How Pokemon Go Started – Infographic

Visual history of Pokemon Go creation – the timeline starts with John Hanke seeing the opportunity in interactive gaming back in 1996

Source: How Pokemon Go Started – Infographic

Since Pokemon Go launched on July 6th, 2016, it has grown faster than Tinder and Twitter. People spend twice more money on it than the gaming industry average and twice more users stay with the game than average.

People engage with Pokemons more than with Facebook. That makes it an anomaly, and, possibly, the next big thing. And this growth is only based on 8 countries where the app launched so far. How can anything grow this fast? The concept of Pokemon is not new. Neither is geolocation-based games, nor augmented reality. Reading the The Ultimate History of Video Games, you can start seeing why Pokemon Go works. The person behind the game, John Hanke who is now 49 years old, is himself surprised at how popular the game is. But not too surprised. He spent the last 20 years developing location-based interactive games. When in1996 he applied to a Berkeley MBA, in his application essay he outlined the opportunity in interactive gaming. How did he see this coming back then?

Infographic timeline of Pokemon Go history

Infographic timeline of Pokemon Go history by Anna Vital

It’s not entirely clear what Hanke did before 1996. We know that he graduated from Cross Plains High School in 1985. Then he received a bachelor’s degree from the University of Texas, Austin in 1989. He then spent some time in Myanmar (former Burma) and Washington D.C. working for the Department of State.Hanke started working on games seriously during his MBA. During the post dot-com bust years, Hanke co-founded Keyhole, a company creating geospatial visualization software. When Google acquired it, he stayed on to lead Google Earth, Google Maps, and Google StreetView development. He was also partially responsible for bringing Google Maps to the iPhone.

While many founders’ dreams run aground when their companies get acquired, Hanke not only founded a company inside Google in 2010, he was able to separate it from Google, and get Google to invest in it. How this happened is not clear. Why would Google want this to happen? Regardless, Google is one of the 3 investors in the company to this day.

The name “Niantic” comes from a Gold Rush era ship that ran aground and now lies underneath downtown San Francisco. Back when San Francisco was still called Yerba Buena, Niantic ferried tea and silk from China. But it’s fate soon changed – it was converted to a sperm whaler. It’s last voyage ironically was one of the first to bring gold seekers to San Francisco. Upon arrival, the ship was intentionally run aground and converted to a hotel. The ship is still underground in San Francisco’s financial district.

Niantic_storeship_San_Francisco
The story evokes parallels to the philosophy behind Pokemon Go – discovering the hidden treasures of one’s neighborhood, seeing something new in places you thought were completely familiar, going outside to explore.

“Question the status quo,” John Hanke advises in his alma mater promo video, “”it’s probably not how things are always gonna be.” Interestingly, the answers for Hanke seem to be the obvious things most have ignored for years – virtually reality is not a new technology, neither is geolocation. The game encourages us to explore our same old neighborhood. Perhaps even meeting the same old people we would have met otherwise. It seems we’d prefer to meet them standing next to Pokemons rather than on Tinder. The pokemons themselves have been around for 20 years. So why something so non-revolutionary could become so popular? Paul Graham, the founder of Y Combinator answered this question in his essay “Schlep Blindness”.

Interview de Yannick Bolloré (Havas) dans l’opinion du 21/7/2016 : « A mes yeux la question la plus importante est : recommanderiez-vous votre entreprise à un de vos amis ? Nous avons amélioré notre score de 35 % en deux ans et nous comptons encore progresser. »

Source: Yannick Bolloré (Havas): «Notre défi est de conserver notre avance sur nos concurrents. Pour l’instant c’est le cas » | L’Opinion

Les Faits ? Poursuivant sur sa lancée, le numéro six mondial de la publicité a enregistré une croissance de 5,2 % (3 % en organique) de son chiffre d’affaires au premier semestre, à 1,09 milliard d’euros. Sa marge opérationnelle a atteint 13,5 %, en hausse de 20 points de base sur un an. Son PDG, Yannick Bolloré, commente ses défis et ses futurs développements.

M2.2

Au vu des comptes du premier semestre, Havas est-il bien engagé pour une nouvelle année de forte croissance ?

En 2014, Havas a été le groupe qui a enregistré la plus forte croissance au niveau mondial. En 2015, nous sommes restés parmi les tout premiers. 2016 commence très bien, avec une progression organique de nos revenus de 3 % sur le semestre. Tous nos marchés ont été positifs, y compris les Etats-Unis où nous avons déjà crû de 20 % ces deux dernières années. L’Europe dans son ensemble est restée dynamique, ce qui nous satisfait beaucoup. L’économie y est globalement molle mais notre secteur bénéficie de la progression du digital qui a été complètement intégré dans les groupes de communication. Et Havas progresse plus vite que les autres car nous avons gagné des parts de marché récemment, grâce à une meilleure activité commerciale.

Dans le digital, Havas semble plus prudent que Publicis qui se targue d’y réaliser déjà 50 % de son activité. Quelle est votre stratégie ?

Le digital c’est 100 % des préoccupations d’Havas à travers le monde. On ne peut pas concevoir aujourd’hui une campagne de communication ou un produit sans penser à sa déclinaison digitale. Depuis huit ans, nous l’avons intégré au cœur de toutes nos activités et nous avons recruté de grands talents. Nous sommes une société très jeune et dynamique, la moitié des 20 000 salariés d’Havas n’était pas là il y a deux ans, la moyenne d’âge est d’à peine 30 ans. L’entreprise, ses collaborateurs – y compris moi-même – sont digital natives. Par ailleurs, sur nos 13 acquisitions de l’an dernier, une bonne moitié s’est créée dans l’univers digital, c’est notamment le cas de FullSix, leader indépendant de la communication digitale en Europe.

Les résultats de FullSix sont-ils conformes à vos attentes ?

Nous avons réalisé un profond travail d’intégration que je pilote directement car il est important que chacune des entités puisse bénéficier de l’expertise de Fullsix. Nous voulons développer à l’international ce que cette agence numérique faisait en Europe et aux Etats-Unis, notamment sa plate-forme technologique Ekino. Ces derniers mois, nous avons aussi intégré CSA, acheté au groupe Bolloré. Nous avons totalement repositionné cette entreprise, connue pour ses sondages, en une société centrée sur les études de marché, Consumer science & analytics, riche de « data scientists ». Nous sommes très confiants sur le développement de son savoir-faire hors de France.

« Nous sommes en train de boucler l’acquisition de la société de communication leader en Indochine. En Chine, nous finalisons un plan de développement qui devrait se traduire par des choses concrètes dans les douze prochains mois, acquisitions ou partenariats. »

L’Asie pèse encore peu dans les revenus du groupe…

Nous avons 2500 collaborateurs en Asie, c’est déjà significatif. Nous sommes en train de boucler l’acquisition de Riverorchid, la société de communication leader en Indochine (Cambodge, Vietnam, Thaïlande, Myanmar, Laos). Son intégration financière dans nos chiffres devrait avoir lieu au deuxième semestre. En Chine, nous finalisons un plan de développement qui devrait se traduire par des choses concrètes dans les douze prochains mois, qu’il s’agisse d’acquisitions ou de partenariats.Le secteur de la communication enregistre une croissance à deux chiffres, il reste des opportunités.

Quand vous avez pris la tête du groupe, il y a trois ans, vous vouliez en faire le plus intégré et le plus avancé de l’industrie. Où en êtes-vous ?

On était les seuls à promouvoir l’intégration à l’époque. Maintenant nos concurrents ont la même stratégie. Etre intégré et plus global permet d’être plus efficace pour répondre aux problématiques des clients en faisant collaborer plus étroitement de plus en plus d’équipes. Nous avons totalement atteint les objectifs de notre plan « Together » de façon plus simple et plus rapide que prévu. Le défi, aujourd’hui, c’est de conserver notre avance de dix-huit mois à deux ans sur nos concurrents dans la proposition de services. Pour l’instant c’est le cas.

Vous deviez installer votre futur QG européen à Londres. Le Brexit a-t-il changé la donne ?

Cette décision avait été prise il y a deux ans car nous considérions Londres comme la capitale européenne de la communication. Nous avons été surpris par le résultat du référendum. Mais l’inauguration est toujours prévue pour février 2017. En tout état de cause, l’Angleterre restera un pays très important pour la communication. Le groupe est présent au Royaume-Uni depuis la création d’Havas, nous allons continuer à investir là-bas et à soutenir nos équipes. Londres accueillera comme prévu notre prochain séminaire monde qui réunit les 300 principaux cadres d’Havas.

Depuis quelques années, vous décrochez un nouveau grand client global par trimestre. Début 2016, ce fut TIM Brésil, la filiale mobile de Telecom Italia. Y a-t-il eu un effet Bolloré ?

Il est difficile d’apprécier l’impact que la dimension actionnariale d’Havas a pu avoir. C’est surtout parce que nous gérons le budget TIM en Italie depuis des années. Ce sont les équipes italiennes qui ont beaucoup soutenu les équipes brésiliennes. C’est l’effet de l’intégration « Together ». Et, vous avez raison, ce trimestre, nous avons décroché le budget monde Swarowski, un grand nom de la joaillerie.

Depuis dix-huit mois, le groupe Bolloré est à la fois l’actionnaire majoritaire d’Havas et l’actionnaire de référence de Vivendi, deux groupes de communication et de médias. Y a-t-il une logique à les rapprocher ?

Il n’y a pas de discussions formelles entre les deux groupes. D’un point de vue industriel, ils ont deux points communs : d’abord, ils ont un actionnaire commun, le groupe Bolloré. Ensuite, ils évoluent dans des secteurs peu éloignés puisque la convergence des contenus, des contenants et de la data fait que les problématiques auxquelles sont confrontées les équipes de Vivendi et celles d’Havas sont les mêmes. Mais chaque groupe est géré en stand alone dans l’intérêt de ses actionnaires, de ses collaborateurs et de ses clients.

Vous-même, vous venez d’être coopté au conseil de Vivendi …

Le départ d’un membre du conseil, nommé à la tête de Generali en mai, a laissé un siège vacant. Le conseil de surveillance de Vivendi m’a proposé de le rejoindre en ma qualité de CEO d’un grand groupe de communication, Havas, et de représentant de l’actionnaire de référence. Mais je ne siégerai pour la première fois que dans un mois, lors de la prochaine réunion.

Succéder à Vincent Bolloré dans six ans ? « Ce sera même plus ! Pas avant 2030 ou 2040… Je ne crois pas une seconde au décompte jusqu’à 2022 qui s’affiche sur son téléphone. Plus l’échéance se rapproche, moins il le consulte. Je ne lui souhaite d’ailleurs pas d’arrêter, il est tellement heureux dans ce qu’il fait. »

Vous avez participé à la création de Direct 8 et Direct 17, qui font aujourd’hui partie de Canal+. Ce groupe est en difficulté, comment imaginez-vous qu’il puisse se réinventer ?

L’industrie de la télévision en général est confrontée à des difficultés. Grâce aux télés connectées et à de nouveaux types d’appareils, les gens regardent et consomment les contenus audiovisuels de manière différente. Il y a encore cinq ou six ans, on regardait les chaînes de manière linéaire. Désormais l’accès à la télévision délinéarisée est devenu une réalité, on le voit dans les courbes d’adoption de cet usage. Cela crée des problématiques de revenus car la monétisation des audiences sur le Web est plus difficile que sur le support principal. Le groupe Canal+ est lui confronté à un problème sur la partie payante. Des concurrents très riches et les opérateurs télécoms sont arrivés sur ce marché. Les géants du Web comme Google et Twitter investissent aussi dans les contenus. Même Snapchat s’y est mis en achetant des droits de retransmission sportifs. Les services de vidéo à la demande par abonnement – Amazon Prime et Netflix sont les plus connus – rencontrent un grand succès. Et en parallèle, le public veut payer moins pour la même chose. C’est une tendance mondiale. Ce qui est sûr, c’est que les équipes de Canal+ essaient de répondre à ces défis en apportant des changements importants et modernes. Notamment en donnant plus aux abonnés, ce qui de mon point de vue est intéressant.

Votre père, Vincent Bolloré, a dit que vous lui succéderiez en 2022 à la tête de Vivendi. Ce n’est pas long, six ans à attendre ?

Ce sera même plus ! Pas avant 2030 ou 2040… Je ne crois pas une seconde au décompte jusqu’à 2022 qui s’affiche sur son téléphone. D’ailleurs plus l’échéance se rapproche, moins il le consulte. Je ne lui souhaite d’ailleurs pas d’arrêter, il est tellement heureux dans ce qu’il fait.

C’est aussi une manière de vous introniser comme le futur patron de tout ce qui est communication au sens très large dans le groupe Bolloré…

Moi je ne suis que président-directeur général d’Havas et c’est déjà une mission très importante. La société se porte bien, nous verrons en 2030 ou 2040…

Vous ne pourriez pas entre-temps vous retrouver à la tête de Canal+ ?

J’en serais le premier surpris.

C’est important qu’un groupe comme Havas reste coté en Bourse ?

Oui, très. Cela nous permet d’avoir accès à des plans de développement et à des ressources. C’est aussi une manière de nous mesurer à nos compétiteurs. La publication des résultats est notamment un thermomètre intéressant.

Utilisez-vous beaucoup les stock-options et les actions gratuites avec vos collaborateurs ?

Nous essayons d’avoir différents niveaux de rémunérations. Havas n’est constitué que de talents, nous n’avons aucun actif matériel, nous devons donc utiliser tous les mécanismes à notre disposition pour nous permettre de les retenir. Nous recrutons environ 5000 personnes par an, ce qui représente un turnover de 25 %.

Est-ce un niveau normal dans cette industrie ?

Il est toujours élevé chez les jeunes et dans le numérique, et nous avons des concurrents très très riches. Pour tout ce qui concerne les développeurs ou les codeurs, nous sommes face à Google ou Facebook ! Il faut donc travailler sur tous les niveaux de rétention.

C’est votre plus gros défi ?

Oui, absolument. Nous réalisons chaque année une enquête sur le taux d’engagement de nos employés. A mes yeux la question la plus importante est : recommanderiez-vous votre entreprise à un de vos amis ? Nous avons amélioré notre score de 35 % en deux ans et nous comptons encore progresser.

Le fait d’être un groupe familial joue-t-il en votre faveur ?

Bien sûr. Nous ne sommes pas « opéables » et nous menons une stratégie sur la durée. Le groupe est incarné par un patron propriétaire, c’est très agréable. Enfin, grâce à mon âge, nous pouvons avoir une perspective de long terme.

Carlos Ghosn: Nous sommes désormais en compétition dans la course aux talents, avec des entreprises non automobiles : Apple, Uber, Google et les start-up venues de Sunnyvale en Californie ou de Bangalore en Inde

Source: Carlos Ghosn évoque la bataille de la matière grise

Dans un récent post sur Linkedin, Carlos Ghosn annonce la création d’une unité “Véhicule connecté et Services de Mobilité” au sein de l’Alliance et évoque l’enjeu névralgique de la chasse aux meilleurs talents, notamment face aux GAFA.
Carlos Ghosn évoque la bataille de la matière grise

Dans un post mis en ligne sur Linkedin, Carlos Ghosn annonce donc la création d’une équipe “Véhicule connecté et Services de Mobilité” au sein de l’Alliance Renault-Nissan. “L’Alliance Renault-Nissan lance le recrutement d’au moins 300 experts pour notre nouvelle unité consacrée au véhicule connecté et aux services de mobilité. Nous recherchons notamment des profils spécialisés en développement et ingénierie du cloud, analyse de données, Machine Learning et architecture des systèmes“, écrit-il, avant d’ajouter : “Cette équipe, appelée ‘Véhicule Connecté et Services de Mobilité’, est dirigée par Ogi Redzic, arrivé à Paris de Chicago où il occupait un poste chez HERE, le service de cartographie détenu précédemment par Nokia sous le nom de NAVTEQ. Il a rejoint l’Alliance en janvier dernier.”

Pour composer cette équipe, l’Alliance veut pouvoir compter sur les meilleurs talents et Carlos Ghosn souligne que cet enjeu devient de plus en plus névralgique, dans la mesure où la concurrence RH s’est encore aiguisée avec l’arrivée de nouveaux entrants dans l’écosystème automobile. “Nous sommes désormais en compétition, dans cette course aux talents, avec des entreprises non automobiles : Apple, Uber, Google et les start-up venues de Sunnyvale en Californie ou de Bangalore en Inde. Celles-ci investissent également dans la révolution technologique en cours“, souligne-t-il.

En filigrane de ces propos, se trouve naturellement l’enjeu de l’attrait des groupes… Et, par extension, de l’intérêt de “dépoussiérer” la vieille image d’industriel pour pouvoir rivaliser avec des nouveaux groupes faisant valoir une image high-tech, agile, voire “cool”. Carlos Ghosn ne s’y trompe pas et choisit ses mots : “Outre la création d’une start-up de 300 personnes au sein de Renault-Nissan, nous travaillons en étroite collaboration avec des fournisseurs intervenant dans le secteur automobile classique ou en dehors de celui-ci. Nous ne pourrons pas bâtir un avenir privilégiant les technologies zéro émission, zéro victime, sans conclure des partenariats.” Start-up, ouverture, open innovation… la partition est maîtrisée. Avec une touche finale sur les opportunités “worldwide” d’un groupe de l’envergure de l’Alliance : “Nous offrons un vaste choix de carrières et d’évolutions professionnelles avec des possibilités de travailler à Paris, à Yokohama, ou dans nos pôles de recherche et de développement dans la Silicon Valley ou à Chennai en Inde“.

Connect the world and help more of the 4 billion people who are not online access through Aquila (Facebook) – Technology explained by Mark himself

Source: Facebook

“On June 28th, we completed the first successful flight of Aquila — our solar-powered plane that will beam internet to remote parts of the world and eventually break the record for longest unmanned aircraft flight.
The flight took place before dawn in Yuma, Arizona. Our original mission was to fly Aquila for 30 minutes, but things went so well that we decided to keep the plane up for 96 minutes. We gathered lots of data about our models and the aircraft structure — and after two years of development, it was emotional to see Aquila actually get off the ground.
But as big as this milestone is, we still have a lot of work to do. Eventually, our goal is to have a fleet of Aquilas flying together at 60,000 feet, communicating with each other with lasers and staying aloft for months at a time — something that’s never been done before.
To get there, we need to solve some difficult engineering challenges. Here are a few that we’re working on.
Weight — Aquila has a wingspan wider than a Boeing 737, but has to weigh as little as possible to stay up for as long as possible. That’s why the body of the plane is made of a carbon fiber composite so the whole thing weighs less than 1,000 pounds — or about the same as a grand piano. We need to continue to make it lighter.
Power — The amount of energy Aquila collects from the sun during the day has to be enough to keep its propellers, communications payload, avionics, heaters and light systems running when it’s dark. That means using about 5,000W of power at cruising altitude, or about as much as three hairdryers. We’re always looking for ways to trim this down and make our systems more efficient.
Control — Aquila is mostly self-sufficient, but it still relies on a ground crew of about a dozen engineers, pilots and technicians who direct, maintain and monitor the aircraft. They control the aircraft through software which allows them to determine heading, altitude and airspeed — or send Aquila on a GPS-based route. Takeoff and landing are automatic, since no human pilot can land in a precise location as well as software can.
Speed — When you see Aquila fly, one of the most surprising things is how slow it goes. That’s on purpose. In order to use the least amount of energy, Aquila needs to go as slow as possible. At higher altitudes, where the air is thinner, we’ll be able to go a bit faster — about 80 mph.
Altitude — In order to take off, fly and land, Aquila’s wings and propellers have to be able to operate both in high, cold altitudes and lower, warmer altitudes where the air can be 10 times denser. We’re working to figure out how much power that takes — and what impact it will have on solar panel performance, battery size, latitude range and seasonal performance.
Load — Almost half the mass of Aquila will come from high-energy batteries. That’s a lot of weight to put on large, flexible wings, which is why we have computer models to predict how Aquila’s shape deforms under load. A few more flights will help us better understand the actual in-flight dynamics.
Communications — Aquila will carry a communications payload that will use lasers to transfer data more than 10 times faster than existing systems. It will be able to aim its beams precisely enough to hit a dime more than 11 miles away while in motion.
Over the next year we’re going to keep testing Aquila — flying higher and longer, and adding more planes and payloads. It’s all part of our mission to connect the world and help more of the 4 billion people who are not online access all the opportunities of the internet.
As we make progress, we’ll continue sharing what we learn. To learn more, check out this note from our engineers: https://code.facebook.com/posts/268….”

Comment Prisma transforme les photos en œuvres d’art – Le Temps

L’application pour mobile Prisma, lancée par une start-up russe, transforme en un clic vos photos en œuvres d’art. Une idée déjà exploitée par le site internet DeepArt, développé en Suisse il y a neuf mois

Source: Comment Prisma transforme les photos en œuvres d’art – Le Temps

Les photos retouchées d’une application mobile envahissent les réseaux sociaux depuis bientôt deux mois. D’une pression du doigt, un selfie pris dans la rue prend les traits torturés et les tons orangés du «Cri» d’Edvard Munch. C’est le principe de Prisma, qui permet aux utilisateurs de métamorphoser leurs photos en imitant les techniques de peintres célèbres et de mouvements artistiques. Pour l’instant, l’application gratuite n’est disponible que sur iOS. Trente-cinq possibilités sont offertes à l’utilisateur, des couleurs primaires et du blanc de Mondrian à «La Vague» d’Hokusai, en passant par le pop art de Roy Lichtenstein. Le 14 juillet, la start-up russe Prisma Labs annonçait avoir dépassé le million d’utilisateurs. Et une version pour la vidéo serait en préparation.

Parmi ceux qui ont été conquis par l’application, le premier ministre russe Dmitri Medvedev qui a posté sur Instagram le cliché d’un hôtel moscovite crayonné par Prisma. Une popularité qui s’explique par le fonctionnement particulier de l’interface. Elle se différencie notamment des filtres photos habituels qui sont seulement apposés à des images. Prisma permet de redessiner la photographie suivant le modèle sélectionné par l’utilisateur. Pour obtenir ce résultat, les concepteurs ont eu recours à un réseau de neurones artificiels, constitué d’un ensemble d’algorithmes dont la création, au départ, s’inspirait schématique

Dans le journal Le Courrier de Russie, Pavel Tcherkachine, directeur exécutif de Vestor.in, un fonds d’investissement spécialisé dans les start-up, remarque que Prisma est «une véritable percée». Il estime qu’à la base l’app aurait coûté moins de 100 000 dollars ≈ Small rural house, 2011″>[≈ cost of Porsche 911] à ses créateurs. Si aucune information n’est donnée sur le système de financement de Prisma, Alexeï Moïsseenkov, l’un des concepteurs de l’app, affirme que les investisseurs ne manquent pas. Selon la télévision russe RBC, parmi eux se trouve l’ancien employeur de Moïsseenkov, la compagnie Internet russe Mail.ru Group qui serait prête à investir près de deux millions de dollars. Au total, toujours d’après la même source, Prisma pèserait «aux alentours de 10 millions de dollars».

Un site web développé en Suisse

Ce n’est pas la première fois que les réseaux de neurones artificiels sont utilisés de cette manière. Le site web DeepArt, développé en Suisse, a été lancé en novembre 2015, soit près de neuf mois avant Prisma. Le principe est d’ailleurs très proche, puisque l’utilisateur de DeepArt peut télécharger une photo personnelle sur le site et ensuite la transformer en tableau de maître suivant un style ou un artiste particulier. Lukasz Kidzinski, développeur du site DeepArt, explique que «l’algorithme va alors analyser l’image pour en extraire les éléments principaux, comme un visage ou un objet». Ensuite, le programme va peindre une image en comparant les éléments de départ avec le tableau choisi. Il est possible d’hésiter entre «La Nuit étoilée» de Van Gogh, les nuances dorées de Klimt ou encore les portraits de fruits et de légumes d’Arcimboldo. DeepArt compte actuellement plus d’un million de téléchargements de photos.

Dans les coulisses de DeepArt il y a aussi une équipe composée de cinq chercheurs. Derrière l’algorithme originel, celui qui a été réutilisé par Prisma, se trouvent les chercheurs de l’Université de Tübingen en Allemagne. Mais c’est en Suisse que le site web a été développé par Lukasz Kidzinski, alors chercheur au Laboratoire d’ergonomie éducative de l’EPFL. «La création du site et le développement des technologies utilisées n’ont pas coûté cher du tout, raconte Kidzinski. Très rapidement, le site est devenu viral et donc, profitable». Si obtenir des photos retouchées en ligne est gratuit, ce n’est qu’une vitrine. Le financement de Deep Art repose sur la vente de posters et d’impressions en haute qualité. Lukasz Kidzinski admet que le succès de Prisma a relancé l’intérêt des investisseurs pour DeepArt.

Une rivalité émulatrice

Pour Lukasz Kidzinki, la technologie utilisée par Prisma est clairement fondée sur celle de DeepArt. Mais là où l’application mobile ne propose qu’une trentaine de variantes, DeepArt en possède plus d’un millier. D’après l’ancien chercheur de l’EPFL, «Prisma a mis en avant la rapidité au détriment de la qualité, ce qui correspond bien au mobile». Malgré ces différences, l’application russe reste très inspirée par la plateforme développée en Suisse. «Il pourrait y avoir un problème de brevet», avance Lukasz Kidzinski, mais aucune démarche n’a été encore entreprise. «Prisma fait définitivement partie de la compétition. Nous travaillons sur le même marché, donc ils nous poussent aussi à bouger rapidement». Les deux équipes ne comptent pas en rester aux images fixes, puisqu’elles envisagent sérieusement l’utilisation de leurs technologies sur des vidéos. Prisma lancera une version Android dans le courant du mois.

ment de l’activité des neurones biologiques.

Big data: Les prévisions de la boule de cristal de Baidu, le « Google » chinoisALAIN RUELLO 

Hausse du chômage et baisse des ventes d’Apple : le tout nouveau indicateur national de mesure de l’état de l’économie et de la consommation du géant chinois de l’internet prédit désormais l’avenir à partir des requêtes de ses usagers.
Le chômage en Chine ? Il va augmenter. Les ventes d’Apple, elles, vont baisser au deuxième trimestre. La consommation ? Sur une pente fragile… Tous ceux que l’économie chinoise intéresse pouvaient jusqu’à présent se référer aux statistiques -officielles mais douteuses – du bureau national chargé de les produire, ou sur les indicateurs (plus fiables) des directeurs d’achat de grands groupes ou de PME du cabinet privé Markit. Leur point commun : regarder dans le rétroviseur. Ces mêmes observateurs peuvent désormais compter sur une autre source, et pas n’importe laquelle puisqu’il s’agit de Baidu. Avec une différence notable, puisque le « Google chinois » prédit aussi l’avenir !
Sur la base des requêtes de 700 millions d’usagers
Le géant chinois de l’Internet vient de donner vie à son index national de mesure de l’état de l’économie et de la consommation. Ses résultats ? Le Big Data dans toute sa splendeur puisqu’ils sont issus de l’analyse, forcément très complexe, des requêtes de ses 700 millions d’usagers moulinées avec leurs localisation par des algorithmes les « plus avancés du monde », n’a pas hésité à affirmer Wu Haishan, un scientifique maison cité par « Bloomberg ».
C’est ainsi qu’en scrutant les recherches de zones industrielles ou de parcs technologiques, Baidu estime que l’emploi va diminuer, mais n’est pas allé jusqu’à donner un taux précis. Pour mesurer l’évolution de la consommation, ce sont les requêtes concernant les zones commerciales (4.000 en l’occurrence) qui ont été épluchées, laissant entrevoir une baisse de 7% en juin. Tout cela peut être affiné par secteur économique, ville ou marque, mais ce sera facturé, au poids de données analysées.

Apple client ?

On peut prédire que Baidu aura au moins un client, Apple. Les algorithmes ont établi une corrélation intéressante entre nombre de recherches des magasins de Chine continentale de la firme à la pomme, et chiffre d’affaires (mesuré, lui sur la Chine continentale plus Taiwan et Hong-Kong). Quand les premières ont augmenté de 15,4% au dernier trimestre de 2015, les ventes ont progressé de 14%. Au premier trimestre de cette année, la corrélation est aussi nette, même si elle est dans le négatif : -24,5% à rapporter à -26%.

Tout cela pousse les prévisionnistes de Baidu à tabler sur une baisse d’environ 20% des revenus d’Apple sur le deuxième trimestre. Levée de rideau proche, puisque le constructeur californien publie ses résultats semestriels le 26 juillet !

En savoir plus sur http://www.lesechos.fr/monde/chine/0211146259580-les-previsions-de-la-boule-de-cristal-de-baidu-le-google-chinois-2016002.php?XYSq9B4vKc6OUUoj.99#xtor=EPR-12-%5Btech_medias%5D-20160721-%5BProv_%5D-2159277%402

Refugee crisis in a digital age – BBC Media Action (Transforming lives through media)

Transforming lives through media

BBC Media Action is the BBC’s international development charity. We use the power of media and communication to help reduce poverty and support people in understanding their rights. Our aim is to inform, connect and empower people around the world.

We work in partnership with broadcasters, governments, non-governmental organisations and donors to share reliable, timely and useful information. Our projects reach over 200 million people ≈ population of Pakistan, nation

“>[≈ population of Brazil, nation] in 28 countries and are made up of debate shows, dramas, radio and TV programmes, public service announcements, mobile phone services and face-to-face communication.

We also provide mentoring and training for journalists and development professionals. An extensive research and evaluation process underpins all that we do; it strengthens our work, helps us to evaluate impact and reach and increasingly contributes to the exchange of ideas in the policy sphere. Our overarching goal is to help people make sense of events, engage in dialogue and take action to improve their lives.

ROI, croisement des données, volatilité des clients : Carrefour monétise ses Datas | La Revue du Digital

Source: ROI, croisement des données, volatilité des clients : Carrefour monétise ses Datas | La Revue du Digital

Carrefour monétise les audiences de ses grandes surfaces et de ses sites Web. Le leader européen de la distribution mise sur le lien entre le digital et son CRM qui regroupe 13,7 millions de porteurs de cartes de fidélité. Un nouveau métier qui fait lentement sa place chez le distributeur en s’appuyant sur la technologie. 

Avec un chiffre d’affaires supérieur à 40 milliards d’euros en France, Carrefour est un géant de la distribution classique et si l’enseigne est déjà très présente dans le numérique, elle réalise l’essentiel de son chiffre d’affaires dans ses points de vente physiques.

Jouer la carte de la Data

Néanmoins, le distributeur entend désormais jouer la carte de la “data” notamment pour séduire les marques annonceurs et s’imposer sur le marché publicitaire au même titre que les Google ou Facebook et ajouter un “C” à GAFA.

Michel Bellanger - Carrefour - BF3Cette ambition peut paraître démesurée mais Carrefour a quelques arguments à mettre dans la balance face aux grands annonceurs du marché français, dont un atout de poids, sa “Data”. “Nous avons aujourd’hui 13,7 millions de porteurs de carte de fidélité et plus de 2 ans d’historique, des data précises à l’EAN (code barre) près” déclare Michel Bellanger, directeur marketing de Carrefour Médias (ci-contre)

Il a pris la parole à l’occasion de l’assemblée générale de l’EBG, le 21 Juin. Il poursuit : “notre enjeu est de répondre aux attentes des annonceurs. Le point de vente aujourd’hui, ce n’est pas qu’un magasin ou un site e-commerce, c’est une audience que nous devons être capables de cibler.

Un vaste projet d’onboarding du CRM 

90% du business de Carrefour se fait aujourd’hui en physique or dans le même temps nos clients sont de plus en plus digitaux” poursuit le responsable marketing. Pour réconcilier ces deux mondes, Carrefour a fait le choix d’Acxiom afin “d’onboarder” son CRM sur leur plateforme LiveRamp.

Le lien entre les consommateurs identifiés par leur carte de fidélité et leur navigation sur internet est un travail en cours. Cette opération pourrait atteindre 60% à terme des porteurs de carte de fidélité, considère Michel Bellanger.

Le 100% n’étant pas atteignable, sachant que, statistiquement, 20% des clients Carrefour ne disposent pas d’un accès Internet, et que 20% supplémentaires ne souhaitent pas être sollicités par des messages commerciaux via les canaux digitaux.

Relier une bannière au panier en sortie de caisse

Cet onboarding permet de nouveaux types d’opérations promotionnelles. “C’est ce qui nous permet de proposer aujourd’hui à nos annonceurs des opérations digitales à l’extérieur du magasin.” En “onboardant” la base CRM Carrefour, Michel Bellanger cherche à créer le lien entre une bannière poussée sur un site Web de l’enseigne (ou sur un site quelconque via retargeting), à un client physique, à un panier, un achat.

Cela nous permet de proposer à nos annonceurs des opérations véritablement mesurables que cela soit dans le cadre de simples opérations média ou des opérations promotionnelles via notre CRM.

Objectif : mesurer l’impact réel d’une campagne bien après son achèvement

Pour le directeur marketing de la régie médias de Carrefour, ce lien est capital entre les métriques issues du digital, les données CRM et les données de sortie de caisses. “Il faut être capable de mesurer les KPI standards d’efficacité des campagnes digitales, comme le nombre de personnes exposées, le nombre de clics, le nombre d’impressions, mais il faut aussi comprendre quel est l’impact sur le chiffre d’affaires en magasin.”

Ce qui a été mesuré. Résultat, “en 2015 nous avons mené près de 40 campagnes pour nos clients FMCG (biens de grande consommation) et les ROI vont de 0,5 à 11,” annonce-t-il.

En pratique, une opération de communication peut fort bien avoir été un succès sur le plan digital, mais un échec en termes d’accroissement des ventes. A l’inverse, les effets d’une campagne digitale peuvent être prolongés bien au-delà de la durée de la campagne elle-même, souligne Michel Bellanger.

700 000 € de gagnés pour une mise de 70 000 €

Autre cas évoqué par Michel Bellanger, une campagne réalisée en décembre dernier pour promouvoir les produits traiteur Carrefour. “Nous avons fait quelque chose d’absolument extraordinaire : entre exposés et non-exposés, nous sommes parvenus à augmenter le panier moyen qui est passé de 90 € à 91 €. Or 1 € de chiffre d’affaires incrémental sur 700 000 personnes, cela représente un incrément de 700 000 euros, pour un investissement média de 70 000 euros. Le calcul de ROI d’une telle campagne est évident.”

Si le responsable marketing de Carrefour Medias avance des chiffres aussi précis, c’est aussi qu’il souhaite faire évoluer la vision des annonceurs qui restent encore très axée sur les KPI classiques du marketing digital.

Il faut proposer des outils plus puissants et plus performants afin d’apporter aux annonceurs de la valeur ajoutée sur la compréhension de la construction du business. Le Big Data nous apporte une très grande granularité au niveau de la donnée. Il permet cette capacité à suivre l’individu sur la durée et donc finalement à réconcilier la donnée CRM individuelle et la donnée business pour le compte des marques.”

25% des parts de marché des grands annonceurs

Il ajoute : “ensuite, il faut réfléchir à la meilleure façon de les adresser. La régie offre aux annonceurs la possibilité d’adresser un client de plusieurs manières différentes en fonction de l’objectif : email, mailing postal, coupon caisse, et aujourd’hui un canal supplémentaire, le display ciblé.”

Carrefour propose ses audiences. “Aujourd’hui nous sommes capables de mettre à disposition des annonceurs un CRM déjà opérationnel dans l’écosystème Carrefour qui représente 25% de parts de marché des gros annonceurs en France.

50% de ventes en plus grâce au lien avec le digital

Les effets d’une campagne digitale peuvent être prolongés bien au-delà de la durée de la campagne elle-même, comme l’illustre l’exemple délivré par Michel Bellanger, directeur marketing de Carrefour Médias.

Nous avons mené une campagne pour un alcool blanc bien connu [NDLR : du rhum] qui entre dans la composition des Mojito. Nous avons ciblé nos clients à qui nous avons envoyé des recettes de cocktails Mojito et de Cuba Libre,”explique-t-il.

Les campagnes ont connu de bonnes performances. “Elles ont eu plusieurs millions d’impressions et des taux de clic très satisfaisants par rapport aux bench du marché,” dit-il. Ce sont des KPI très classiques en marketing digital. Et Carrefour a pu ensuite suivre l’impact réel de la campagne aux passages en caisses en ciblant ses clients “physiques” porteurs de sa carte de fidélité.

L’incrément de chiffre d’affaires a atteint 15 points pendant les 8 semaines de campagne. Et puisque nous suivions les achats de nos clients via leur carte de fidélité, nous avons pu établir la performance de la campagne à moyen et long terme sur les ventes,” pointe-t-il.

La performance de la campagne a pu être mesurée selon que les clients aient été exposés ou non à la publicité.“Nous avons donc observé l’impact de la campagne dans les 8 semaines qui ont suivi et l’incrément de chiffre d’affaires entre nos clients exposés et non exposés a atteint 50% !” se réjouit-il.

L’onboarding permet d’affiner le calcul du ROI des campagnes. Ce lien entre les mesures digitales et les données de ventes a permis de démontrer que les gens qui ont reçu ces recettes se sont mis à consommer régulièrement des Mojito et des Cuba Libre et sont effectivement allés racheter une bouteille dans les semaines qui ont suivi la campagne. Cette nouvelle approche doit permettre d’avoir une vision à moyen et long terme d’une campagne digitale.

50% de la base client d’une marque renouvelée chaque année !

L’analyse des données de caisses a permis à Carrefour de faire apparaître l’extrême volatilité des clients. “Venant d’une agence média, j’ai découvert en arrivant chez Carrefour qu’en un an, l’ensemble des marques FMCG perdent et recrutent en moyenne 50% de leur base client,” affirme Michel Bellanger, directeur marketing de Carrefour Médias.

Les clients ne disparaissent pas en revanche de chez Carrefour. “Leurs clients restent chez Carrefour, mais ils changent de marque fréquemment même si les parts de marché de chacun ne bougent pas. Les panels ne reflètent pas les mouvements énormes qui se dissimulent derrière leurs chiffres agrégés,” constate le responsable.

Face à ces phénomènes, Carrefour mise désormais sur ce que l’on nomme le “People Based Marketing”, non plus la simple étude de KPI très générale et de métriques agrégées, mais une approche Big Data. Une vision client unique qui se base sur l’analyse de données très détaillées qui inclut tant l’ensemble des achats réalisés par un client sur plusieurs années, mais aussi les données issues des médias digitaux.

Cette vision client unique est désormais opérationnelle. Celle-ci doit être agnostique et inclure les anciens clients, les clients abandonnistes, ceux qui sont en perte de vitesse, les clients à réactiver et bien sûr les nouveaux clients,” décrit-il.

 

Le Safe Haven : mettre en commun des Data sans les partager

Pour améliorer encore l’efficacité des campagnes que Carrefour Medias mène pour ses annonceurs, Michel Bellanger, directeur marketing de Carrefour Médias, espère désormais pousser ses annonceurs à ouvrir leurs propres CRM afin de croiser les données clients avec celles de Carrefour et de réaliser des campagnes mieux ciblées.

Comme bien évidemment aucun industriel ne voudrait laisser les distributeurs piller ses bases de données, Michel Bellanger mise sur une approche de type Safe Haven (DSSH / Data Science Safe Haven) telle qu’implémentée sur la plateforme LiveRamp d’Acxiom.

Cette capacité de Safe Haven nous permet de respecter la donnée de chacun. En tant que régie publicitaire, nous savons bien qu’il y a un vrai enjeu sur la propriété de la donnée. Carrefour a des données qu’il ne souhaite pas partager avec Groupe Seb, par exemple, et Seb ne souhaite pas partager toutes ses données avec Carrefour. Pour autant, nous devons être capables de croiser nos données afin de produire des opérations qui ont du sens” résume Michel Bellanger.

Pour le directeur marketing, cette fonction de Safe Haven qui permet de croiser les données dans le Cloud sans que chacun des partenaires n’ait directement accès aux données de l’autre, doit permettre à Carrefour Medias de nouer de nouveaux partenariats que ce soit avec des industriels ou les opérateurs télécoms avec des données de géo-localisation et affiner encore les campagnes marketing pour avoir un impact encore plus grand.

bcg.perspectives – Will Industry Stacks Be the New Blueprint for Banking? (Source: BCG)

The banking industry’s structure is moving to industry stacks, reflecting a shift from competition among vertically integrated companies to horizontal competition at each layer of the banking business.

Source: bcg.perspectives – Will Industry Stacks Be the New Blueprint for Banking?

Digital technologies are reshaping the banking industry at an unprecedented rate, generating waves of fresh opportunity and potential peril for traditional banks. Digital has increased customers’ expectations for greater efficiency, quality, and speed, and it has opened the door to new competitors and disruption. (See Global Retail Banking 2016: Banking on Digital Simplicity, BCG report, May 2016.)

In other industries, prominent companies, including Google and Apple, are emerging as serious competitors through digital innovation. And a rapidly growing number of smaller fintech digital platforms—such as alternative-payment provider Earthport and mobile bank Moven—are winning customers with new digitally enabled products and services.

The traditional value chains of banking incumbents show signs of fragmenting. New technologies, such as blockchain, are evolving as potentially fundamental elements of the emerging new industry structure that we call industry stacks.

The Shift from Value Chains to Industry Stacks

The emergence of industry stacks represents a shift away from vertically integrated companies competing head-to-head across the entire value chain and toward a horizontally layered industry architecture. (See “Borges’ Map: Navigating a World of Digital Disruption,” BCG article, April 2015.) The winning organizations in the industry stacks structure will be those that adapt their business models to compete and prevail in specific layers of a stack.

Remember when IBM mainframes did the heavy lifting of global corporate computing? The computer industry began shifting to a stacked business architecture in the early 1980s. The arrival of the PC and the rapid distribution of increasingly powerful and inexpensive personal software dissolved links in the industry’s vertical integration and introduced a new balance of power. Today, those mainframes and supercomputers have largely been superseded in business applications by cloud computing and storage, as well as by racks of networked modular PCs running open-source Linux.

Stacked business architectures result in incumbents either taking on new roles—witness IBM’s evolution to a largely services and advisory company—or exiting the business entirely as their industry consolidates. Will digital technology threaten leading roles in banking, as it has done in many other industries, including computing, telecommunications, media, retail sales, and travel? We believe the answer is yes. In fact, a fundamental change in the structure of the industry has already begun. That conclusion is evident in the shifting dynamics of banking and in the drivers of change, as well as the new structures, that can be seen in other industries that are further along the digital disruption path.

The Vanishing Advantages of Vertical Integration

Many industries, banking included, have been characterized by oligopolistic competition among large, vertically integrated companies. Until now, the market dominance of those companies has been secured by two advantages of size: low transaction costs and moderate economies of scale. Transaction costs are incurred when interfacing with other firms and dealing with information asymmetry. They can be reduced through vertical integration. Economies of scale have been typically moderate because the value chain includes a mix of fixed and variable costs as well as a blend of activities that are more or less sensitive to scale. The net effect has been to confer some benefit to market share and to drive industries toward oligopolistic, but not monopolistic, structures.

Changes in technology, however, are undermining these two advantages. By broadening access to information and advanced analytics, digital and information technologies are eliminating asymmetries in the use of large amounts of sophisticated data while slashing communications costs. Smaller companies and digitally empowered consumers now have access to market information that previously was monopolized by large companies. At the same time, certain infrastructure activities—such as cloud computing and the curation of the cloud’s immense databases—are revolutionizing economies of scale.

As the cost of market interaction plummets, the dismantling of vertically integrated value chains accelerates. And as value chains are reconfigured, the various elements can consolidate or fragment on the basis of their specific economies of scale. The result is a move toward the industry stacks structure. (See Exhibit 1.)

exhibit

The computer industry clearly illustrates the shift from value chains to stacks. During a 20-year period, it evolved from a vertically integrated market dominated by IBM to a horizontally layered one. Some layers stayed concentrated—Intel remains the leader in processing chips and central processing units, and Microsoft still prevails in operating-system software. Other stack layers, including application development and hardware manufacturing, continued to fragment.

The ramifications of such an evolution for the banking industry are significant. Until now, winning has required mastering the whole value chain from end to end, and doing so better than your competitors. An advantage in one part of the value chain could support selling the whole value chain of services, thus compensating for disadvantages elsewhere.

Fighting Battles in Each Layer of the Stack

In stack-based competition, players have to fight separate battles in each layer of the stack. Competitive advantage requires a company to be flexible enough to win in diverse and changing markets while collaborating with winners in layers in which it doesn’t dominate. Vertically integrated incumbents will now confront different competitors in each arena. They will need to excel at all layers of the stack or eventually be forced to limit their focus to the layers in which they already have a competitive advantage.

Banking already shows signs of moving toward a stacks architecture. (See Exhibit 2.) The bottom layer of the stacks model is infrastructure, which benefits from scale. It includes platforms that incorporate hosting infrastructure; platform enablers, such as core banking systems; and other processing and information services based on data, such as clearing.

exhibit

The second layer up comprises banking applications and services. These include basic accounts for money and securities as well as transaction, lending, and investment products.

Above that sits the customer interface layer—which includes not only traditional channels, such as branches, but also brokers, points of sale, and ecosystems—through which products and services become accessible to users.

At the very top are the communities of users, including consumers and businesses. Here, users are quickly becoming producers and information sources. For example, in financial services, investment platforms offer user-generated advice and information.

Incumbents Face Attack in Every Layer

In banking today, new industry entrants are attacking incumbents in every layer of a given stack. Players from other industries typically attack at the customer interface, offering select, high-margin products. These include giant global retail technology pioneers, such as Apple, Google, and Amazon; focused global players, such as PayPal; and telecom providers.

The degree of peril posed by these players depends on the services they offer. A new front end to traditional banking services could prove to be a major threat to banks if it allows the interloper to steal the customer’s loyalty or to substantially reduce business volumes, confining the bank’s role to commodity back-end processing. In the worst case, these outside competitors will aim to become full-service banks, though many shy away from doing so because they don’t want to be regulated.

What makes some of these companies particularly dangerous is that they approach banking with a different financial logic. Banks focus on earning money from their products and services, but players from other industries are more interested in building the value of their ecosystems and gaining access to rich data. To enhance that value, they are willing to disrupt business by giving products away for free, as Apple did with maps and navigation systems.

Fintechs, which have grown rapidly in number and in level of investor funding, similarly aim to take control of the customer relationship. They enter specific, attractive banking segments with focused products and services, aiming to disrupt banks through platforms, such as peer-to-peer lending and investment services. Some fintechs address customers’ new or unmet needs through innovative business models, such as the online money transfer service TransferWise. Others upstage the existing services of traditional banks with improved offerings, such as Mint, Intuit’s online personal-money-management service.

Fintechs that insert themselves into customer relationships or limit direct access to clients pose a particular challenge to banks, jeopardizing margins if not volumes. They threaten to disrupt banks’ ability to provide a full-service offering by going after the most attractive pockets of revenue and profitability, such as payments or investments. This leaves banks with lower-margin, unattractive products and underused platforms and networks.

Specialized service providers are active at lower layers of the stack, mainly in the infrastructure layer but also in the applications and services layer. Some companies—such as IBM, Experian, and SAP—offer IT services, data management, and risk management. Others, such as Wirecard, provide private-label platforms.

Most radical of all, perhaps, are the companies that use blockchain technology, which harnesses large federations of computers (that may or may not be owned by banks) to validate transactions through a shared protocol.

These institutions can exploit scale and innovation beyond what a single bank can achieve. Some take advantage of the increasing volume and availability of data, thus eroding banks’ information and analytics advantage in the products and services layer. These players do not pose a direct challenge to banks but rather see them as customers. Nevertheless, they threaten banks by facilitating disruption as they provide services to attackers and lower the barriers of entry for players that need only to master the top layer of the stack.

Incumbent banks will find it increasingly difficult to prevail. A strong position in accounts, for example, can no longer be relied upon to sell a bank’s own service solutions. Further, as new entrants continue to compete for the customer interface, banks will lose control of the channels that are driving volumes in the lower layers of the stack. Regulators, however, might protect the current industry structure and slow down the emergence of a stack structure if they focus on regulating services rather than certain players.

At the same time, the innovation driven by fintechs provides an opportunity for incumbents. Banks can innovate at an unprecedented speed if they embrace new market solutions, such as robo-advice.

These changes to the banking industry’s structure are in their early stages, and further shifts toward the stacks structure are likely. A greater proportion of banks’ revenues will therefore become vulnerable to attack by new entrants at various layers.

Four Viable Business Models Emerge

In BCG’s article “Borges’ Map,” Philip Evans and Patrick Forth argue that business architecture has itself become a strategic variable. Technology may be used to optimize and create competitive advantage within a business model. But real success stems from an organization’s ability to reinvent its business model or adapt to the opportunities provided by both technology and the ubiquitous availability of digitized information that can be generated, mined, analyzed, and used at low cost.

In this world, stacked business architecture will be the dominant structure, and four distinct, viable business models are emerging within it: traditional oligopolist, infrastructure organization, platform, and user community.

What will this mean for the future of the banking industry?

Traditional Oligopolist. Companies following this business model have a competitive advantage in environments where uncertainty is high but not incalculable and where economies of scale are significant but not overwhelming. Their advantage stems from continuous improvement in core products and processes as well as from investments in sustaining the advantages of scale. The successful traditional oligopolists will continue to control a large part of the value chain.

Current incumbent banks, whose number one priority is to keep their offerings relevant for customers, are naturally positioned for this space. When they lose access to the customer, these banks will have to become the new winners’ best partners at the customer interface to avoid losing platform scale. Partnering with future winners will also allow them to gain share on volumes. Margins will come under pressure as products are commoditized, and some products will even become unsustainable for the majority of integrated banks that fail to reach the scale required.

Overall, the model of traditional oligopolists will become less relevant.

Infrastructure Organization. This type of company will be found at the bottom of the stack, where scale matters most and uncertainty is lowest. Scale and efficiency are key here, and IT providers, utilities, and global product players, such as credit card companies, will continue to prevail. Several products currently manufactured by banks will migrate into this space, especially in the capital markets business; consider foreign exchange trading, for example. Infrastructure organizations will therefore both partner and compete with traditional oligopolists.

Platform. Organizations using this business model provide services to communities and allow them to scale as a result of the network effect of serving a large number of users. This creates a winner-take-all environment with monopolistic structures. The value of these platforms must be sustained by continuous innovation and reinvention. Unlike traditional monopolies, which are protected by barriers to entry created by the immense investments in infrastructure—such as cables, pipelines, or railroad tracks—that are needed to form a traditional network, these new networks are generated by users’ decisions. And as users’ views and needs evolve, the new fragile monopolies can lose scale as quickly as they gain it.

Some traditional banks, including BBVA and Citibank, are exploring the platform approach—for example by opening their applications programming to benefit from external innovation.  As the value of physical distribution networks erodes, more banks might want to explore options to create new digital platforms. With access to customer data, an understanding of customers’ needs, and the sheer scale of their customer base, banks have the assets that are essential for building a platform.

The bank as an app store in the center of an ecosystem might become a business model for the future.

User Community. Consumers, professionals, and small entrepreneurs will gather in communities at the top layer of the stack, consuming services and products offered by companies in the layers below. They flourish in environments that have high uncertainty and weak economies of scale. Members of these communities innovate to build solutions that are better than the ones provided by companies in the other layers. They build on platforms, and their costs of failure are low; the main investment is the creator’s time—and the upside is large when they hit it right. Innovative solutions can scale quickly and create global businesses within months.

This potential to scale quickly in the user community space is what attracts venture capital to fintechs and other startups. Though some banks are building disruptive business models independently—creating venture capital funds to fuel external innovation that they can internalize or using hackathons to create new digital solutions for their customers—this space is largely untapped by banks today.

The detailed structure of future banking is, of course, unclear. As the stacks architecture continues to evolve, however, banks will need to know which model to employ given their circumstances and then excel in its execution.

What Banks Must Do to Succeed

Some say that banks will be marginalized and become mere product providers. Others argue that banks should appeal to regulators for protection from the economics of disruption. Still others believe that determined banks will find paths to evolve and survive by leveraging their core assets, such as their customer base, relatively large investment budgets, and generally well-educated staff.

We believe that the organizations that embrace the opportunities of technology in the industry stacks structure will emerge the strongest. Banks that aim to be among the winners must take three actions:

  • Build an understanding of their market’s dynamics and, more important, identify current and future competitors in each layer of the stack.
  • Generate options for their future market position using the opportunities provided by technology for both digitizing the core and launching disruptive solutions.
  • Above all, develop the ability to adapt to an uncertain and shifting environment.

Ultimately, banks will need to face the brutal facts about where in the stack they have a sustainable competitive advantage and are able to compete profitably. It may be necessary to focus activities more narrowly in some layers while investing heavily to innovate and broaden scope in other areas.

Because the precise outcome cannot be predicted, becoming more adaptive is the key challenge. Banks operate in an environment in which aversion to risk is part of the culture on all levels and where decision making is complex and slow. Those institutions will now have to be able to manage both continuous incremental improvements in their core businesses, where they still mainly compete against one another, and innovations in adjacent and new business areas, where they will compete against new, agile competitors.

Banks must be able to operate with a more diversified mix of channels and to supplement captive channels with other solutions. Technology will play the main role rather than just support it, and data management will become a key source of competitive advantage.

This will require a fundamental change in the way banks operate, starting with a significantly tighter focus on customers. Banks will need to take the following steps:

  • Become less hierarchical and siloed and instead allow more distributed leadership and empowerment of teaming for customer-relevant solutions.
  • Establish clear processes for innovation with KPIs and set up governance structures that differ distinctively from those of the traditional mature businesses that banks are used to running.
  • Develop modular organizations, in which services from bottom layers are easily available to all services at the top.
  • Create a new people strategy to attract and cultivate digitally savvy entrepreneurial talent.
  • Foster a culture of excellence in everything they do; this is critical for banks aspiring to remain relevant in all layers of the stack.

Times of uncertainty are times of opportunity for entrepreneurs. Now is the moment for banks to rebuild entrepreneurship while retaining their abilities to manage efficiency and incremental improvement.

Yet disruption has not defined the future of banking. Organizations that understand and wield the digital opportunities to drive change, rather than be driven by its perils, hold the future in their hands. Taking a small number of decisive management actions now can lay the foundation for success.

Brands as Publishers: 15 Market Leaders That Get Content Right – Insights (source: Newscred)

Today, 20-30% of total marketing budgets are spent on content, giving marketers a real opportunity to engage their customers and drive growth through content marketing. The NewsCred whitepaper provides a deep dive into case studies from fifteen Fortune 500 companies that get content right.

Source: Brands as Publishers: 15 Market Leaders That Get Content Right – Insights

Chapter 1: Tell a Story That Matters Ad campaigns come and go. Stories endure. Attract attention and build audience with content marketing that contributes

Be Useful

By delivering content that is customized, filtered, and relevant, brands have the opportunity to build trust and loyalty with their audiences. Doing this, however, is easier said than done. To start, put yourself in your audience’s shoes. Ask yourself, What’s in it for them? Why should they care? What are they looking for? What kind of information can you provide (best practices, case studies, thought leadership, tips and tricks) that will make their lives easier and better?

Brand awareness and sales are achieved not through traditional advertising, but by developing brand-relevant programs that help users accomplish the task at hand.” – Aaron Shapiro, author of Users, Not Customers: Who Really Determines the Success of Your Business.

Mint.com

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Images: Mint Life Blog

Mint.com provides a way for consumers to track their finances – across savings and checking accounts; credit cards; investments; and home, college and vehicle loans—in a user-friendly web application. In addition to providing insight into spending patterns, Mint delivers bill reminders, alerts and suggestions for saving money. But what really sets Mint apart and helped them acquire 1.5M users?

Their blog. In the early days of the start up, Noah Kagan, co-founder of Mint, focused on building out a unique personal finance blog that spoke to a young professional crowd that he felt was being neglected. The MintLife Blog features updated information about everything from office organization to improving your home’s curb appeal from credit expert John Ulzheimer, consumer advocate Christopher Elliott, and personal finance commentator Beth Kobliner. Attracting 300,000 visitors a month, MintLife became a regular presence on Digg and Reddit, and garnered a social following of 200k on Facebook and another 200k on Twitter.

Using analytics, Mint took a deeper dive into their content. Tracking conversions, conducting A/B tests around messaging and analyzing successful posts, they learned how their audience was interacting with their content and what methods were most successful. insight into their customers’ behavior patterns— allowing them to continually refine their content strategy to make it even more targeted, more relevant and more useful.

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Talk About Product Not People

In spite of boundless technology, most people still turn to friends when navigating purchases. It’s simple: people buy from people. In fact, according to Mintel’s American Lifestyle 2015 report, 70% of U.S. consumers consult friends and family before purchasing. Brands that use relevant, quality content to champion their customers’ (and their company’s) culture stand out from the rest.

RedBull

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Images: Redbull

Red Bull, an energy-drink producer that logged revenue of $7.9 billion ≈ net worth of Rupert Murdoch, media mogul, 2011

≈ cost of 2011 Hurricane Irene
≈ Domestic box office gross, 2011

” data-evernote-id=”224″>[≈ net worth of Steve Jobs, founder of Apple, 2011] in 2016, doesn’t talk about their products across their award-winning website. Instead, the company’s strategy is centered on what they call “playground content.” Red Bull hires bloggers to attend events, record the pulse of the community, and write stories about life behind-the-scenes, complete with late – night gatherings at the ski lodge, underground music and fashion, and trips to Austin tattoo parlors. Rather than focusing on the beverage itself, Red Bull’s “playground content” tells the story of the people: from multimedia coverage of global BMX, skateboarding, and motocross competitions, to in-depth interviews with influential musicians like DJ Yoda, Erykah, Badu and the members of Phoenix.

Write Stories, Not Sales Pitches

With millions of websites, blogs, TV shows and apps competing for the attention of users, it’s critical that you write content that grabs people’s attention. The stories that endure—The Catcher in the Rye, The Lord of The Rings, To Kill A Mockingbird—create a universe within themselves through plot, vivid details, and compelling characters. But telling a great story doesn’t mean agonizing over a keyboard. Instead, strive to create content that is original, fresh and never afraid to go exploring.

Intel

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Image: iQ by Intel

In the tech world, it’s the glossy customer-facing companies—Apple, Google, or Instagram—that steal headlines. In this matrix, the stable and steady brands that power the world’s electronics often go overlooked.

Determined to buck this trend, Intel, the $54B ≈ US states’ debt, 2011

≈ Worldwide video game industry, 2011
≈ all real estate in Bronx, NYC, 2010
≈ net worth of Bill Gates, 2011

” data-evernote-id=”236″>[≈ net worth of Warren Buffett, 2011] semiconductor chipcompany, launched iQ by Intel in May. With the site, a publishing platform curated by the company’s researchers and engineers, Intel hopes to “connect with a younger audience and tell them the bigger story of who we are as a brand,” according to editor-in-chief Bryan Rhoads. “Many of them don’t know, so we need to tell them the story of Intel that is beyond PCs and beyond processors.”

The site, organized in a Flipboard-like magazine, features original content and aggregated news stories from sites like The Guardian, paidContent, and Mashable. What sets iQ by Intel apart is its approach to curation. Specifically, the site puts curatorial control in the hands of the company’s 100,100 employees. By passing on ownership, the site functions as a true expression of the company’s collective voice, proving once again that telling a great story doesn’t require a pen.

Chapter 2: Think of Content as Commerce

As the line between brands and publishers becomes increasingly blurred, so does the line between content and commerce. Fashion editors are taking positions at leading e-commerce sites and traditional publishers are now introducing flash sales, local deals, and e-shops. Consumers are also getting smarter about how they spend their time and money, expecting retailers to present them not just with a product to purchase but with an entire lifestyle to go along with it.

Break Down Barriers to Entry

With the proliferation of the Internet, the relationships between online retailer, digital publishers and consumers have drastically changed. Brands no longer need to invest solely in print advertising to make their voices heard. Instead, brands are finding creative ways to capture consumers with their own editorial content. For example, the advertising effectiveness company Flite partnered with MovieConnect to allow users to watch movie trailers and buy movie tickets within the confines of a banner ad. Best Buy created On, a digital magalog with editorial content and advertisements from other brands. Thrillist, an event recommendation site, has pioneered the very concept of “content as commerce” with e-mail newsletters that curate the best of men’s culture while also promoting their commerce site, JackThreads. So what’s the trend? Brands are breaking down barriers to entry, using editorial content to connect directly with consumers.

Tasty

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Image: Buzzfeed Tasty Videos

Since its inception in July 2015, Tasty, the Buzzfeed owned cooking channel has amassed a Facebook following of over 64 million people ≈ population of Italy, nation

≈ population of France, nation
≈ population of Thailand, nation

” data-evernote-id=”250″>[≈ population of United Kingdom, nation] around the world. The secret to their success? Video content.

According to Mark Zuckerberg, Facebook will be predominately video by 2019, which is when they expect to have the technical infrastructure to support large amounts of rich media in users’ feeds. In addition, video content will account for 69% of Internet traffic in 2017, meaning brands should start experimenting with how they can integrate video into their content strategy now. Facebook is already rolling out millions in partnerships with the likes of The Wall Street Journal, Mashable and Buzzfeed, with celebrities Gordan Ramsey and Kevin Kart being paid to use Facebook’s Live.

Buzzfeed’s Tasty does video content right by creating visually stunning, eye catching videos that are just the perfect length to sustain viewer’s attention and make them want to come back for more. Since Tasty uploads videos to both YouTube and Facebook, their videos can easily go viral as both platforms make sharing content easy.

Curate a Lifestyle to Covet

Rather than promoting your blog and e-commerce separately, take a cue from editorially-driven online retailers like Bergdorf Goodman, Barneys New York and Gilt Groupe, who lead with their voice and vision, then carefully layer in their product and service offer. By collating culture, commerce, and “cool,” brands curate a lifestyle—an entire brand experience—that consumers can buy into. Through photo diaries, newsletters, tips and videos, online retailers have an opportunity to create a more connected and meaningful shopping experience— and a strategic business proposition.

Mr Porter

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Images: Mr Porter Style Help

Mr Porter, an offshoot of Net-a-Porter that delivers high-end retail for men, feels like a beautiful online magazine, rather than a retail destination. By layering sales promotions and products under editorial content—how-to tips, video manuals, photo spreads, a weekly journal and call-to-action messaging—the site creates an immersive digital experience. For example, their “Style Guide” promotes their mobile app, (classic essential items every man should own), a “Stylepedia” and even “Style Advisors” who you can call up for advice. Net-a-Porter’s iPad app takes content and commerce a step further. In horizontal mode, the app offers a slideshow of models walking the runway. In portrait mode, individual items appear in a retail environment, ready to purchase at the swipe of a finger.

Get People to Like, Love, Want, Buy

The small things still make a difference. Social media makes it easy for your customers to become brand advocates through small social gestures, recommendations and personal endorsements, you’ll build trust and loyalty and, eventually, transform brand advocates into customers. However, brands may find trouble in converting these acts of engagement into sales, especially on platforms such as Instagram where users cannot ad links to posts. So while a brand may have thousands of followers and active engagement, making it simple to covert these acts into sales can be difficult.

Forever 21

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Images: Forever 21 Like2Buy Instagram

As the 5th largest specialty retailer in the United States boasting over 11 million Instagram followers, Forever 21 saw an opportunity to turn this platform into a money-making machine by teaming up with Curalate’s Like2Buy program. The system allows brands to turn Instagram into a shoppable feed, overcoming the platform’s downside of not having direct links to product pages. Forever 21’s Instagram engagement with well over 100k‘likes’ per image is turned into high-quality traffic and revenue, with brands able to directly measure the ROI of their Instagram strategy. According to Like2Buy, referrers engage with a brand’s mobile site 32% longer and view 29% more pages than the average mobile visitor. In Forever 21’s case, click-through rates from Instagram to their mobile site increased 80%, and turned the platform into a “channel that was built purely for brand awareness into a revenue driver,” according to Mario Moreno, Forever 21’s Global Social Media Manager.

Chapter 3: Meet Audiences Where They Are

Your clients aren’t stationary. You shouldn’t be either. Attracting their attention means moving beyond traditional banner advertising to social and mobile platforms that move as fast as they do. Doing this well means being everywhere your audience is—across platforms and social networks.

Make Sharing Simple

Spotify

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Image: Spotify

According to We Are Social, there are now nearly two billion global social media users. For brands, promoting content across social networks can be daunting. But doing it well, and making sharing easy with accessible prompts and opportunities to act, can take your brand to more places at no added cost. Spotify, for example, owes much of its massive user growth over the past four years to its integration with Facebook’s Open Graph, becoming the channel’s default music service. Spotify’s app makes it seamless for users to share what they are listened to on Facebook and find recommendations from friends. Since its U.S. launch, Facebook has helped Spotify add 50 million users.

Get Your Content out Into the World: Syndicate

Publishers aren’t the only ones with the opportunity to monetize their content through advertising or sponsorships. Brands are encroaching upon this territory too. L’Oréal, for example, brings in new revenue by syndicating the content on Makeup.com and Charles Schwab uses up-to-the-minute financial news content in banner ads to drive traffic to their site.

As a content producer, you’ve spent countless hours developing your voice and opinions through content. Why keep it locked inside a blog or website? Syndication not only offers an opportunity to get your content out into the world, but can also provide an additional source of revenue. Brands As Publishers

American Express Open Forum

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Image: American Express Open Forum

The award-winning educational and networking community, OPEN Forum, was founded by American Express in2007 with the aim of helping small businesses grow. Since its launch, OPEN Forum has passed more than 1 million monthly unique visitors and has grown into a social networking hub that enables small-business owners to communicate and share ideas with one another. Part idea hub, the OPEN Forum arms entrepreneurs and small-business owners with practical information, such as how to leverage Facebook effectively of improve your mental toughness. The platform also enables small-business owners who have an American Express OPEN card to create a profile, share ideas and market their own companies.

The success of OPEN Forum can be accredited to not just the quality of its content, but also its The Numbers250,827 likes on Facebook 152,755 Twitter followers syndication strategy, which gets American Express content into more places and attracts new audiences. “Our mission is to be everywhere our Cardmembers and merchants are,” Leslie Berland, SVP of Digital Partnerships and Development, told Mashable. “To engage with them, service them, deliver unique value that’s shareable and create seamless digital experiences that surprise and delight.”

By syndicating their content through RSS feeds, widgets, rich video and conversational ad units, American Express brings content to the user when and where it is most relevant, creating new levels of customer engagement and reaching new audiences. It also provides Amex with deep insight into how their content is performing around the web so that they can understand who is consuming their content, how it’s being used, on which platforms, and how it’s performing.

Go Mobile

According to Nielsen, 49.7% of Americans own a smart phone.25 Each year, that number increases. What’s even more surprising is that most people look at their phone about 150 times a day, at an average of once every 6.5 minutes.26 According to the digital strategist Jinal Shah of JWT, brands interested in capturing the attention of customers on-the-go need to provide ways to create a mobile content experience thats natural, thats convenient, and offers real-time information like driving directions, prices and reviews.

Major League Baseball

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Images: MLB.com At Bat

Twelve years ago, baseball commissioner Bud Selig asked Bob Bowman, now CEO of MLB Advance Media (BAM), to take Major League Baseball into the digital age. By building MLB. com, apps and online games, Bowman did that— and then some. This year, 65% of BAM’s media will be consumed wirelessly via MLB At Bat: an app that gives users access to live, streaming HD video, archived games, radio broadcasts, highlights and breaking news.

The takeaway? Developing a successful mobile product wasn’t so much about seeing the future as acting on it. At a time when content on the Internet was mostly free, BAM took a different tack. “Our philosophy was just because it’s on the Internet it shouldn’t be free,” Bowman told Fast Company in March.29 “It was a risk.” Bowmen’s bet has paid off. Today the company has 2.2 million paid subscribers and an annual revenue of $620 million ≈ box office sales of The Lion King, 1994″ data-evernote-id=”325″>[≈ box office sales of Jurassic Park, 1993].

Chapter 4: Build an Affordable, Sustainable Content Strategy

Despite all the buzz about content marketing, many companies find that maintaining a robust blog drains time and money. A UMass– Dartmouth survey of the 500 fastest-growing companies listed by Inc. magazine found that only 37% of companies maintained blogs in 2011, down from 50% in 2010.30 While investing in a full editorial team is not feasible for many, building an affordable, sustainable content marketing strategy can be an achievable goal — you just have to be smart about how you go about it.

Find Your Content Balance

Let’s get practical. You want to create quality content that will engage your audiences, keep up with the speed and scale your audiences demand, and be flexible enough to get your content onto new platforms, devices and social networks. But you lack the budget to hire an editorial army.

The Huffington Post

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Images: The Huffington Post

Betsey Morgan, former CEO of the Huffington Post, pioneered the “rule of thirds,” an audience and cost strategy that allowed the publication to grow to a multibillion dollar business. She advises publishers to use one-third aggregated content, one third original content, and one-third voice and opinion.

Brands can learn from this model too. Thought leadership, the first part, defines your brand voice and sets you apart from the crowd. Curated third-party content provides an affordable way to support the objectives of your thought leadership. Finally, social media efforts across Twitter, Facebook, Instagram and Pinterest provide a space for engagement and conversation.

Focus on What you do Best

Creating quality content takes time and resources. Moreover, it can distract you from other marketing priorities. Rather than struggling to manage blog posts, white papers, thought-leadership pieces, newsletters and social media campaigns, do less but do it well. As for the rest? Outsource it.

Complement original content creation with quality, licensed articles, images and video. Seventy percent of marketers plan to do just that over the next 12 months, according to a survey by Brandpoint and the Content Marketing Institute.31 Marketers consider creative storytelling, engaging content and professional-level writing the most important attributes when outsourcing content.

Orange

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Image: Orange Telecom

With over 17 million customers, Orange Telecom wanted to build their content-marketing and expand their offer as one of the leading destinations in Europe for entertainment news. While their vision was ambitious, Orange Telecom’s marketing team was already stretched. Rather than hiring an editorial team to create original content, they leveraged licensed, curated content to deliver real-time news across four languages.

The team created an entertainment portal that gave people a new way to interact and share entertainment news and multimedia content— whether it was on web, tablet or mobile platforms. With fully licensed multi-media content that automatically updates in real-time—for 1,500 movies in 4 languages, along with music news and reviews for 500 musicians—the portal is easy to maintain. Orange Telecom’s marketing department took on the role of curator rather than content creator, allowing the company to spend their time and dollars on other initiatives without sacrificing quality.

Leverage Technology to Make Life Easier

Advancements in curation technology, semantic analysis and NLP (natural language processing) are enabling brands to create smarter, faster and more targeted content strategies. Leading content marketers, from GE and American Express to Johnson & Johnson, are leveraging technology to do the hard work for them. For example RSS feeds that pull relevant content from around the web, algorithms that add a contextual layer to raw content to make it more meaningful (think of Amazon’s trick, “If you like X, you might also like Y”), and the use of semantic analysis to filter, organize, and customize content.

Pepsi

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Image: Pepsi Pulse

Decades ago, launching a global marketing campaign across 200 markets would have required tremendous effort. Leveraging technology, Pepsi was able to launch Pepsi Pulse, the digital home of their new campaign, Live For Now. In Pepsi Pulse, a multimedia entertainment platform hosted at Pepsi.com, the company blended new technology with a decades-long commitment to supporting musicians. “When we look at what Pepsi really stands for,” Simon Lowden, CMO of PepsiCo, told AdAge, “We’ve been an entertainment platform for as far back as anyone can remember.”

“Pepsi Pulse” offers users a “cheat sheet” of the top 10 entertainment stories of the day surrounded by live tweets from Pepsi fans. Consumers will be able to tweet, “like” and pin items from the dashboard, as well as participate in unique challenges sponsored by celebrities. Just a few years ago, constructing the site would have been a nightmare of individual licensing contracts and copyright laws. Instead, Pepsi partnered with NewsCred to license and curate content. Using NewsCred’s semantic technology and API, they were able to customize the site to a number of hyperlocal markets and launch it in just 3 weeks.

Chapter 5: Be a Platform for Action

Great content marketing isn’t just about promoting your product or service; it’s about providing a platform for action. In a crowded marketplace, the brands that stand out foster genuine community and inspire action around a bigger cause.

Lead With Purpose

The strongest brands put purpose at the heart of what they do. This helps consumers navigate choice. Moreover, it helps brands define their personality, find their voice, and project an authentic image. The strongest brands build a purpose around an idea that is bigger than the product or service they are selling. Your content-marketing strategy should follow suit.

GE

GE Content Banner.png

Images: GE Ecomagination

GE’s brand purpose, “Imagination at Work,” brings the company’s 310,000 employees together around a shared business strategy: creating new value for customers, investors and society by helping to solve energy efficiencies and water challenges. With ecomagination, GE is riding the cutting edge of content marketing, offering its readers a “forum for fresh thinking and The Numbers conversation about clean technology and sustainable infrastructure.” All of GE’s content— from their daily posts on topics like LED lightbulbs and preventing deforestation—hits on this core purpose. Build a content-marketing strategy around a purpose bigger than your company.

Inspire People to do

The Internet drives $1.2 trillion ≈ Central America GDP, 2010″ data-evernote-id=”385″>[≈ All real estate in Florida, 2011] in consumer spending between research and online retail shopping. This intersection of digital and retail worlds is creating a new space for brands and users to interact. According to a report by Barkley, 30% of non-Millennials and 37% of Millennials engage in cause-supported purchasing. With this in mind, the most effective brands use this platform to inspire action, building a forum that enables people to share, communicate, collaborate, make and create—before they even think about making a purchase.

Ted

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Images: TED Talks

TED created a viral platform for global thought leadership by tapping into our innate curiosity and leveraging the power of quality content. While TED events stand out for their ability to bring the greatest minds together in service of greater ideas, it’s TED’s embrace of technology to distribute video that makes it stand apart.

Today, over 900 TED Talks available in 86 languages—all translated for free by 3,100 Open Translation Projectvolunteers—are available online to almost anyone with an Internet connection. Rather than diluting the TED brand, this syndication strategy has helped the organization grow exponentially. The organization has a social profile that crosses national borders, and includes more Facebook followers than the United Nations, the World Bank, NATO, and the World Economic Forum—combined.

Build Community: on the Ground and in the Cloud

Building a community around your brand is not a marketing strategy; it’s a business strategy. Take Harley-Davidson, for example. Faced with bankruptcy in 1983, Harley turned the company around by putting their community at the center of everything that they did, from marketing programs to operational procedure and governance structure. Since then, they’ve transformed themselves into a $7.8 billion ≈ cost of 2011 Hurricane Irene

≈ net worth of Steve Jobs, founder of Apple, 2011
≈ Domestic box office gross, 2011

” data-evernote-id=”400″>[≈ net worth of Rupert Murdoch, media mogul, 2011] company.

As a content marketer, it is important to remember that your efforts – creating a robust blog, promoting engagement through social media, providing educational tools and resources—won’t mean a thing if they exist in a silo. The solution? Step back and look at the big picture. Build a consistent brand experience across all touch points, merging your offline and online strategy. Focus on helping people meet their needs, whether it’s emotional support, encouragement or engaging with their interests—whether these interests include deep sea fishing, online gaming, or educational support. As Susan Fournier and Lara Lee wrote in the Harvard Business Review, “brand communities are a means to an end, not an end in themselves.”

The Creators Project

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Images: The Creators Project

In 2009, Intel and Vice magazine partnered to launch The Creators Project: a global network dedicated to the celebration of creativity, culture and technology. The network was founded on the principle of blending the online world with an offline reality, bringing together artists with the digital world. From the record collection of a legendary DJ to a 24-hr panorama of planet earth, the Creators Project features the work of visionary artists who are using technology to push the boundaries of creative expression.

With documentary videos, a content-creation studio and a traveling event series in San Francisco, Paris, São Paulo, Seoul, Beijing and New York, The Creators Project built community around a shared interest in creative expression, taking the idea of “content + marketing” far beyond the blog.