Gartner – 3 technologies will dominate marketing spend by 2017: Marketing Automation Content Management Solutions Predictive Marketing Software

From a distance, the modern marketing organization can look more like a tech department than a hub of creativity and ideas. CMOs today face the challenge to manage brand strategy and voice efforts under the same roof as data operations and analytics–while encountering pressure from the executive team to adopt data-driven solutions. How can CMOs build marketing strategies that align with a changing technology landscape?

Gartner analyst Laura McLellan predicts that by 2017, the marketing department will spend more on technology than the IT department. Which technology solutions are the most crucial for B2B marketers today, and which will be the most important by 2017?

We believe that three technologies will dominate marketing spend by 2017:

  1. Marketing Automation
  2. Content Management Solutions
  3. Predictive Marketing Software

Google search traffic for the 3 terms over time:

marketing technology

How to Choose the Right Marketing Automation Platform

Marketing Automation is the incumbent technology solution in the modern marketing suite. For most organizations, marketing automation is the first major technology investment. However, Adage reports that only 16% of B2B companies use marketing automation. We collected some expertise from marketing automation expert, Viktor Nagornyy, about why marketing automation is relevant for brands, and how they can choose the right solution.

Many marketers and business owners are excited about marketing automation and what it promises to do for them. The excitement clouds their judgment, and they don’t do their due diligence when they decide to sign up with an expensive marketing automation platform.

The problem is not the platform they choose, but the lack of resources and commitment to make it pay for itself. Marketing automation is not the same as marketing autopilot. You can’t set it and forget it. Yes, you can automate activities but you need to monitor it and make necessary changes to improve your open rates, clickthrough rates, conversion rates, and closing rates.

Marketing automation does not improve the quality of your marketing, it improves the efficiency of your marketing. To improve the quality of your marketing you have to dedicate resources and time to analyze and interpret what’s happening to make informed decisions.

Over the years, working with clients that became disappointed with a marketing automation platform, I noticed that it wasn’t the platform to blame. It offered incredible marketing tools, but the clients were barely using 10% of those tools and failing to use data it collected to improve their marketing decisions.

Before purchasing a marketing automation platform, consider what resources you have and how much time you can dedicate to effectively using the platform to its fullest potential. If you or your team can’t dedicate at least 10 hours per week, you will waste your budget and walk away blaming the tool when it was the operator who failed.

Why Brands Are Flocking to Content Management Systems

Content management solutions are the marketing technology that seems to get the most buzz these days. Evidence is growing that companies large and small are doubling down on content marketing, social media, and digital strategy, and as this trend grows over the next decade, brands will need the right tools to manage this new marketing capacity.

Even leading brands are moving away from traditional advertising to focus on social media marketing, which requires huge increases in the volume of content produced, and, subsequently, in the tools needed to manage it. In early 2013, then Sr. Director for Social Media & Community at Nike, Musa Tariq (who was just hired to run social media for Apple retail), moved all Nike social media efforts in-house–efforts that had previously been outsourced to top agencies, which included Wieden Kennedy, AKQA, Mindshare, and R/GA. At Nike, Tariq led the shift towards in-house digital media so Nike could gain a deeper understanding of how fans interact with the brand. There’s speculation that he’ll make the same changes at Apple.

When given the choice between expensive television and print ads that require months to produce or social media marketing machines that deliver precise targeting and measurement metrics, brands are overwhelmingly moving towards the latter.

As brands increase focus on marketing strategies that involve high content output, media agencies are also changing to accommodate brand sponsored content.

BMW just launched a sponsored content channel on Medium, Re:form, where writers with no affiliation with BMW can publish content about design. BMW plans to expand its Medium partnership to include sponsored content authored by BMW.

Medium staff also plans to work with BMW and its agencies to produce four to five articles about the automaker that will run on the publication. These articles will be marked as sponsored and published through BMW’s profile on Medium.

And it’s not just new-age publishing sites enabling this trend. As recently as six months ago, some mega media agencies, such as the New York Times, never would have considered lowering the wall between journalism and advertising to publish a piece sponsored by a TV network, but their dynamic content about women in prisons, published at the beginning of this summer, was paid for by Netflix to promote Season 2 of its original series, Orange Is the New Black.

If given the choice between sponsoring an enriching piece of journalism or a rich media display ad, who would choose the ad? As media outlets make it easier for brands to publish content, brands will continue to develop skilled in-house content teams.

All signs point to the rise of importance in content management systems within the modern marketing department.

The Advent of Predictive Marketing Software

If yesterday’s marketers flocked to marketing automation and today’s marketers clamor for content management solutions, we predict that tomorrow’s marketers will crave predictive marketing software.

The chart presented at the beginning of this article offers a glimpse into the stirrings of market interest in the term “predictive marketing.” Here’s what that chart looks like when we adjust the focus to reflect only predictive marketing:

predictive marketing

It’s no surprise that marketers are hungry for predictive marketing solutions. The ability to actually predict who will buy your products and services eliminates a majority of the marketing grunt work. If you can predict who will buy your products–and why–you don’t have to buy lead lists; you don’t have to test market segments; you don’t have to run broadly targeted campaigns with boring messages.

New data technologies have improved the quality of information that comprises each customer segment, so where marketers used to look at basic firmographic data, such as industry classification and zip code, data signals are now dynamic, and include business characteristics such as web presence and online reputation. Technology can then take marketing data one step further to predict which signals correlate with purchase behavior and account health. Predictive software enables precision marketing for modern marketers looking to diverge from traditional methods, and if the popularity of marketing automation and content management solutions is anything to go by, modern marketers aren’t looking for ways to grow their traditional marketing operations.

We have a lot to say about making the right investment in marketing technology to develop a high performance B2B marketing strategy. To learn more about this topic, check out our Cheat Sheet onInvesting in Marketing Technology.

 

How Content Is Changing And What Marketers Need To Know [Survey Data]

writing-content-notes-ss-1920

Most brands got on board with content marketing by creating general, untargeted content. Now, those brands are evolving past that; they’re creating content that maps to the position of the buyer in his or her journey.

(The buyer’s journey refers to the buyer’s progression through a research and consideration phase, culminating in a purchase.)

Brands’ new content paradigm recognizes that a “one-size-fits-all” approach may be insufficient. After all, a buyer’s content needs differ based on where in the buyer’s journey they are.

For example, in the “develop interest” phase, the buyer may need a blog post about how to solve the problem they are facing; however, in the “make purchase decision” phase, they may need information on why your solution is superior to the competition.

This new paradigm is a conversion strategy. Content not only maps to the specific needs of the buyer based on their position in the buyer’s journey, but it is also designed to move the buyer through to the next phase of the journey, all the way through to purchase.

buyers-journey-1

87% of Marketers Have (Or Plan To Have) Content That Maps To The Buyer’s Journey

At Conductor, where I am Director of Research, we are in the final stages of a study that takes a broad look at how the changes in digital – consumers’ ability to interact with brands on their own terms, the brands’ content imperative, etc. – are impacting the modern marketing organization. Most importantly, we’re focusing on what marketers need to know to adapt.

Among other questions, we asked 187 marketing executives from a cross section of B2B, B2C, and agency companies about their approach to content that maps to the buyer’s journey.

Eighty-seven percent (87%) said they now have content that moves buyers through the purchase funnel, or they plan to have it in the next six months. It is clear that marketers understand a shift in how we approach content has occurred.

buyers-journey-2

92% Agree Measurement Of Progression Through The Buyer’s Journey Is Important

Marketing executives understand that the way we create and target content has evolved. They also understand they cannot simply create content for the buyer’s journey without measuring its impact. Does it effectively push people to the next stage of the buyer’s journey?

Ninety-two percent (92%) of executives agree that having a way to measure the progression of the buyer through their buying journey is “important” or “very important.”

Combined, all this data serves as a resounding announcement of marketers’ intention to evolve from broad content to specific, targeted content, fortified by comprehensive measurement of what does and does not work to move buyers through the purchase funnel.

buyers-journey-3

 

Aislelabs Engage: analyser le comportement des consommateurs dans le magasin physique et au sein des sites et applications (Instore retargeting via mobile)

Le regargeting en magasin fait décoller le marché du marketing mobile-%post_id%.


AisleLabs_1
Les acteurs de l’ad tech et les marketeurs commencent à réaliser l’importance du marketing digital in-store et surtout du lien qu’il est nécessaire de faire entre le magasin physique et les applications et sites mobiles, un maillon encore faible de la chaîne malgré son importance. Un exemple très récent de cette prise de conscience est le partenariat que la plateforme de publicité programmatique SiteScout vient de signer avec AisleLabs, un spécialiste du retargeting in-store.

Le retargeting in-store est une façon un peu grossière d’appeler le retargeting qui permet aux annonceurs de communiquer avec leurs clients et prospects pendant et après qu’ils soient passés dans le magasin.

L’outil Aislelabs Engage permet d’analyser à la fois le comportement des consommateurs dans le magasin physique et au sein des sites et applications en ligne. Se servant des technologies Wifi, GPS et notamment iBeacon – qui identifie où l’internaute se trouve dans le magasin au rayon près – AisleLabs permet aux marketeurs d’envoyer des messages personnalisés à ces cibles. L’outil fournit une analyse sur les profils des visiteurs, segmentés en fonction de leurs différents comportements de recherche et d’achat.

Suite à ce partenariat, un commerçant utilisant Aislelabs Engage avec son application mobile, par exemple, pourra mieux comprendre le comportement de son client dans le magasin et utiliser la plateforme RTB de SiteScout pour le recibler sur Internet, dans son smartphone ou tablette, ou sur les réseaux sociaux comme Facebook.

« Notre vision a toujours été de connecter le comportement du consommateur en ligne et dans le monde physique. A travers cette nouvelle offre avec SiteScout, nous sommes encore plus près de rendre cette idée réalité. Le concept de recibler les visiteurs d’un magasin physique, une fois qu’ils sont en ligne, vient combler une lacune dans le marché », affirme Nick Koudas, co-fondateur et CEO d’AisleLabs.

- See more at: http://www.ad-exchange.fr/le-regargeting-en-magasin-fait-decoller-le-marche-du-marketing-mobile-15307/#sthash.70bzHHFf.dpuf

Shape & Mobiline: la solution mobile de Mobistar pour entreprise (le premier central téléphonique mobile virtuel en Belgique)

Mobistar définit Mobiline comme un central téléphonique mobile virtuel. Ce dernier apporte un confort d’utilisation intéressant dans la mesure où l’ensemble des paramètres sont accessibles via une interface en ligne conviviale. Les employés se voient attribuer un numéro fixe pour le travail et un mobile pour être joignable en permanence. L’ensemble des appels sont transférés vers le smartphone du collaborateur. Ce dernier peut à tout instant limiter l’accessibilité de la ligne fixe en dehors des heures de bureau en envoyant les communications vers un répondeur.

L’opérateur estime que ce choix peut apporter des économies de l’ordre de 50% aux entreprises qui optent pour ce type de gestion des communications vocales en téléphonie fixe. Mobiline s’adresse avant tout aux PME qui hésitent à investir dans un central PABX relativement coûteux, tout en gardant la possibilité de réaliser des conférences téléphoniques et de diffuser une musique d’attente. Les numéros courts entre collègues sont également disponibles.

IFTTT et les défis du Big Data (Source: Tendances.info)

 

Une excellente analyse de Tendances.info

 

L’un des défis de la multiplication des applications, notamment liés aux objets connectés, est de les faire converger. C’est l’objectif de l’application IFTTT qui facilite la programmation de tâches entre applications. Une innovation réelle, qui tente de se faire une place au soleil alors que plusieurs sociétés s’affrontent pour imposer leur langage dans l’Internet des objets. Mais le cas IFTTT amène à se poser d’autres questions.

Lancé en septembre 2011, le service IFTTT permet de créer des automatismes, appelés recettes, entre des applications, sans avoir à apprendre les différents langages de programmation. L’acronyme IFTTT décrit en fait le processus d’écriture de ces recettes : IF This Than That (si ceci alors cela). Si une action, appelée un trigger ou déclencheur, se produit alors cette action doit avoir lieu. Par exemple vous pouvez décider grâce à IFTTT que lorsque vous prenez une photo grâce à Instagram (le déclencheur), cette photo soit publiée automatiquement sur votre page Facebook. Mais l’application multiplie les partenariats avec des fabricants d’objets connectés, comme par exemple Belkin. Ainsi vous pouvez créer une recette avec la WeMo, la prise connectée de Belkin et décider que lorsque vous êtes à 500 mètres de votre maison (grâce à la fonction géolocalisation de votre téléphone portable) WeMo met en route l’éclairage de l’entrée de votre maison. La grande force d’IFTTT réside dans la simplicité de programmation, grâce à des règles prédéfinies, qui permet de s’affranchir de l’apprentissage de différents langage de programmation. Plus encore IFTTT permet de faire communiquer des applications programmées dans des langages différents. Et c’est là un atout non négligeable dans le contexte actuel.

Guerre des standards dans l’Internet des objets

Car à l’heure actuelle il n’existe aucun langage standard assurant l’interopérabilité entre les différents objets et applications développées. Des initiatives existent pour proposer une solution unique, mais elles se heurtent à des intérêts divergents entre acteurs, engagés dans un secteur qui s’annonce prometteur. Par exemple, Samsung et Google (par le biais de sa filiale Nest) se sont rassemblés pour développer un nouveau protocole de communication baptisé Thread. Leur projet vient concurrencer un protocole similaire sur lequel travaille Apple. AT&T, Cisco, General Electric, IBM et Intel se sont regroupés en mars dernier au sein de l’Industrial Internet Consortium pour travailler sur des standards permettant de faire communiquer capteurs et objets connectés aux systèmes informatiques traditionnels. Dans le même temps Intel a réuni quelques acteurs (dont Samsung) au sein de l’Open Interconnect Consortium afin de plancher sur une solution de communication en open source pour les objets connectés par liaison radio. Un projet qui concurrence en partie l’initiative AllSeen Alliance de Qualcomm, qui rassemble par exemple Cisco, D-Link, LG, Panasonic et depuis peu Microsoft. Il semble donc peu probable que l’on aboutisse à une solution unique de communication dans un horizon proche. Aussi les initiatives comme celle d’IFTTT constituent une réelle alternative pour les utilisateurs, le travail de mise en relation entre des applications aux langages différents étant réalisé par les équipes de la start-up californienne. D’autres initiatives devraient suivre, et l’on peut supposer qu’Evernote, dont nous avions parlé dans un précédent article, vise un peu le même objectif en utilisant son logiciel pour exploiter les données qu’il collecte, sans intervention de l’utilisateur. Mais si le service apporté par IFTTT est légitime, en l’absence de langage standard entre applications, capteurs et systèmes d’exploitation, il soulève d’autres questions.

IFTTT et le revers de la médaille du Big Data

Les problèmes en questions ne sont pas propres à IFTTT, en fait on peut les appliquer à toutes les solutions qui visent à collecter, exploiter et stocker des informations numériques. La première que l’on peut citer est celle de la sécurité. Le déploiement d’objets connectés dans notre environnement constitue autant de points d’entrée supplémentaires pour des personnes mal intentionnées qui chercheraient à pénétrer nos systèmes informatiques. De plus, avec IFTTT, pour que les recettes fonctionnent il faut autoriser l’application à utiliser, et donc détenir, nos accès aux services que l’on veut mettre en relation (Instagram, Facebook, Twitter, …). Malgré tous les efforts déployés par IFTTT pour protéger ses serveurs, on peut imaginer les dégâts que représenterait un piratage informatique de leurs systèmes. Sans aller jusqu’au piratage, le fait de donner l’accès à nos comptes sur différents services revient à donner accès à des tiers à des pans entiers de notre vie privée. Certes c’est déjà ce que l’on fait en ouvrant un compte sur Facebook par exemple. Mais un service comme IFTTT rajoute une dimension, celle d’autoriser un opérateur unique à rassembler tous les comptes sur lesquels sont éclatés nos vies. Rien ne permet de penser que les fondateurs de cette société aient le projet de contrôler nos vies façon Minority Report. L’enjeu le plus immédiat de cette capacité à mieux connaître nos comportements par l’analyse des données provenant de l’utilisation de nos objets et applications numériques est celui de la valorisation de ces données. Proposé pour l’instant gratuitement, IFTTT se trouvera confronté tôt ou tard à la question de la génération de revenus pour pérenniser son entreprise. Et la vente des informations des utilisateurs représente certainement une piste intéressante pour ce faire. Intéressante car elle permettrait de maintenir la gratuité du service pour les utilisateurs, et que ces derniers ne verraient pas directement le lien entre les données qu’ils créent et leur utilisation par des sociétés tierces à des fins marketing. Pour l’instant la politique de confidentialité d’IFTTT semblent exclure ce cas de figure. Mais pour combien de temps. Enfin, dernier enjeu soulevé par les services de ce type : la question de l’énergie nécessaire pour alimenter tous les serveurs nécessaires au stockage et à l’analyse de ces données. Dans une série d’articles récents, le site d’information Mediapart s’est saisi de cette question. Et il est vrai que les chiffres donnent le vertige. A l’Agence de l’environnement et de la maîtrise de l’énergie, on estime que la consommation d’énergie nécessaire pour faire tourner les infrastructures de l’Internet en 2030 pourrait représenter l’équivalent de la consommation énergétique mondiale de 2008 … Du coup se pose la question d’une utilisation responsable du web et de ses services, en clair faire la part entre l’utile et le futile. Ce débat ne concerne bien entendu pas seulement IFTTT. Mais utiliser ce service, réellement innovant, devrait conduire à s’interroger sur ces différents paramètres : sécurité des informations, abandon de propriété d’une partie des informations que l’on génère, impact environnemental de l’infrastructure nécessaire.

Future of Press: New York Times Adds Audience Development Position to Its Masthead

New York Times Adds Audience Development Position to Its Masthead.

The New York Times has named a new assistant manager in charge of growing its audience and engagement, as the paper of record continues its post-Jill Abramson efforts to develop digital properties.

Alex MacCallum has made the rare shift from the business side of the company to the editorial masthead and will report directly to executive editor Dean Baquet and editorial page editor Andy Rosenthal, who authored a letter announcing the move.

MacCallum is being asked to “build a team devoted to using search, social and other strategies to draw more people to our news articles and editorials,” they wrote.

MacCallum’s new position is one that had been called for in the leaked “innovation report” that the Times assembled to address its digital shortcomings.

“There should be a senior newsroom leader in charge of Audience Development, but this effort should be everyone’s job,” the report stated.

“Audience Development needs to be a goal for the whole company. But the newsroom, in particular, must seize a leadership position,” the report stated.

The Times has had a tumultuous few months after the sudden firing of Jill Abramson, the paper’s former executive editor.

The innovation report leak was followed by an earnings report that detailed a decline in ad sales that had not been covered by the company’s new subscription products. The launch of mobile-friendly subscription apps NYT Now and NYT Opinion garnered plenty of attention but not enough subscribers to offset its advertising struggles and prevent profit from falling.

MacCallum, who worked on the company’s new cooking vertical, will now need to increase subscriber numbers for those apps as well as the broader site.

8 Google Glass business apps that are changing the world – Computer Business Review

8 Google Glass business apps that are changing the world - Computer Business Review

by Amy-jo Crowley| 15 August 2014

CBR presents eight real-life examples of the specs in action at work.

1. Warehouse management

E-fulfilment firm Active Ants, which ships products for 50 online stores, has developed an order-picking App for Google Glass, which it says has helped its staff pick up online orders faster.

The Netherlands-based company gave Google Glass, along with a custom-built stock app, to its warehouse workers in May. Initial results showed that it reduced error rates by 12% and an increased stock picking speed by 15%.

2. The Military

Soldiers on battlefields could also benefit from Google Glass, which would allow them to shoot without needing to be in a position to see their target.

Firearms company TrackingPoint has developed an app called Shotview for its smart rifle, which streams video in real-time from the Heads Up Display of the rifle to Glass.

This allows soldiers to aim and fire from around corners and behind walls at distances up to 1,200 yards away.

The Air Force is also testing Google Glass for possible battlefield applications.

3. Hospitality

Acme Hotel Company began offering Glass to guests as a complimentary loan during their stay In June, according to the New York Times. The gadget is being offered as an exclusive free amenity at the Chicago-based hotel.

San Francisco-based Stanford Court Hotel also started lending Glass to guests who book the ‘Google Glass Explorer Package’ in May. The deal includes two nights stay during which time guests will be given a tutorial on how to use the device. It also includes a guide on how to avoid appearing creepy while wearing it.

4. Airlines

Virgin Atlantic staff will soon be wearing Glass at Heathrow airport in efforts to speed up check-ins for business class passengers and improve customer service following a successful six week trial earlier this year.

Virgin said Glass will be used to update passengers on the latest flight information, weather and local events at their destination and translate foreign languages.

The technology could also be used to tell airline staff their passengers’ dietary and refreshments requirements.

5. Museums

GuidiGO, a startup that provides apps for art and culture, says it is partnering with museums around the world after being one of five companies selected by Google for its Glass at Work programme in June.

The Paris and New York-based firm says it has been testing its Guido for Glass app at two museums in the US for the last few months successfully.

The app, which uses image recognition technology, allows glass wearers to identify paintings and other works of art at museums and galleries. It also includes voice commands, such as “start a tour” or “take a picture”, narrated audio guidance, video, maps and indoor and outdoor navigation to guide users around the sites.

6. Journalism

Film makers in New York used Google Glass for a documentary to show what life is like the Caribbean islanders and Orthodox Hasidic Jews who live there.

Hannah Roodman told Journalism.co.uk the use of Glass provided a more subtle approach to film-making that helped to relax the subjects.

“I think Glass takes you to a place you can’t go by yourself or with a regular camera,” she said in January.

“For instance, as a film maker, I’m not going to get the same quality and personality of a church pastor as he addresses his congregation. I’m not going to be able to get that intimacy that Google Glass captures when he’s up there on the altar.”

It’s also being used in the academic field. Robert Hernandez, a web journalism professor at the University of Southern California, has developed a ‘Glass Journalism’ course, which includes a module on how to create journalism content with wearables.

7. Police Force

Police in New York and Dubai have begun testing Google Glass this year to see if the wearable computer could be useful in law enforcement.

In February, a New York City law enforcement official told VentureBeat: “We signed up, got a few pairs of the Google glasses, and we’re trying them out, seeing if they have any value in investigations, mostly for patrol purposes. We’re looking at them, you know, seeing how they work.”

The Dubai Police Smart Services Department are also testing two applications for traffic violations and helping authorities to identify wanted cars.

8. Medicine

Drchrono, a California-based startup, developed an app that it claims is the first “wearable health record” that allows doctors and health professionals to store and access patient data.

Developed in June, doctors can use the free app to record consultations with patients or in surgery, with videos and photos stored in the patient’s electronic medical record or in Box, a cloud-based storage and collaboration service.

The firm, which produced the first mobile electronic health record for the iPad, said: “Our vision of making providers more mobile began with the announcement of the iPad in 2010, which eventually led to us creating the best mobile EHR on the market.

Since then, we’ve been striving to push the envelope with new technologies to optimise your ability to provide the best care available.

“Enter Google Glass. As a companion to the tablet, imagine being able to chart, take photos, and see your patient’s vitals without lifting a finger… And that’s just the beginning.”

Influencia – Twitter influence-t-il vraiment la consommation TV ? lmpact réciproque d’un trend Twitter sur l’audience d’un programme

Influencia – Twitter influence-t-il vraiment la consommation TV ?.

Résaux sociaux, acceptez-vous de prendre pour époux les programmes TV ici présents, pour le meilleur et sans le pire ? Faites sonner les cloches, voler le riz et chanter les glottes, vive les mariés ! Sans attendre neuf mois, l’union a accouché d’un phénomène en passe de modifier notre consommation télévisuelle à la racine. Depuis deux ans INfluencia analyse le phénomène, ses nouveaux outils et ses conséquences. En juin 2013, nous passions à la loupe les résultats d’une nouvelle étude de BI Intelligence, qui confirme l’avènement de la TV sociale. Mais une question restait sans réponse analytique : le tweet fait-il l’audience ou bien est-ce le programme qui fait le tweet ? Les deux, répond une nouvelle étude indépendante de Nielsen.

Pour la première fois, un rapport apporte des preuves statistiques sur l’impact réciproque d’un trend Twitter sur l’audience d’un programme. Les deux sont donc interdépendants. L’étude deNielsen est partie d’une ambition initiale : déterminer si l’activité sur le réseau de micro-blogging améliorait l’attractivité d’un contenu en cours ou si au contraire, c’est la popularité du programme qui suscite plus de conversations sur Twitter.

Pour dessiner des cadres de réponses statistiques, Nielsen a analysé minute par minute l’audience et le flux social générés par 221 programmes de primetime, grâce à sa plate-formeSocialGuide : sur 48% des émissions, l’audimat se révèle être d’une influence notable sur le nombre de tweets concernant le programme. Autre constat intéressant, le volume de tweets provoque des changements significatifs sur l’audimat pour 29% des contenus étudiés.

SEEiT, l’outil qui corrobore

« Nous avons constaté un lien de cause à effet significatif indiquant qu’une poussée d’audimat sur un programme TV peut sensiblement accroître le volume de tweets. Mais il est aussi intéressant de constater que l’inverse est également vrai, commente dans un communiqué publié sur le site de Nielsen son directeur de recherches Paul Donato. Cette approche rigoureuse d’une analyse statistique fournit à nos clients et aux médias une meilleure compréhension de l’interaction entre Twitter et l’audience TV. »

Pour pointer sa loupe analytique encore plus près du phénomène, l’étude s’est carrément attardée sur les impacts réciproques par style de programme. Nous apprenons donc que l’influence de la conversation dans le nid de l’oiseau bleu diffère en fonction du genre. Le champion de l’impact par tweet est la télé réalité (44%), devant la comédie (37%), le sport (28%) et le drame (18%). « Les groupes de médias et les annonceurs ont déjà investi dans la capacité d’audience des médias sociaux, qui leur permettent un engagement plus direct avec les consommateurs. Quantifier la relation entre la télévision et l’activité sociale est pour eux primordial », assure Paul Donato. C’est dans cet esprit que Comcast a lancé SEEiT il y a quelques mois. Cette plate-forme en cloud relie directement le buzz social àu programme TV qui le génère. Les premières données confirment les constats de Nielsen : plus de 50% des gens qui interagissent avec SEEiT via Twitter regardent ou enregistrent une émission dans la foulée.

Benjamin Adler / @BenjaminAdlerLA

84% of US ad execs use programmatic to purchase display ads, while six in 10 used the technology to buy mobile ads.

It’s no secret programmatic buying is quickly expanding throughout the digital ad ecosystem—and beyond. A June 2014 survey by AOL Platforms found that 84% of US ad execs surveyed used programmatic to purchase display ads, while six in 10 used the technology to buy mobile ads. Programmatic video was nearly as popular.

And spend is going up across many channels. Respondents indicated they planned to increase programmatic spending on display, video and mobile ads the most in the next six months. And while 8% of respondents said they were buying TV ads programmatically already, 12% said they intended to up spending in this area in the coming months.

Publishers, as well as brand advertisers and agencies, reported a number of significant benefits of programmatic technology. Tops on the brand/agency side was economic efficiency, cited by more than three-quarters of respondents, while two in three found the targeting beneficial. Organizational efficiency came in third at 57%. On the publisher side, the top three were the same, but more tightly grouped and with targeting slightly ahead.

There are challenges too—and big ones. Transparency was a problem for 72% of brand executives and nearly as many agency executives, while most publishers did not see it as an issue. All three segments surveyed agreed inventory quality was a challenge.

Allie Kline, CMO of AOL Platforms, pointed up the overall speed with which programmatic technology has been adopted by publishers and advertisers alike across a number of platforms, as well as its transformational potential in the digital ecosystem.

But more will be required from parties on both sides of the equation to take programmatic to the next level. “It’s about making sure there’s a relationship beyond just dumping inventory onto a platform,” she told eMarketer—key to making brand and agency concerns about transparency less problematic.

She also noted that programmatic should be looked at as a technology that could “match the right brand with the right publisher,” not just a tool for getting the best possible bids on inventory

- See more at: http://www.emarketer.com/Article/Programmatic-Moves-Further-Toward-Premium-Future/1011129/2#sthash.QlLcgLda.dpuf

Social Networking Accounts for (at Least) 28% of all Media Time Spent Online [STUDY] – AllTwitter

Social Networking Accounts for (at Least) 28% of all Media Time Spent Online [STUDY] – AllTwitter.

Social Networking Accounts for (at Least) 28% of all Media Time Spent Online [STUDY]

Internet users now spend a daily average of 6.09 hours on online media, and more than one full quarter of all that time that is used by social networking on platforms such as Facebook, Twitter, Snapchat and Instagram, reveals a new study.

GlobalWebIndex surveyed internet users aged 16-64 and found that 28 percent of all time spent online is consumed by social media, which equates to about 1.69 hours each and every day.

Now, here’s where the study gets interesting, and somewhat confusing – the second most popular online activity in the poll is micro-blogging, which takes up 13 percent of our time.

Micro-blogging? That’s Twitter, right? Which means for the purposes of this study, then (a) Twitterisn’t a social network, but (b) it’s still massively important as a source of time suckage. Especially as reading/writing blogs only uses up 9 percent of our time (and blog posts can take ages to write… and read).

Check the visual below for more detail.

Social Networking Accounts for (at Least) 28% of all Media Time Spent Online [STUDY]

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