media.dot.now

Goodbye // Hello

2011-03-15T11:50:00.002+01:00

Hi guys and gals...

I've finally decided not to maintain this blog anymore... meet me @GeekGirlGoneBad on Posterous
or on twitter...
make sure to update your feed readers;-)

Cheers
Alex

[Daily dose of wisdom] 30 Things We Need — and 30 We Don't - Tony Schwartz - Harvard Business Review

2011-03-15T11:23:00.001+01:00

Do you have the feeling, as I do, that in the tsunami of everyday life, we're getting too much of stuff we don't need, and not enough of what we do? Herewith my first set of suggestions about how to redress the imbalance:

WE NEED LESS: WE NEED MORE:

Information Wisdom

Shallow billionaires Passionate teachers

Self-promotion Self-awareness

Multitasking Control of our attention

Inequality Fairness

Sugar Lean protein

Action Reflection

Super sizes Smaller portions

Private jets High-speed trains

Calculation Passion

Experts Learners

Blaming Taking responsibility

Judgment Discernment

Texting Reading

Anger Empathy

Output Depth

Constructive criticism Thank-you notes

Possessions Meaning

Righteousness Doing the right thing

Answers Curiosity

Long hours Longer sleep

Complaining Gratitude

Sitting Moving

Selling Authenticity

Cynicism Realistic optimism

Self-indulgence Self-control

Speed Renewal

Emails Conversations

Winning Win-win

Immediate gratification Sacrifice

via blogs.hbr.org

[NBNG] What is Facebook Fans real lifetime value?

2011-03-14T19:08:00.002+01:00

Facebook Fan Acquisition Costs on the Rise: ~1$.
see Webtrends facebook advertising performance report below
http://blogs.webtrends.com/wp-includes/ms-files.php?file=2011/01/webtrends_facebook_advertising_performance.pdf

More than 90% of consumers unsubscribe, “unlike” or stop following brands
Mashable article on ExactTarget “Social Media Break Up” below
http://mashable.com/2011/02/08/why-consumers-unsubscribe/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+Mashable+%28Mashable%29#9479Reasons-People-Unlike-Brands-on-Facebook

so Cost per “retained” fan would be around 10$ ;-) (WORST CASE SCENARIO)
Question for marketers is “what is the lifetime / value of these fans”…

[Food for Thought] Newest post from This Fluid World: Mind the want vs need and can gap | Liri Andersson

2011-03-14T16:04:00.001+01:00

Most of us are pretty clear about what we want, but most of us are not as clear about what we need. In this instance, humans and organisations are not that different.

One of the challenges of being a consultant is having to face the gap between ‘what a client wants’, and ‘what a client needs’. I believe this gap is responsible for a significant amount of bad decisions, failures and lost commercial and brand building opportunities.

Throughout the years I’ve seen this gap exist for many reasons, and manifest itself in many ways. Some of them I have documented below.

Not knowing what you need to know, until you know. It’s necessary to keep up to date with all possible, understand what is a fad, and what will have a fundamental impact on business, identify what is relevant to you and what should be ignored, this to be able to make decisions that have a commercial benefit, and/or build on the brand. Yet so many organisations live, and make fundamental decisions in a vacuum.

Taking advice from the wrong organisations/agencies/experts. There are many examples of this, but to mention only one, deep facebook campaigns may look great in a pitch doc, they may justify a price tag of £100.000 , they may be fun to work on, but they rarely work.

What I like to call ‘the magpie effect’, going after the latest and shiniest thing. A lot of new media initiatives fall under this category, “Why do you want a mobile/social media campaign?”… “Because we should!”. This is dangerous, not just because the initiative may be wrong for the business, but the failure that inevitably comes with it deters the organisation from every trying again, and often gives the channel/discipline, or type of initiative, an undeserved bad reputation in the industry, through the press coverage the failure attracts.

Large egos and/or personal agendas. It’s not unusual to see someone make a choice because it’s good for their career, not for the business and not for the brand, but for one individual. Many expensive TV ads have been made for this reason, offices have been reallocated because of a CEO’s weakness for a city, and talented people have been fired to please the man at the top.

There are times however, when something may be right for the business, it may be right for the brand, the timing may be right and yet an organisation should still not do it. This is when they are facing the ‘can gap’, the gap between ‘what you should do’ and ‘what you can do’. The can gap occurs for many reasons, of which some are:

Not the right brand. There are many situations where an organisation should accept that their brand does not lend itself to a particular something. An example is social media campaigns aimed at creating engagement – these are hard enough to get right, but it’s almost impossible when a brand lives in a zero category interest world (I said almost). This does not mean social media should not be considered – but maybe it’s about adding value throughout the value chain, like customer service.

Lack of resources, or willingness to invest. If something is not worth doing properly, it’s often not worth doing at all. Innovation, a social media strategy (note the world strategy not activity) and execution, a digital strategy etc require the appropriate level of investment in both time and money. Best-Buy did not just wake up one morning, throw 20-30,000 pounds ‘at that new stuff” expecting major results. No, they looked at what the business needed, got talented advice, made smart decisions and smart investments, and after a lot of effort the organisation ended up with their genius twelpforce.

Skill gaps. We live in a world where we have to navigate uncharted territories, and where we are increasingly expected to do things outside our core business, and therefore competencies. This often requires a different skill set, be it full time or on an ad hoc basis. Knowing who to bring in, when and why, is a skill that I believe will, in the future, separate the boys form the men!

The discussed points are major reasons behind why Jonathan MacDonald and I created this fluid world. We had both been involved in too many initiatives born from a lack of understanding, heard too much questionable advice from different firms, and seen too many people run after the latest shiny thing. Today we are equally as proud when we advice against an initiative (and therefore a lost bizz opportunity for us) as when we propose to go ahead – it all boils down to doing the right thing for the business (and in our case for the client’s business).

If your organisation is guilty of any of these, do something about it. Recognising the mentioned barriers, and breaking them down, is crucial, because embarking on initiatives in these situations will hardly ever result in a positive outcome, and will also seriously detract from the rest of business. A distraction I’m sure not many of us can afford in today’s environment.

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[Digital IQ] Insightful extracts (2) : Digital Ad Executives Recognize Need to Improve “Interactive Ad IQ”

2011-03-11T12:57:00.001+01:00

Respondents were also asked to rate their comfort level with using common tools and data. Close to 35% of survey respondents indicated they were uncomfortable using third-party audience and sales data to optimize ad performance and 20% expressed unease interpreting syndicated audience research. Additionally, 22% are unclear as to how to utilize server-side web analytics.

via adoperationsonline.com

[Digital IQ] Insightful extracts: Digital Ad Executives Recognize Need to Improve “Interactive Ad IQ”

2011-03-11T12:56:00.001+01:00

roughly 75% of these executives work directly with social media and mobile ad platforms, but roughly one-quarter of them are uncomfortable explaining the value of these platforms in the context of buying or selling ads. Approximately 85% of respondents said online video is important to their businesses, but a full 20% were uncomfortable demonstrating the benefits of this interactive ad vehicle.

via adoperationsonline.com

[Digital IQ] Only 17% of agencies are happy with the way Dispay ROI is measyred...vs 43% of advertisers???

2011-03-11T12:51:00.001+01:00

via emarketer.com

what if... none is right for different reasons: http://geekgirlgonebad.posterous.com/digital-iq-digital-ad-executives-recogni...

[Digital IQ] Digital Ad Executives Recognize Need to Improve “Interactive Ad IQ” to Drive More Revenue | Ad Operations Online

2011-03-11T12:44:00.001+01:00

First Installment of Annual Benchmarking Survey Reveals 25% Aren’t Comfortable Articulating Full Value of Interactive Platforms

PALM SPRINGS, Calif. – A new study reveals a significant gap between the level of sophistication of interactive advertising platforms and how comfortable industry executives are in articulating the value of those platforms to media buyers and marketers. Released by the Interactive Advertising Bureau (IAB), the 2011 “Interactive Ad IQ Survey” was conducted by Ernst & Young LLP’s Media & Entertainment Advisory Services practice. It is the first installment in what is planned to be an annual benchmark of how well industry executives are able to communicate the opportunities associated with the rapid transition of digital and social media, which has accelerated over the past 18 to 24 months. The announcement was made during IAB’s fourth Annual Leadership Meeting, Ecosystem 2.0: The People vs. Data, at La Quinta Resort & Club, where leaders across the digital media landscape have converged to address the most critical issues facing the industry.

More than 640 digital publishers, advertisers, agency executives and researchers from across the U.S. responded to the survey. The gaps it identifies may contribute to what many industry insiders believe is the undervaluing of interactive advertising relative to traditional ad platforms, such as television and print media. For example, roughly 75% of these executives work directly with social media and mobile ad platforms, but roughly one-quarter of them are uncomfortable explaining the value of these platforms in the context of buying or selling ads. Approximately 85% of respondents said online video is important to their businesses, but a full 20% were uncomfortable demonstrating the benefits of this interactive ad vehicle.

“The diversity of interactive advertising presents tremendous opportunities, and challenges, for explaining why our clients should spend with us,” said Patrick Dolan, Executive Vice President and Chief Operating Officer, IAB. “If we can’t communicate the unprecedented value of interactive, it just might be far easier for advertisers to allocate dollars to more traditional platforms.”

Respondents were also asked to rate their comfort level with using common tools and data. Close to 35% of survey respondents indicated they were uncomfortable using third-party audience and sales data to optimize ad performance and 20% expressed unease interpreting syndicated audience research. Additionally, 22% are unclear as to how to utilize server-side web analytics.

“We anticipated some of the discomfort, particularly on the newest platforms, such as social media. But what was refreshing was the industry’s recognition that training is not only necessary, but desired,” said Howard Bass, who led this initiative for Ernst & Young LLP, referring to a result indicating that more than 60% of respondents want training for themselves or their colleagues.

“We will act on these results by developing an industry training programs so buyers and sellers of interactive advertising can gain the requisite knowledge and skills to make the most of every dollar invested in these emerging platforms,” said Michael Theodore, Vice President, IAB Member Services, and leader of the organization’s Professional Development efforts. “The IAB plans to establish a certification program that should help hiring managers identify qualified talent and maintain top-quality skills as part of their personnel development practices.”

The IAB is making the survey available to individual member companies who want to test their Ad IQ, and then will be available to work with those companies to develop custom training programs for those looking to increase their Ad IQ.

For more information about the Interactive Ad IQ survey, please visit www.iab.net/adIQ

About the IAB

The Interactive Advertising Bureau (IAB) is comprised of more than 500 leading media and technology companies who are responsible for selling 86% of online advertising in the United States. On behalf of its members, the IAB is dedicated to the growth of the interactive advertising marketplace, of interactive’s share of total marketing spend, and of its members’ share of total marketing spend. The IAB educates marketers, agencies, media companies and the wider business community about the value of interactive advertising. Working with its member companies, the IAB evaluates and recommends standards and practices and fields critical research on interactive advertising. Founded in 1996, the IAB is headquartered in New York City with a Public Policy office in Washington, D.C. For more information, please visit www.iab.net.

About Ernst & Young

Ernst & Young is a global leader in assurance, tax, transaction and advisory services. Worldwide, our 141,000 people are united by our shared values and an unwavering commitment to quality. We make a difference by helping our people, our clients and our wider communities achieve their potential.

Ernst & Young refers to the global organization of member firms of Ernst & Young Global Limited, each of which is a separate legal entity.

This news release has been issued by Ernst & Young LLP, a client-serving member firm of Ernst & Young Global Limited located in the US.

About Ernst & Young’s Global Media & Entertainment Center

Whether it’s the traditional press and broadcast media, or the multitude of digital media, audiences now have more choice than ever before. For media and entertainment companies, integration and adaptability are becoming critical success factors. Ernst & Young’s Global Media & Entertainment Center brings together worldwide teams of professionals to help our clients achieve their potential — teams with deep technical experience in providing assurance, tax, transaction and advisory services. The Center works to anticipate market trends, identify the implications and develop points of view on relevant industry issues. Ultimately it enables us to help our clients meet their goals and compete more effectively. It’s how Ernst & Young makes a difference.

via adoperationsonline.com

[ Being an agency] 4As 2011 quotes

2011-03-10T16:06:00.001+01:00

Why are you blaming the agencies? I would blame the clients. ... Everybody talks about procurement, but fuck procurement. ... I don't think the clients are structured in such a way today to work with the agencies. ... Just like we built siloed agencies ... they have all these different departments that work with different agencies that don't communicate with each other. The agencies are willing to change, but are clients going to change fast enough to do what's right for them?

via adage.com

[On being French] Robin Williams - The French

2011-03-10T13:49:00.001+01:00

via youtube.com

sourcing Le MK

[On being French] Eddie Izzard - Learning French

2011-03-10T13:46:00.001+01:00

via youtube.com

txs to Le kemp

FFFFOUND! | Hello? Is it me you're looking for...

2011-03-10T13:24:00.001+01:00

via ffffound.com

[Community+Content+Commerce] Fan comments to DarkNight Rental on FB

2011-03-10T12:03:00.001+01:00

Extracts here:

" Go to hell with this geographical racism! Write something on my wall when you can offer something for me, you idiot!" (You can only view in US)

" I have the DVD! ;-)"

"a bit disappointed this isn't high def."

"I watch Blu-Ray, thanks"

" see..heres the problem...Netflix is $7/month CAD...now for 50 credits for $4.86 CAD, and with Netflix you can watch AS MANY MOVIES AS YOU LIKE for a WHOLE MONTH...so...for 1/2 the price of a month subscription to NetFlix, you can watch TDK...."

IMHO: some geo targeting would have been nice, targeting this feature/service to "non-fans" look-alikes (based on age/sex/centers of interest etc...) would have been smart to recruit a wider base (rach vs frequency), but big thing here is...what's the value (monetary? usage? quality? nope)

[Data] via Digital Stats: Online ad spend as a proportion of total ad spend, multiple markets

2011-03-10T11:14:00.001+01:00

via digital-stats.blogspot.com

via @dancall1
Source: Page 214 of Ofcom International Communications Market Report, December 2010

[Geek Stuff] Plugin Prevents Your Passive Aggressive E-mails From Going Out

2011-03-09T18:22:00.001+01:00

via mashable.com

[New user Interfaces] PSFK presents Future Of Mobile Tagging Report

2011-03-09T18:05:00.001+01:00

via slideshare.net

[New user Interfaces] PSFK » Making The World Around You Clickable

2011-03-09T18:04:00.001+01:00

via psfk.com

[Future of Retail] Kinect dressing room

2011-03-08T15:36:00.001+01:00

via 123kinect.com

[Creatives? Your thoughts?] IAB US Rising Stars Ad Units

2011-03-08T15:26:00.001+01:00

via iab.net

[Video] Daniel Craig for International Women's Day

2011-03-08T15:15:00.001+01:00

via youtube.com

[Community+Content+Commerce] Facebook Begins Movie Rentals With Warner Bros.

2011-03-08T14:54:00.001+01:00

via mediamemo.allthingsd.com

[No brain, No gain] La Caisse d'épargne crée une carte dédiée aux femmes

2011-03-07T18:37:00.001+01:00

Marques > Lancements de produits

La Caisse d'épargne crée une carte dédiée aux femmes

Par Marie Juliette LEVIN, 07/03/2011

À l'occasion de la Journée de la femme, la Caisse d'épargne a créé, en association avec Christian Lacroix, une carte bancaire en série limitée. Une initiative haute couture signée par l'agence \XL.

J'ai envie de pleurer...

[Pix] 3D animated gifs via 3ERD

2011-03-02T16:14:00.001+01:00

via 3erd.tumblr.com

[Video] Radical New User Interfaces (by Microsoft) feat. craig Mundie

2011-03-02T12:35:00.001+01:00

via tomshardware.com

[CMO] Four Talent Categories You Need to Win in a Connected World

2011-03-02T12:25:00.001+01:00

Chris Kuenne

Marketers are being forced to rewire their skills as they use technology to make their brands more personally relevant and to measure and optimize the performance of their programs. Why will some organizations succeed while others become also-rans? It comes down to the fundamentals of skill development, deployment, intellectual capital development and culture.
A CMO's ability to attract, inspire and retain the best talent will be key to winning in the connected world. When you review your marketing organization, do you really have the right mix and level of skills necessary to win?
Here's a sports analogy I recall from an old Harvard Business Review article that captures today's marketing challenge: In football, everyone is a specialist with a distinct position and responsibility. Each player goes one-on-one against his opponent, helping the team advance the ball in a linear fashion down the field. Marketing over the past 50 years reflected this linear approach, in which a brand's marketing plan specified a highly planned, seldom altered, set of initiatives. The digital world does not operate this way. With Facebook, Twitter and YouTube, e-commerce and mobile, your target consumer is seeking interactions with your brand 24/7. The old set of skills and conventional deployment will not work.
Today marketing is closer to rugby. All players handle multiple roles, using many different skills. Every player has the ability to affect the outcome. Think of the scrum, with the forwards bound together, trying to get the ball back to their team's side. Do you manage a football or a rugby team?
There are four skill categories required for a successful marketing organization:
1. Strategic. You still need tried-and-true brand strategists, but have yours kept up with the times? Do they know how to convert a brand positioning, promise and ethos into personally relevant experiences? Do they know how and when to deploy search and social marketing to attract and engage; mobile and web to deepen, capture and manage the relationship; and e-commerce to enable shopping and purchase?
2. Analytic. Have you combined traditional market research with web analytics to understand the what, why, when and where of consumer decisions? Can your team synthesize terabytes of data into actionable changes -- all in real time?
3. Program design. Do you have people who can translate the brand promise into relevant and entertaining interactions that always seem fresh and new?
4. Technological. Is your team able to build engaging interactions across platforms in a stable and scalable manner so that the customer experience is consistent across devices? Just as important, do you have a technologist as a member of your inner circle, someone involved in initiatives from the start? We are seeing the emergence of the chief marketing technology officer on both the agency and client side -- evidence of a broadening of the marketing team's composition and outlook.
It's a major transition from the hub-of-the-wheel organization in which the brand or product manager is at the center, to the Rubik's Cube structure that requires all functions to be interlocked with one another as they rotate around a core -- the brand -- in perpetual pursuit of the winning pattern. Successful interactive marketing demands collaboration and cohesion.
As CMO, your other challenge is cultural. Many of the people required for the optimal interactive team aren't typical team players, nor are they accustomed to operating in a command-and-control environment. The brand strategist and interactive program architect may be familiar types. But you may also have an analytic Mozart who tracks and synthesizes search, social, clickstream and e-commerce data, and a technology whiz who designs and builds the platform. The result: the high school equivalent of the captain of the football team hanging out with the class chess champion and the AV club president. You must encourage collaboration across radically different temperaments, skills and backgrounds.
And it isn't just your team that needs to do its job differently. So do you. Borrow the approach taken by investment banking or law firms. They win by attracting, cultivating and retaining the best people in the industry. Once you have in place a team that is collaborative, creative and agile, then you must strive to keep its members passionate and focused, with incentives to win.
You can move your organization ahead of your competitors. Start today by focusing on the mix and level of skills and the culture necessary to achieve the front-runner position. Master the human dynamics so that you have a culture that fosters excellence within a cube-like organizational structure that supports a mix of skills and styles. Measure your team's effectiveness through the level of innovation and period-to-period business results. How many of your new customers are coming from new programs and new channels? Is your team taking market share from your competitors by outsmarting them?
If you can begin to measure your organization's skills, create an environment that nurtures and appreciates talent and then be willing to take a cold, hard look at what is succeeding and what is not, then you'll be well on your way to building a team that can win in the connected world.

ABOUT THE AUTHOR

Chris Kuenne is chairman-CEO of Rosetta.

via adage.com

WE NEED LESS:	WE NEED MORE:
Information	Wisdom
Shallow billionaires	Passionate teachers
Self-promotion	Self-awareness
Multitasking	Control of our attention
Inequality	Fairness
Sugar	Lean protein
Action	Reflection
Super sizes	Smaller portions
Private jets	High-speed trains
Calculation	Passion
Experts	Learners
Blaming	Taking responsibility
Judgment	Discernment
Texting	Reading
Anger	Empathy
Output	Depth
Constructive criticism	Thank-you notes
Possessions	Meaning
Righteousness	Doing the right thing
Answers	Curiosity
Long hours	Longer sleep
Complaining	Gratitude
Sitting	Moving
Selling	Authenticity
Cynicism	Realistic optimism
Self-indulgence	Self-control
Speed	Renewal
Emails	Conversations
Winning	Win-win
Immediate gratification	Sacrifice

ABOUT THE AUTHOR
Chris Kuenne is chairman-CEO of Rosetta.