per-whatever they really want to measure. But the bottom line, Samples says, is, "Don't look at CPMs or CTRs. Look at what you want, how much you want to pay and what's your ROI."

    However, especially in these rough economic times, clients crave that action. "We're doing everything we can to push direct response," says Katelyn Watson, manager of online marketing for La Quinta Inns and Suites. "We're still getting from agencies that branding is important and driving everything else, but in our numbers, we're not seeing it."

    Take note, media folk: La Quinta is not only turning down any sort of branding initiative, it's also turning to ad networks instead of media agencies, because, as Watson says, "It's so efficient."

    3. Ads get a halo effect from the websites on which they appear.

    But wait -- doesn't La Quinta worry about the sites on which those networked ads might show up? Not at all.

    "The way networks are targeting, they target where you audience is," Watson says. "Sometimes people underestimate the power of being where their audience is because they're overly concerned about their brand integrity. We’ve completely opened the floodgates to pretty much anyone who responds well to our ads."

    That's a smart strategy, says Greg Koerner, a Yahoo alum who's now chief revenue officer for MediaBank, a provider of technology and analytics to the advertising industry. "My belief is that the industry should be selling and buying audiences and not inventory," he says. In other words, TravelAndLeisure.com may have the luxe look, but if more customers use Kayak.com, just do the math. This emphasis on inventory over advertising is a hangover from traditional media, Koerner says.

    4. Post-impression attribution has matured.

    In the past, whichever ad got a click got credit for all the action. One of the newest sciences in analytics is post-impression attribution -- the idea that you can chart the influence of each piece of media in a campaign to determine its contribution to the desired action or awareness. Although it's much better than examining entrails, this science is far from mature, according to media planners.

    "My experience has been that the attribution models of even the most sophisticated ad servers can only take in a handful of feeds, and they struggle with de-duping actions appropriately," says Matt Hinson, VP of strategy and innovation for Mullen. Hinson's firm tries to combat this by building out data marts that can serve as a double count for both attribution modeling and general media impressions, in order to get a better feel for which campaign is actually performing.

    Jeff Ratner, managing partner and North American director of interactive media at Mindshare, agrees. "I don't know if anyone has cracked the code, but it's critical," he says. "No medium exists in a vacuum." For example, search gets credit for plenty of clicks but, as Ratner points out, people often search for something because they're already aware of it. In other words, when it comes to post-impression attribution, Ratner says, "It's still not a heck of a lot different than where we were in traditional media."

    5. Young folks don't watch broadcast content.

    We've heard the dire statistics: TV viewing has dropped among the teen and adult demographics, especially among men. But there is still appointment television, although it might be time-shifted slightly, Kirby says. People want to be able to join in the conversation at school or work about last night's shows, so they'll watch "Gossip Girl" on Monday night and "The Office" on Thursday night -- but they may TiVo through the commercials or watch it after another show. They may watch on the big screen downstairs, the small TV in the bedroom or their computer screens at home or elsewhere.

    "The key to connecting with them via TV and video content is relevance," Kirby says. That means both message relevance and relevance of the content where the ads appear, whether online or off, is critical.

    The media multi-tasking that young people do only adds to the confusion. While neuroscience indicates that people can't really pay attention to two things at once, the distractions of instant messaging, talking on the phone or Facebooking make the media task more challenging.

    Kirby says it's important to play to the consumer's likely mindset on any one of the media channels and present brand ads on the engagement medium. For example, say someone is watching the World Series while he's logged into MLB.com and texting friends with score updates. The TV is used as entertainment, while he's using the internet to find information that deepens that entertainment experience. "So, that is the engagement," Kirby says. "Texting is a task. You wouldn't want to be interrupted in that task with a message."

    According to Hadley, marketers should surround the consumer with relevant messaging that takes into account the interplay between the different media and devices. "The historical purchase path was very linear," he says. "Now, it's a tumbler."

    6. Digital media planning and buying are separate roles.

    This is another holdover from the traditional world, digital media execs say. But it just doesn't work when it comes to online.

    "In digital, you have to plan and buy at same time," Samples says. "While you plan, you're also in negotiation. It all has to happen in an integrated approach."

    Besides, we now know that digital is a gargantuan branding tool, says Koerner. "In order to execute a strategy, you have to be involved the entire way," he says. "Digital is not a function of just making the buy; you have to optimize and negotiate based on a strategy. So, there's no way I could be convinced that you would want to separate those factions out."

    7. Digital agencies should use the same compensation model as traditional agencies.

    So, if digital media agencies are going to work more like traditional agencies, they should be paid the same way, right? Wrong.

    Simply marking up the media buy doesn't work because it's a lot more work to handle a digital campaign, thanks in large part to the need to crunch all those data.

    "When you're working on a commission-only model, a $300,000 campaign can be more work than a $3 million campaign," Samples says. "You have to work harder to make the dollars work harder."

    Platt agrees. "I never, ever get a call from a client saying, 'How many phone calls did I get from my print ad?'" he says. "I always get a call asking how many clicks they got from a banner. We always have to do more backend tracking; there need to be ways to compensate for that."

    Hinson prefers models that are more performance-driven. "Anyone can produce solid advertising," he says. "If you can help a client achieve business goals, you're an agency that doesn't get put into review."

    Along these lines, Cole & Weber has instituted performance incentives for its clients. "We work with the client to understand the business goals and construct some compensation to show the value beyond our time," Hadley says.

    8. There are interactive advertising experts.

    Finally, Koerner makes a good observation for all digital marketing practitioners to keep in mind. When compared to print, and even TV, the interactive medium was born yesterday. "The reason you see all these conferences and committees spending so much time getting at the issues is we all know there's so much value in the digital advertising space, but the way things are bought, sold and reconciled is still being worked through," he says. "We would do better as an industry if we all treated each other as though we're all novices, and we all have to learn."

    Susan Kuchinskas is a freelance writer who has written for Adweek, Business 2.0, M-Business and internetnews.com.

    Interesting times for the world of marketing

    Interesting times for the world of marketing


    The last 12 months have been 'interesting times' for the world of marketing. Nicholas Watkis surveys and analyses some of the main developments in 2008 - and predicts there is more drama to come.

    By Nicholas Watkis, Contract Marketing Service

    If the marketing press provides a true reflection of the industry's burning issues, then it is apparent that for the majority of marketers the subject of 'brand' is and has been all important - particularly relating to market share, brand image and the 'added value' of the brand.

    Yet while brands have an importance, for most people involved in marketing this is not the case. Roughly 80% of business is run by small companies, where market share and image in relation to 'product brand' have limited importance, but where the image and reputation of the company are vital. For these businesses, success is measured in revenue, not in brand image or market share.

    "Marketers will need to fully understand the dynamics of online advertising and business if they are to maximise its contribution to developing future sales revenue."

    Someone once said that “brands are for cattle”, and while brands have an importance in product recognition and reputation, brands do not of themselves generate revenue. The importance of brand image is probably more limited than many marketers would like to admit, as the continuing rise in the success of own label products, indicates that concentrating on the 'image of the brand' is not enough when it comes to producing actual sustainable and profitable sales revenue.

    Customer relationship management (CRM) and all its attendant software continued to remain a prime interest for marketers during the past year. Concerns still remain on whether investment in CRM is cost-effective, with some businesses claiming disappointing results while others indicate its growing importance and usefulness in their respective businesses. What is apparent, is that the CRM market is awash with competing products with little obvious differentiation.

    This makes it difficult for the marketer to make informed decisions about selecting a suitable product in which to make potentially large investments in time and money. Disappointments in CRM program performance often stems from an initial requirement which was unsuitable or ill thought out, expectations that were unreasonable, and the selection of unsuitable CRM products.

    Marketers still need to quantify and evaluate their CRM requirement if they are to select the right product and get the best out of a CRM package which may be particularly useful in specific consumer-related industries.

    Online advertising

    Websites are of growing importance, as demonstrated by the increase of 16% in online sales in Britain over the past year, together with a corresponding rise of the online advertising market. Online advertising now has a larger percentage share of the media advertising market than national press advertising. Marketers will need to fully understand the dynamics of online advertising and business if they are to maximise its contribution to developing future sales revenue.

    The importance of marketing has again appeared in the press as an area of concern and interest to marketers. At the beginning of the year, the Chartered Institute of Marketing (CIM) continued on its quest to define or redefine marketing. While this subject may or may not be of particular importance to professional marketers, not least members of the CIM, it is generally obvious that in non marketing quarters the subject is of little relevance.

    "Someone once said that “brands are for cattle”, and while brands have an importance in product recognition and reputation, brands do not of themselves generate revenue."

    However, the image that marketers and members of the CIM give of themselves about trying to redefine what they actually do, by seeking to redefine the CIM’s generally accepted definition of marketing, suggests that if marketers cannot define what they do, they can hardly be expected to be taken either seriously or to express the importance that marketing has for every business. If marketers cannot be clear about what they do and quantify their contribution to the business, they will be regarded as an irrelevance by the commercial world. Navel gazing by marketers about marketing is bad for the profession and its image in general.

    Continual professional development (CPD) is an area that has been highlighted several times during the year, to show its growing importance. In reality, there is nothing new in marketing. Old knowledge gets forgotten as new markets and trends arrive, but it is then re-discovered in a new guise.

    Marketers need to reappraise old knowledge, which may be new to them, but which is suitable for different times and conditions. However, the one area where there is always new knowledge is that of legislation. Marketers, especially those involved with consumers must ensure that they are up to date with all the legislation which impinges on their work or their markets. Ignorance of the law is no excuse, but while the law may constrict marketer’s activities, it can also provide new opportunities and new markets.

    Despite all the warning signs which have been around for those who wanted to see them for at least 12 months, the words 'credit squeeze' and 'recession' do not seem to have featured much in the marketing press, and therefore perhaps not in the minds of many marketers. The sudden downturn in business has taken many companies by surprise. How many marketers have prepared a 'plan B' in their marketing plans for just such a change of conditions? No doubt many will be looking to get more out of their marketing budgets with reduced resources, while many others may be looking for new jobs.

    The end of 2008 and the beginning of 2009 will mark interesting times for all marketers. Marketers are responsible for finding, securing and maintaining the income on which their businesses depend. If those businesses are to survive the recession, marketers will have to concentrate more on achieving revenue targets, than on debating the merits of brand image or professional status. By achieving the revenue to sustain their businesses, marketers will demonstrate their importance to business success and increase the status of their profession.

  • Nicholas Watkis is the founder of Contract Marketing Service, established in 1981. He is a fellow of the Chartered Institute of Marketing and a certified management consultant of the Institute of Business Consultancy.

  • MyCustomer.com  01-Dec-2008
    Story read 104 times

    Marketing Lead

    The Price of a Marketing Lead

    SEPTEMBER 2, 2009

    Valuing opt-in consumers

    Pay-for-performance ad pricing models are catching on among marketers dealing with issues of measurability and audience engagement. Impression-based media buys are giving way, in some cases, to cost-per-lead advertising.

    Cost-per-lead advertising brings a new dimension to lead generation. Rather than turning to brokers of generic sales leads, marketers can entice consumers to opt in based on specific ads—and only pay for valid sign-ups.

    According to the “Cost-per-Lead Advertising Data Report” from Pontiflex, marketers in North America were most likely to engage those leads via brand or community sites (51%). E-newsletters (31%) and free trial offers (9%) were also popular engagement vehicles.

    Methods Used to Engage Marketing Leads According to Marketers in North America, August 2008-July 2009 (% of respondents)

    Cost-per-lead pricing varies by industry, and also by the amount of data consumers are willing to provide about themselves. “Basic fields” include such information as first and last names, e-mail addresses and postal addresses. “Premium” information, such as Twitter usernames and phone numbers, commands higher prices. On average, the cost per lead for basic info was $0.60 in North America between August 2008 and July 2009; the average premium cost per lead was nearly four times as high, at $2.27.

    Average Cost per Lead in North America, by Industry, August 2008-July 2009

    Advertisers in the travel and nonprofit industries saw the highest average costs per lead for basic fields, at $1.40 and $1.33, respectively. But the highest costs for premium fields were in the technology, health and entertainment industries, each paying at least $3.00 per lead.

    “As is true for landing pages deployed in banner and search campaigns, collecting more information increases drop-off and reduces lead volume,” according to the report. For that reason, cost-per-lead advertising best practices recommend “capturing basic information during the first contact with the end consumer, and capturing additional information over time as the brand builds a relationship with the consumer.”

    smarter way to use Search

    There's a smarter way to use Search in your media mix, and it comes from understanding which media in the online searcher's path should get credit for the final conversion. This is Attribution, and it is one of today's most valuable marketing opportunities.

    The consumer has a need or a want and begins the journey to a purchase

    The results found in Attribution can radically improve the ways you manage and market campaigns. It can also boost profits because it helps reduce costs.

    Attribution's results are only as good as the models powering it. This is why IMPAQT's models are based on a number of complex factors such as daily-level traffic and conversion data, media segmentation, organic ranking, Paid Search, and direct navigation. Models factor in 'uncertainty' and they are tested and recalibrated appropriately.

    With these proven proprietary mathematical models, IMPAQT analysts help marketers understand the value of each medium and help track and invest 'beyond the last click'. We find a way to give each medium some measure of credit since we believe the success of one is often the result of the actions of several.

    To learn more, go to www.IMPAQT.com.

    Click Fraud Index

      clickforensics.com Heat Map

    Click Forensics®, Inc. recently released industry pay-per-click (PPC) fraud figures for the second quarter 2009.  The data comes from the search advertising industry’s leading independent click fraud reporting service – the Click Fraud Index®. Now in its fourth year, the Click Fraud Index provides statistically significant industry PPC data collected from online advertising campaigns for both large and small advertisers across all leading search engines. Traffic across more than 300 ad networks is also reflected in the data. Key findings for Q2 2009 include:

    -    The overall industry average click fraud rate was 12.7%. That’s down from 13.8% for Q1 2009 and from the 16.2% rate reported for Q2 2008.
    -    Click fraud traffic from sophisticated sources and scripted programs rose again in Q2 2009. This included a rise in the incidents of publisher collusion fraud on ad networks.

    CFI Chart
    “The increased diligence of online ad networks to detect and block invalid traffic sources has contributed to the decline in the overall click fraud rate this quarter,” said Tom Cuthbert, president of Click Forensics. “However, increasingly sophisticated attacks, such as publisher collusion fraud, continue to be a concern. Ad networks should pay close attention to such threats in the coming months.”

    The data in Q2 also showed that many of the new click fraud schemes identified last quarter continue to increase in number and sophistication. Publisher collusion fraud was one example. This scheme occurs when online publishers use rotating IP-addresses or botnets to click ads on their own sites in order to generate inflated commissions from unprotected ad networks. Ad networks have difficultly differentiating such attacks from valid clicks.

    Text How Little Do Users Read?

    Jakob Nielsen's Alertbox, May 6, 2008:

    On the average Web page, users have time to read at most 28% of the words during an average visit; 20% is more likely.

    We've known since our first studies of how users read on the Web that they typically don't read very much. Scanning text is an extremely common behavior for higher-literacy users; our recent eyetracking studies further validate this finding.

    The only thing we've been missing is a mathematical formula to quantify exactly how much (or how little) people read online. Now, thanks to new data, we have this as well.

    The Research Study

    For full details, see the following academic paper:
    Harald Weinreich, Hartmut Obendorf, Eelco Herder, and Matthias Mayer: "Not Quite the Average: An Empirical Study of Web Use," in the ACM Transactions on the Web, vol. 2, no. 1 (February 2008), article #5.

    In the study, the authors instrumented 25 users' browsers and recorded extended information about everything they did as they went about their normal Web activities. What's important about this study is that it was completely naturalistic: the users didn't have to do anything special.

    One downside of the study is that the users had above-average intelligence, with several being university employees. This might not be a problem in the long run, however. If, for example, we compare data we collected in 2008 for our Fundamental Guidelines for Web Usability seminar with a similar study we ran in 2004, we find that 2008's average behavior is close to that of 2004's higher-end users. Thus, even though Weinreich et al.'s data represents high-end users, it's likely to be fairly representative of broader user behavior in the future. In fact, the authors collected their data in 2005, so the recorded behaviors might already be fairly common.

    In any case, the research yielded several interesting findings, and the full paper is well worth reading.

    Among other things, the authors found that the Back button is now only the 3rd most-used feature on the Web. Clicking hypertext links remains the most-used feature, but clicking buttons (on the page) has now overtaken Back to become the second-most used feature. The reason for this change is the increased prevalence of applications and feature-rich Web pages that require users to click page buttons to access their functionality.

    Of course, Back is still the user's lifeline and is so frequently used that supporting it remains a strong usability guideline. (Breaking Back was the #1 design mistake of 1999 and it's one of the top mistakes to this date.)

    Real-Life Reading Behavior

    Harald Weinreich graciously provided me with the dataset detailing 59,573 page views.

    From this data, I removed the following records:

    • 10,163 page views (17%) that lasted less than 4 seconds. In such brief "visits," users clearly bounced right out without truly "using" the page.
    • 2,615 page views (4%) that lasted more than 10 minutes. In these cases, users almost certainly left the browser open while doing something else.
    • 1,558 page views (3%) with fewer than 20 words on them. Such pages are probably server errors or disrupted downloads.
    After cleaning the dataset, I was left with 45,237 page views for my analysis.

    I was able to fit very nice formulas to describe users' reading behavior for pages containing between 30 and 1,250 words. For longer pages, reading became quite erratic. Pages with a huge word count are probably not "real" pages anyway — they're more likely to be either academic papers or "terms & conditions" pages, which people don't give the time of day. (In research for the book Prioritizing Web Usability, we found that people read only about 10% of the text that they supposedly "agreed" to.)

    The following chart shows the average time users spend on pages with different word counts:

    Scatterplot: word count on the horizontal axis and the duration of average visits on the vertical axis.

    Obviously, users tend to spend more time on pages with more information. However, the best-fit formula tells us that they spend only 4.4 seconds more for each additional 100 words.

    Usually, I assume a reading speed of 200 words per minute (WPM), but because the users in this study are highly literate, I'll go with 250 WPM. At that reading speed, users can read 18 words in 4.4 seconds. Thus, when you add verbiage to a page, you can assume that customers will read 18% of it.

    Percentage of Text Read

    This wasn't an eyetracking study, so we don't know precisely how users allocated their time on the Web pages. The formula in the chart above indicates that there is a fixed time of about 25 seconds, plus an additional 4.4 seconds per 100 words. (Of course, the numbers are not "fixed" in the sense that they're always the same — these are averages.)

    The formula seems to indicate that people spend some of their time understanding the page layout and navigation features, as well as looking at the images. Clearly, people don't read during every single second of a page visit.

    However, the total time spent on a page is definitely the upper limit of possible reading time. Thus, we can calculate the hypothetical maximum number of words users would be able to read, if they allocated their entire page-visit to reading.

    The following chart shows the maximum amount of text users could read during an average visit to pages with different word counts:

     Scatterplot: word count on the horizontal axis and the largest proportion of this time users have time to read on the vertical axis

    This is a very rapidly declining curve. On an average visit, users read half the information only on those pages with 111 words or less.

    In the full dataset, the average page view contained 593 words. So, on average, users will have time to read 28% of the words if they devote all of their time to reading. More realistically, users will read about 20% of the text on the average page.

    As an example of word count on various pages, here's the total for some popular Alertbox columns:

    Blah-Blah Text: Keep, Cut, or Kill?902
    This column1,068
    Passive Voice Is Redeemed For Web Headings1,079
    Change the Color of Visited Links1,209
    Intranet Information Architecture (IA)1,961
    Top-10 Application-Design Mistakes3,572

    Clearly, the average visitor won't make it too far through most of my articles. But I've consciously targeted a small, elite readership with a firm commitment to usability. If you target a broader audience or have sales cycles that are shorter than 5 years, you'd be wise to put your word count on a strict diet.

    Hay 1.800 millones de usuarios de Internet en el mundo, 200 millones más que el año anterior. Esto representa un cuarto de la población mundial. En cuando a la penetración, Estados Unidos lidera con 76% y le siguen Oceanía con 61% y Europa con 53%. La mayor cantidad de usuarios está en Asia pero el índice de penetración es de 20%. El inglés continúa siendo el idioma predominante con 28% y, en segundo lugar, se ubica el chino, con 23%. El castellano es el tercer idioma más usado, con 8% y 140 millones de internautas. Los datos pertenecen al estudio “Internet en España y en el mundo”, realizado por Tatum.

    Gustavo Echevarría,
    16 ago. 2008 18:30
    Gustavo Echevarría,
    16 ago. 2008 18:30
    Gustavo Echevarría,
    16 ago. 2008 18:29
    Gustavo Echevarría,
    9 sept. 2008 8:05
    Gustavo Echevarría,
    14 ago. 2008 13:50