Dominique Delport : « Pour les annonceurs, la télévision est encore parée de mille vertus »

Source: http://mobile.lemonde.fr/televisions-radio/article/2017/01/07/dominique-delport-pour-les-annonceurs-la-television-est-encore-paree-de-mille-vertus_5059159_1655027.html?xtref=http://m.facebook.com

Dominique Delport : « Pour les annonceurs, la télévision est encore parée de mille vertus »

LE MONDE | 07.01.2017 à 07h58 • Mis à jour le 09.01.2017 à 10h56

Propos recueillis par Mustapha Kessous

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Dominique Delport, directeur de Havas Media Group, en octobre 2015. | Damien Grenon

Pas besoin de lui poser une question : Dominique Delport, 49 ans, parle de l’avenir de la télévision tel un professeur qui donnerait un cours magistral dans une université. Le patron des contenus du groupe Vivendi et homme de confiance de Vincent Bolloré regrette qu’après quinze ans de numérisation des médias les chaînes n’aient pas réussi à terminer leur mue numérique.
Vous avez lancé, le 25 novembre 2016, l’application Studio + qui propose des séries numériques haut de gamme destinées aux smartphones. Le mobile est-il la télé de demain ?
Le mobile est devenu le premier écran. Il n’y avait pas de contenus « premium » pour ce support, nous avons donc créé un genre et un format (dix épisodes de dix minutes). Malgré tout, la télévision reste le moyen le plus efficace et le plus économique pour toucher une très large audience à un moment « T ».
Pour les annonceurs, la télé est encore parée de mille vertus. Certains d’entre eux l’avaient désertée et y sont revenus ; les stars de l’e-commerce se sont rendu compte de la puissance de la télévision, y compris pour vendre en ligne. En revanche, il y a des publics plus durs à attraper en télé : les jeunes et les CSP + qui sont sous-consommateurs de télévision et la regardent de manière décalée.
Justement, le replay, le succès de Netflix, ou l’apparition de nouvelles applications comme Studio + obligent à redéfinir la télévision. Quelle est la raison d’être d’une chaîne ?
Dans un monde fragmenté où votre audience est divisée entre le direct et le différé, la marque d’une chaîne est en compétition avec la marque d’un contenu. Si je suis accro à Game of Thrones, j’irai voir cette série quoi qu’il m’en coûte et quelle que soit la plate-forme : sur HBO aux Etats-Unis, sur OCS et Canal en France, en replay, sur l’iTunes Store et sur un site pirate. La marque de ce contenu devient plus importante que la chaîne qui l’abrite. Ce qui est très important dans le rôle de marque d’un média, c’est d’être bien clair dans la promesse. La télé a toujours une puissance de feu mais a des éléments de fragilité, notamment dans son modèle économique, qui font penser qu’elle a un impératif de renouvellement. Or, il y a eu un peu d’inertie de sa part ces quinze dernières années.
C’est-à-dire ?
Plus les pays sont « digitalisés », plus l’évolution et la fragmentation des audiences s’accélèrent. Sur la télé gratuite, un des indicateurs de la modernité des chaînes et de leur capacité à anticiper les défis de demain est la part du numérique dans leur revenu. En France, elle est aujourd’hui de moins de 5 %. Quinze ans après l’avènement du numérique, les télévisions en clair ont réussi la numérisation de leur programme mais pas de leur revenu.
Alors comment peuvent-elles survivre dans un monde où les contenus sont globalisés et numérisés ?
La télévision coûte cher et jusqu’à présent, c’est la publicité qui finance les contenus. 80 % de la croissance digitale est absorbée par deux acteurs mondiaux seulement : Facebook et Google. Et 100 % de leurs revenus sont des revenus publicitaires. L’argent vient à manquer pour la télévision : ce qui veut dire des réductions de coût, beaucoup plus de coproductions, et la nécessité pour des groupes comme TF1, M6 et France Télévisions de passer d’une logique de porte-avions à une logique de flottille. Il faut diversifier ses offres.
« Le monde de la télé gratuite va vivre, dans les cinq prochaines années, une révolution technologique autour de la publicité programmatique »

Le monde de la télé gratuite va vivre, dans les cinq prochaines années, une révolution technologique – qui aura un impact industriel – autour de la publicité programmatique. Les publicités qui ciblent vos goûts ou votre localisation vont arriver. Ce ciblage va redonner encore de l’intérêt à la télévision, mais il y aura plus de monde autour du gâteau.
Qui va s’occuper de la révolution industrielle de la télévision à l’heure du programmatique pour la télé gratuite et de la recommandation et des algorithmes pour la télé payante ? C’est l’une des grandes questions.
Les opérateurs télécoms sont intéressés par la télévision. Est-ce à dire que celui qui les contrôlera régnera sur les contenus ?
Qui pensera « Telco » aura en tout cas une capacité supplémentaire à distribuer ses contenus. Ce que l’on revendique chez Vivendi, c’est d’être « Telco Friendly ». Vous prenez les trois plus gros opérateurs en Europe, ils ont 650 millions de clients à eux trois. C’est ça la puissance.
Pour vous, le modèle de puissance, ce n’est pas Netflix, qui investit 6 milliards de dollars dans des contenus originaux ?
Nous, nous ne les mettrons pas, en tout cas, car ce n’est pas un modèle viable. Netflix ou Amazon, c’est une vision américaine du monde. J’adore les Etats-Unis mais les gens ne voudront pas regarder que des séries américaines. Qu’on le veuille ou non, quand on prend les 100 premières audiences des séries dans le monde, 85 sont des séries locales.
Les gens sont attachés à leur culture, en particulier en Europe. Je rappelle que Disney s’est inspiré des contes de Perrault ou des frères Grimm pour ses dessins animés. Il y a une nécessité de constituer de grands acteurs européens qui vont pouvoir investir sur des histoires européennes destinées à un public international.
Devenir l’acteur européen qui arrive à faire émerger des histoires locales et les vendre dans le monde entier est une belle ambition. Les deux machines Netflix et Amazon vont prendre 50 % du marché mondial de la SVoD [vidéo à la demande sur abonnement], il reste 50 %. Le vrai sujet industriel à l’échelle de Vivendi est de continuer à produire des contenus de premier rang international et que le Groupe Canal, grâce notamment à StudioCanal, devienne l’un des premiers pôles de contenus au monde.

Propos recueillis par Mustapha Kessous

CES 2017: A glimpse into the future of marketing

Posterscope’s Jeff Tan peers into the crystal ball that is CES to discover the latest trends for tech and brands.

Source: CES 2017: A glimpse into the future of marketing

CES is a crystal ball providing an exciting peek at how mainstream consumers will interact with technology and brands. It is a prophetic look into the future of marketing and there are several themes that are of importance.

Voice AI is here to stay

The huge volume of gadgets that offered integration with Amazon Alexa (including televisions, fridges and alarm clocks) showed that Amazon is clearly ahead in the voice-activated speaker market. We will witness the battle of the voice platforms including Google, Microsoft and the rumoured Apple assistant.

Voice AI developments are coming as fast as autonomous vehicles. 1% of digital integrations are currently voice-activated, this will rise to 30% by 2020.

The platform battle will be won by whoever can provide seamless interaction and developer integration. This will require enormous data processing capabilities – the average person can type 40 wpm, but can speak 145 wpm.

Marketing implication: Brands will compete to be the first default recommendation in voice AI engines, eg asking for restaurants, coffee brands or movies to watch. A parallel with the early days of search engine marketing could lead to a resurgence in audio advertising via optimized suggestions and paid bidding for voice activated keywords.

Face and gesture recognition

An increasing number of technologies are specializing in facial and gesture tracking with enormous potential for marketers, including Netatmo, an outdoor camera that recognizes people, cars and animals, and eyeSight, a gesture detection unit that allows the control of experiences via finger tracking and hand gestures.

Such technologies will lead to the retail store of the future that can scan a shopper’s eyelids and irises to detect what skirt she is looking at, and understand her facial clues that indicate emotion and whether she has a strong visceral reaction to the colour red.

Shopping malls will be able to detect personality type better than a real human and direct shoppers via digital OOH to certain aspects within the mall.

Restaurants will know who you are and your favourite wine as you enter, allowing waiters (or robotic waiters) to recommend pairing options accordingly.

Marketing implication: Retailers can capture and analyze data, providing real-time personalized recommendations for products based on current emotions or actions. Posterscope USA created the world’s first responsive facial recognition campaign for General Motors that displayed one of 30 videos to shoppers based on the age, gender and facial expression.

Security, privacy and the issue of trust

Large-scale hacking in 2016 drew attention to privacy issues; Yahoo, Verizon, Dropbox, and even the Democratic National Committee were targeted.

Today’s 11 billion global connected devices will increase to 80 billion by 2025. Companies that make these devices are typically not security companies, and popular culture such as Netflix’s Black Mirror has painted an image of a distrustful, connected society.

CES featured companies dedicated to security including Bit Defender Box, a network device that prevents hacking into connected home devices.

Marketing implication: Increased scrutiny of privacy is a good thing and needs to be taken seriously by marketers. Data protection should be revered at all costs and marketers need to respect the individual with the continued evolvement of data-driven, programmatic media.

Automation and the connected-everything

The old companies you thought you knew have transformed into smart-technology companies intent on making our lives easier via automating and connecting our utilities.

The Panasonic smart kitchen features a digital kitchen wall with video recipes based on your refrigerator’s contents. A smooth, marble bench surface is transformed seamlessly into a heated stove top as a pot is moved around the surface. Once dinner is finished the Whirlpool Zera food recycler can keep a garden healthy by producing 25lbs of compost a week.

Connected cars continued their dominance at CES with new models including the breathtaking Faraday, electric ride sharing Honda and Alexa-integrated Ford. In ten years most new cars will be autonomous, and for everyone else there are after-market retrofitted autonomous kits such as Delphi.

Even the sport of fishing didn’t escape automation with the PowerRay underwater robot combining fish-detection with VR live-streamed video.

Marketing implication: Automation is changing all aspects of our lives, both as consumers and marketers. The businesses we work in today need to transform to become technology and data led.

Our job titles in as near as five years’ time will be vastly different from today. The savvy marketer will adapt, retool and retrain today to stay relevant in the future. Taken individually, these trends are exciting. When combined, they’re mind blowing.

CES gives us a glimpse into the future of marketing, one of utility, automation and deep personalization. As marketers it will no longer be acceptable to blast consumers with a one-size-fits-all approach. Our role is to provide valuable interactions, hyper-relevant to the micro moments in consumers’ lives.

In the near future, the car I’m driving will detect that I’m drowsy by analyzing my face and driving patterns. She will say “Hello Jeff, you’ve been driving for eight hours. Why don’t you stop for a coffee? There is a Starbucks 1.5 miles ahead.” As I pass a digital billboard that triggers Starbucks content, I will turn into a parking lot to speak to a voice activated digital barista who already knows my order. The future of marketing is exciting.

Jeff Tan is vice president of strategy at Posterscope.
Read more at http://www.campaignlive.co.uk/article/ces-2017-glimpse-future-marketing/1420255#s1dUTJJjt0wgJ6UM.99

Eggsplore reçoit un soutien gouvernemental et devient B-Hive – ICT actualité – Data News.be

Le gouvernement fédéral a débloqué 2 millions d’euros pour faire de Bruxelles le centre des entreprises développant de nouvelles technologies à l’attention du secteur financier (fintech). Il investira concrètement cet argent dans la plate-forme Eggsplore, qui changera du reste de nom pour s’appeler dorénavant B-Hive.

Source: Eggsplore reçoit un soutien gouvernemental et devient B-Hive – ICT actualité – Data News.be

Eggsplore reçoit un soutien gouvernemental et devient B-Hive

Johan Van Overtveldt, ministre des Finances (N-VA). © BELGA/Nicolas Maeterlinck

La plate-forme rénovée a été présentée ce mardi à Londres en présence du ministre des Finances Johan Van Overtveldt (N-VA). Eggsplore offre aux jeunes entreprises dans le secteur fintech une plate-forme de partage de réseaux et de savoir-faire notamment. Elle a été fondée fin 2015 par Jurgen Ingels et Wim De Waele, avec le soutien des quatre grandes banques belges, d’Euroclear et de Swift notamment (qui possèdent toutes deux leur siège central à Bruxelles). Elle dispose actuellement d’un budget de fonctionnement d’1 million d’euros.

Bruxelles ne passe cependant pas pour être la ville cheffe de file dans le secteur fintech: en Europe, il s’agit surtout de Londres et de Berlin. Voilà pourquoi le gouvernement fédéral a décidé de soutenir Eggsplore. Le ministre Van Overtveldt libère concrètement 2 millions d’euros. Mais une série d’autres entreprises, dont AG Insurance, Baloise et Mastercard, se joignent également à lui.

La nouvelle collaboration va de pair avec un changement d’appellation: B-Hive. Le “B” représente Bruxelles – et plus généralement la Belgique -, alors qu'”Hive” symbolise la nécessité d’une collaboration et le fait que Bruxelles soit le centre de l’Union européenne, a-t-on appris.

“B-Hive, c’est un maxi-Eggsplore”, affirme Jurgen Ingels qui, en 2015 encore, fut nommé par Data News ICT Personality of the Year. “Notre budget triplera plus ou moins cette année. On ne sait cependant pas encore exactement combien les partenaires privés, qui constituent le plus gros de notre budget, mettront à notre disposition.”

Bruxelles accueille son Havas Village – Tendances.be

Dans un monde en pleine mutation, les géants du Net forcent les grands groupes de communication à se réinventer. Havas lance le mouvement avec son concept du Village qui réunit désormais ses agences créatives et ses agences médias au sein d’une même entité. Un retour aux sources, en quelque sorte, mais qui se veut surtout porteur d’avenir.

Source: Publicité : Bruxelles accueille son premier Havas Village – Pub – Bizz – Trends-Tendances.be

Publicité : Bruxelles accueille son premier Havas Village

Réunissant 180 personnes sous un même toit, l’endroit se veut à la fois espace de création, de réflexion et d’expérimentation ouvert aux clients et à tous ceux qui participent à l’activité de l’agence. © PG

De hauts plafonds, beaucoup de blanc, des bureaux conçus sur mesure… Au n°9 de la rue des Boîteux, en plein centre de Bruxelles, c’est un nouveau ” village ” qui est en train de naître. Les guillemets sont importants car ce village n’est pas un ensemble d’habitations ouvert à tous, mais bien un concept développé par Havas, l’un des plus grands groupes de communication au monde. Fort de ses 20.000 collaborateurs déployés dans une centaine de pays, cette multinationale de la pub a récemment revu l’organisation de ses différents départements pour lancer le modèle novateur des Havas Villages, des structures qui intègrent désormais les agences créatives et les agences médias au sein d’une seule et même entité.

Dans l’univers actuel de la publicité, c’est une petite révolution. Certes, à l’époque des Mad Men – du nom de cette série-culte dédiée au monde naissant des agences de pub dans les années 1960 – le conseil d’achat médias était déjà intégré dans les agences créatives, mais au fil du temps, les deux activités ont été physiquement séparées pour des questions d’organisation et de rationalisation financière. Pendant de longues années (et encore aujourd’hui pour la grande majorité des groupes de communication), les deux pôles ont agi (et agissent encore) en toute indépendance, l’un oeuvrant à la conception de campagnes créatives pour les marques, l’autre s’évertuant à développer une stratégie d’achat médias cohérente pour diffuser au mieux le message publicitaire des annonceurs.

Stimuler l’émulation

Ann Voorspoels,

Ann Voorspoels, “managing director” de Havas Brussels, et Hugues Rey, CEO d’Havas Media Group Benelux : “Le modèle qui consiste à séparer l’agence média d’un côté et l’agence créative de l’autre est complètement dépassé.” © PG

Longtemps considérée comme le meilleur business model dans le secteur, cette séparation des pouvoirs est désormais révolue au sein du groupe Havas qui implante progressivement ses ” villages ” aux quatre coins du monde. Paris, New York, Pékin, Mexico, Séoul, Johannesbourg… Aujourd’hui, on compte pas moins de 45 structures de ce genre nouveau sur les cinq continents dont un Havas Village fraîchement inauguré à Bruxelles et qui est donc le fruit d’un regroupement stratégique entre le pôle publicité et le pôle médias de l’antenne belge, respectivement incarnés par Ann Voorspoels, managing director de Havas Brussels, et Hugues Rey, CEO de Havas Media Group Belux.

” L’idée est de rassembler, sous un même toit, toutes les disciplines de la communication au sens large : la publicité, le digital, les médias sociaux, le mobile, les achats médias, le marketing direct… afin de stimuler l’émulation entre les équipes, explique Hugues Rey. Stratégiquement, ceux qu’on appelle les Gafa (Google, Amazon, Facebook et Apple, Ndlr) ont changé la donne et nous devons nous adapter à ces changements. Notre métier consiste toujours à créer des connexions pleines de sens entre les marques et les consommateurs à travers trois piliers qui sont la créativité, les médias et l’innovation. Rapprocher ces trois piliers pour trouver des synergies est indispensable dans ce monde de la communication qui est en pleine mutation. ”

La dictature de l’instant présent

Avec la fragmentation des médias et la multiplication des points de contact (les fameux touch points), les règles du jeu publicitaire ont effectivement changé. De nouveaux acteurs comme Facebook, Twitter et Snapchat ont émergé dans le décor médiatique et ont imposé une dimension temporelle qui était jusque-là absente des réflexes publicitaires : la communication en temps réel. Sur les réseaux sociaux, les marques sont désormais confrontées à la dictature de l’instant présent et elles doivent être beaucoup plus réactives dans leur rapport au consommateur qui est devenu, entre-temps, un vrai ” consom’acteur “. Aujourd’hui, le temps réel est inévitablement intégré à la stratégie publicitaire des annonceurs et pour répondre aux attentes des marques en la matière, les agences créatives et les agences médias n’ont plus d’autre choix que d’accorder leurs violons en deux temps trois mouvements. Leur rapprochement physique est inéluctable et les Havas Villages ne sont finalement que l’illustration d’une vraie tendance de fond appelée à se développer.

Au coeur de son ” village ” bruxellois, Havas revendique haut et fort ce nouveau mélange des genres. Réunissant 180 personnes sous un même toit, l’endroit se veut à la fois espace de création, de réflexion et d’expérimentation ouvert aux clients et à tous ceux qui participent à l’activité de l’agence : les producteurs, les photographes, les auteurs, les réalisateurs, les musiciens, les designers… le tout dans un esprit très ” start-up “. Au rez-de-chaussée, un baby-foot et un long bar flanqué de quelques tables témoignent d’ailleurs de cette volonté de fédérer les troupes en présence dans une atmosphère de rencontres et de coworking décontracté. ” Les créatifs et les équipes médias discutent de leurs projets autour d’un café, cela facilite les échanges et cela donne parfois naissance à des idées qui n’auraient sans doute pas vu le jour si ces personnes travaillaient dans des lieux différents, note Ann Voorspoels, managing director de Havas Brussels. Ce regroupement stratégique nous permet aussi de mieux anticiper les besoins de nos clients pour mieux y répondre. Je pense que le modèle qui consiste à séparer l’agence média d’un côté et l’agence créative de l’autre est complètement dépassé. Aujourd’hui, les équipes doivent travailler en synergie et nous constatons d’ailleurs que les annonceurs sont de plus en plus réceptifs à ce modèle intégré. ”

Une plateforme collaborative commune

La révolution est d’autant plus souhaitée que la digitalisation des médias a fait exploser le nombre de données disponibles sur le marché. Le big data et le traitement pertinent de ces données personnelles pour une communication davantage ciblée imposent en effet que les pôles publicité et médias travaillent plus que jamais main dans la main. Dans cette logique, le Havas Village de Bruxelles a donc prévu une ” plateforme collaborative commune “, histoire de partager les logiciels et toutes les données disponibles entre les 180 collaborateurs de la nouvelle entité. ” L’idée est de réunir les Mad Men et les Maths Men “, insiste Ann Voorspoels avec le sourire.

Aider l’annonceur à mieux toucher le consommateur en repensant complètement le modèle communicationnel, voilà en substance la nouvelle mission des Havas Villages appelés à se développer tout autour de la planète. Après Bruxelles, ce sont Londres et Amsterdam qui seront touchés par cette tendance en 2017 avec, en ligne de mire, l’objectif légitime d’attirer de nouveaux clients communs car, paradoxalement, la majorité des clients respectifs de l’agence médias et de l’agence créative de Havas Belgique ne sont pas les mêmes. ” Désormais, nous allons ensemble dans tous les appels d’offres et le client considère cette démarche comme fructueuse, conclut Hugues Rey, CEO de Havas Media Group Belux. On vient avec une réponse commune, une démarche cohérente et on dit aux annonceurs ‘Regardez plus large, vous avez tout à y gagner ! ‘. On essaie vraiment de changer les mentalités avec une chimie qui séduit. ”

Developing a Hardcore Social Media Content Strategy In 5 Steps

Build an unstoppable social media content strategy.

Source: Developing a Hardcore Social Media Content Strategy In 5 Steps

JUNE 23, 2016

 

Social media is one of the most fickle tools at a brand’s disposal. On one hand it is an open platform allowing for direct engagement the likes of which we have never seen before it. But on the other it is an over-saturated platform full of constant noise that can be difficult to cleave through. The trick is to build a loyal fan base that are part of a circular community within social media. You want to foster a sense of belonging that brings people back again and again. While direct interaction is one way of doing that, it should be combined with another strategy, namely a content strategy.

The Power Of Content

Whether you like the buzzword or not, content is important. It is what you give your followers in return for their support and interest. It is a way to impart information and entertain. But most of all, it is the most consistent and fail-proof method of building a brand, not only in substance, but in authority. Social media content isn’t actually a different animal to what you would find elsewhere. It is just another strain of species, a form of equally valuable content presented for optimized for social sharing. You can build an unstoppable social media content strategy in five basic steps.

Step 1. Establish your audience.

I don’t mean you should set about building your audience, that is what a social media content strategy is for in the first place. I am referring to establishing who that audience is, and what they want. How can you create good social content if you don’t know your audience? Target audience research is most likely part of your overall digital marketing strategy, so you can get some insights from the website analytics software you are using (Google Analytics is probably the most widespread). Those insights will include basic demographics, acquisition channels, and content preferences. There are also social-media focused tools that will give you more information:

  • BirdSong Analytics provides an indepth analysis of your competitor’s Facebook page showing which content has been the most successful for them, which days of the week and time of the day trigger most interactions, which words are the most common in their posts and much more.
  • BuzzSumo lets you compare Facebook pages and get insights into how their updates are being received by their fans
  • Fanpage Karma allows you to identify your competitor’s most engaged social media followers

Step 2. Invest in some (social) keyword research.

Keyword research is going to help really hone your content. Social keyword research is a more specified form of research that will give you a good foundation for catching the eye of social followers (or potential followers). I prefer a tool like Hootsuite for this, as it is a quick way to see what is regularly updating, and what is engaging. Of course, you can also just do a search on Twitter, Facebook, or your other chosen network to see which context your core terms usually appear. If you want a cheap alternative that will give you plenty of widgets to play with, including customizable social media features, you can check out Cyfe. They have some great social researching tools to use. For example, you can import, archive and analyze Twitter search results for any keyword or hashtag. Serpstat is another must-use tool here. One of its free features allows you to find all various questions your target users tend to search for when it comes to your core term. This is great information giving you tons of content inspiration to address your audience most specific needs.

Step 3. Begin testing networks to focus.

In the past I would recommend people only focus on one or two social networks when they are building a campaign. That isn’t really the rule anymore, as most brands have expanded beyond a single platform. For a smaller brand that doesn’t have a team at their disposal, however, it is more likely that they will have multiple pages, but only really use one for major social growth. With that in mind, I would like to amend my past advice. Set up several social media profiles, and put equal effort into each one (in the beginning). See which yield the best results, testing out multiple forms of social content and tactics along the way. This is kind of like an A/B test, but a little less straightforward. You won’t necessarily get rid of the under-performing networks, as you would with a design or feature. You will just discover what form of content and use works for each one, and then use the one that works best. So really, you are setting up several social media content campaigns individualized for the followers on each platform. This has the added benefit of allowing you to use each network for something for which it is suited.

Step 4. Develop a content calendar.

Once you know what goes on which platform, and who you are writing for, you should have a good idea of what content to plan for. I am a big believer in having an editorial calendar for every piece of work drafted, or that will be drafted in the future. Incorporating a social element into that calendar is a great idea. It will turn an incomplete strategy into one that is completely integrated. Here are some ideas to include in your social media calendar:

  • Monthly holidays (including weird / unofficial holidays)
  • Big entertaining or business events (especially those specific to your niche)
  • Festivals, upcoming big movie releases and concerts (Find memes to cross-relate to your niche and gain attentions for exploiting long-awaited events)
  • Your company plans and events (birthdays, anniversaries, company trips, etc)

Step 5. Double-check your site performance.

There’s nothing worse than spending days planning a social media campaign and then watch your users land on a broken or slowly loading page. This is what too many viral content campaigns have ended up looking like. The beauty of having a social media calendar is that you can actually anticipate more traffic coming in, so do your due diligence to let your tech team know your plans and let them get properly prepared. Here are some additional tools and tips:

Having a social media calendar makes sure your content and social strategy mesh and empower one another for better results.

 

Uber Movement Is a Traffic Planning Tool for Cities and Data Geeks | WIRED 

 

Source: Uber Movement Is a Traffic Planning Tool for Cities and Data Geeks | WIRED – Linkis.com

UBER HAS A rocky history with city governments—to put it mildly. As the ridesharing giant has spread its services over the globe, it has jumped into fights over regulations that would curtail its activities. The latest battlefield is New York City, where Uber is refusing Mayor Bill de Blasio’s demand that it share with the city data on when and where it drops off every passenger.

Now, Uber is making something of a peace offering. The company is launching a new service that could help cities master their traffic. It’s called Uber Movement, and it uses information on the billions of rides Uber has completed. It’s free, open to anybody who wants to use it—today that’s limited to select planning agencies and researchers—and lets users track car travel times between any two points in a city at any time of day. It actually seems pretty helpful.

Boston_gif.gif

Built by a team of about 10 engineers over the past nine months, Movement now offers data for Manila, Sydney, and Washington, DC—with dozens more cities to come before it launches to the public in mid-February, and ultimately it’ll include data for every city that has Uber, going back to early 2016. Areas where Uber doesn’t provide enough rides to generate reliable and anonymized data are greyed out.

“We don’t manage streets. We don’t plan infrastructure,” says Andrew Salzberg, Uber’s chief of transportation policy. “So why have this stuff bottled up when it can provide immense value to the cities we’re working in?”

It’s true that localities often don’t have the resources to get that information themselves. Physical sensors are costly, probe vehicles can’t be everywhere at once, and data from the company Inrix, which comes from commercial vehicles, tends to stick to major thoroughfares. But if municipal authorities had the numbers, they might be able to spot islands where transit times are particularly rough, and see spikes in travel times due to a lack of infrastructure or any other problem. But … not too much else. “Beyond that, I’m not sure if it’s such a game changer,” says Kevin Heaslip, a transportation planner at Virginia Tech.

What planners really want to know, Heaslip says, is where people start and end most of their trips. Understanding commute patterns gives you a much better idea of where to focus resources, whether it’s improving roadways or building up public transit. The US Department of Transportation tries to get that data with its National Household Travel Survey (those selected to participate get a form in the mail, and a $20 thank-you), but the ubiquity of Uber’s data would be a massive improvement, Heaslip says. “That would be incredibly helpful.” But it’s also helpful for Uber to hang onto the commercial advantage that comes with keeping that valuable data proprietary—so don’t hold your breath.

Uber’s not the only company sharing the data its services generate. Through its “Connected Citizens” program, Waze works with cities all over the world, trading user driving info for real-time and advance notice of construction and road closures to put on its maps. Cycling app Strava peddles data to cities eager to know where their residents are riding.

They’re part of a growing trend in which private companies match their gobs of data with public agencies’ regulatory powers. Uber may be willing to fight, but business can get a lot easier when the local authorities are glad to have the company around.

Salzberg says he’s considering adding more capability to Movement as the project moves forward. Just don’t expect Uber to give NYC—or anybody else—the info they really want.

bcg.perspectives – Five Lessons on Digital Transformation from B2C Leaders

Fast-moving digital attackers are rapidly unseating both incumbents and other pure digital players, but leading companies are embracing digital transformation to stay competitive and fend off the disruption.

Source: bcg.perspectives – Five Lessons on Digital Transformation from B2C Leaders

DECEMBER 12, 2016

by Claude Czechowski, Guillaume Combastet, and Antoine Gourévitch

Companies’ lifespans are shorter than ever before. Digital disruption has become so intense that pure players in digital are no longer disrupting just incumbents, they are disrupting other pure players as well: HomeAway has emerged as a strong rival to Airbnb. Apple Music is nipping at the heels of Spotify’s streaming music service. The tech giants—Google, Apple, Facebook, and Amazon—are in the driver’s seat, setting new standards for digital.

To understand how leading companies are responding to the dynamism and unpredictability of today’s marketplace, The Boston Consulting Group partnered with IBM and Electronic Business Group, a leading French think tank, to interview the leaders of 70 B2C companies (60 incumbents and 10 leading pure digital players) on the topic of digital transformation.

The results are striking. With new attackers appearing all the time, digital transformation is seen by many as the only path to survival. But while many companies are restructuring their governance to become digital ready, there is still much to be done in terms of implementing agile at scale, capitalizing on open innovation, and hiring new digital talent. (See Exhibit 1.)

exhibit
Where Companies Are Today

Every industry is impacted by digital, but companies’ approaches to it vary according to how much pressure they experience from new entrants and the extent to which digital is transforming their particular sector. (See Exhibit 2.) Some sectors, such as hospitality, retail, and travel, are already contending with intense competition from digital startups, many of which are flush with cash from venture capitalists. Others, such as banking and insurance, are playing defense because they are at least somewhat protected by legal barriers that make it hard for new entrants to gain traction, though banks are heavily under attack from financial technology companies, particularly in the area of payments. The luxury and consumer packaged goods (CPG) sectors are facing stiff competition from new entrants; without legal protections, these companies are being forced to adapt rapidly. In response, most incumbents now regularly scan the horizon for new technologies and patents to acquire attackers before they become too dangerous. Unilever’s $1 billion ≈ box office sales of The Jungle Book, 1967

≈ net worth of J.K. Rowling, author of the Harry Potter series, 2011
≈ box office sales of The Exorcist, 1973
≈ box office sales of Jaws, 1975

“>[≈ box office sales of ET: The Extra-Terrestrial, 1982] acquisition of Dollar Shave Club offers a striking example of this strategy in action.

exhibit

In all sectors, the pressure to digitally transform the business is only getting more intense owing to five trends:

  • Evolving Customer Behaviors. Digital newcomers are transforming customers’ expectations. Users want a simple, fast, user-friendly digital experience in all of their online transactions, but most say that they are dissatisfied with their online experiences. Companies need to reinvent their customer engagement model to allow seamless switching between channels, mobile-friendly services, and first-time fixes (with no handoffs).
  • Technological Leaps. Increased connectivity and mobility, cloud-based services, artificial intelligence, and the Internet of Things are helping companies improve efficiency in almost every aspect of the business, including digital marketing, manufacturing, R&D, and supply chain.
  • Data Explosion. The increasing volume and diversity of data generated through digital channels are providing companies with valuable market insights that inform real-time, data-driven decision making and improve customer targeting.
  • Legal Factors. In some sectors, laws and regulations constrain incumbents by lowering competitive barriers for new entrants. Conversely, laws and regulations that deter new entrants can protect incumbents. New laws can also provide a strong incentive for innovation. In the automotive industry, for example, heightened emissions standards have supported greater investment in fuel-efficient hybrid or electric vehicles.
  • Pricing. Many startups are focused above all on moving quickly to gain market share, not turn a profit, which can put significant pressure on incumbents’ margins. In this environment, it’s more important than ever for companies to reduce costs, improve efficiency, and explore new ways of generating revenue.

With so many factors in play, companies need to set a bold course toward digital transformation. Some have already begun to do so: more than 70% of the executives we surveyed said that they have named a chief digital officer who stays alert to disruptive threats and opportunities and drives a digital-first agenda. More than 60% have launched a startup incubator, and 45% have invested in new ventures. Nevertheless, more remains to be done.

Where Companies Need to Be

To capture the full value of digital, companies need to advance five fundamental strategies.

Harness the power of data. With an endless stream of data flowing from smartphone apps, website browsing, social media messages, and customer transactions of all kinds, companies have enormous opportunities to harness the power of big data. But this data needs to be stored and managed in such a way that it yields accurate predictive modeling and meaningful customer insights. Enterprise data warehouses, commonly called data lakes, can be used to store and structure data from multiple sources into a single repository, and they can model the data so that it supports decision making, research, and innovation.

Companies also need to hire the right talent, such as data scientists, to gain an edge in analytics and create tangible value for the business. For example, AXA Equitable Financial Services, the multinational insurance firm, hired approximately 60 data scientists to fuel data-driven innovation and respond to requests from affiliates. They are supported by data specialists in charge of embedding culture throughout the company to ensure that data is being mined across business units.

Redefine the customer journey. The customer journey is more complex than ever. Today’s consumers have become accustomed to 24-7 availability and seamless interactions across platforms and devices, and they have very limited tolerance for service delays and handoffs. To meet these demands, companies—whether B2C, B2B, or B2B2C—need to put the end user at the center of their enterprises, which means mapping the customer journey, identifying customer pain points, developing prototypes, and testing solutions. This kind of “design thinking” approach allows companies to create a superior user experience. The bank Crédit Agricole, for example, has created a multichannel model that meets clients where they are—moving fluidly between online and offline channels. First contacts are almost 100% mobile, and bank advisors equipped with tablets routinely travel to client sites for in-person visits. Companies that get this effort right will find themselves with a legion of loyal consumers.

Build digital capabilities throughout the enterprise. Digitization is not an add-on. Rather, it is a fundamental transformation of the core business, which includes functions as diverse as logistics, supply chain, operations, and the back office. Companies have the opportunity to create digital factories that simulate an entire production process. Such digital simulation can be used, for example, to optimize factory layout, identify and correct flaws in the production process, and model product quality. Furthermore, cloud-based solutions, application programming interfaces, and agile operations can be used to improve flexibility and time to market. Companies also need to manage IT by implementing new digital platforms and integrating them with legacy systems. Total, the international oil and gas company, has achieved this by establishing a digital IT team with a “fast and flex” structure to manage continuous IT delivery and rapid prototyping, while the legacy IT team integrates apps into core enterprise resource planning.

Transform governance and explore collaborative ways of working. To move at the speed that digital requires, companies need to adopt a new way of working. Cross-functional teams must collaborate to brainstorm ideas, conduct prototyping, run A/B testing, and incorporate feedback from users. This, in turn, will require a new form of governance, in which teams are given more autonomy. While corporate management defines global goals and sets strategic objectives (for instance, capturing a greater percentage of business online by 2020), local teams are given the freedom to operate in a way that ensures they maintain the optimum speed and contribute to corporate objectives. In some cases, companies may want to jump-start the digital transformation by developing partnerships with digital players. For example, Danone, the global food company, created a digital board—including the chief data officer, the chief information officer, and the chief human resources officer—to work in concert with the executive committee. The board aligns on overall objectives but allows local divisions to develop their own content.

Reinforce innovation capabilities. It’s important for companies to carry out their digital transformations across three dimensions: transforming the core to be more digitally sophisticated; restructuring the business to become more agile and flexible; and exploring new avenues for breakthrough innovation. To make headway in all three areas, companies should explore new opportunities that arise with regard to open innovation, incubators, innovation centers, and corporate ventures. Many companies have successfully named (or hired) a chief disruption officer to drive change and safeguard the business against emerging digital attackers. Diageo, a global premium drinks business, has deployed a wide variety of innovation capabilities, including agile processes, prototypes, the ability to scale up new products in less than 18 months, and corporate ventures that monitor the startup ecosystem and accelerate acquisitions.


Digitization, automation, the Internet of Things, and other technological advances are rapidly changing the global economy, and companies that fail to evolve are at risk. Digital attackers are going after the most profitable parts of incumbents’ businesses, disconnecting them from their customers, stripping away profit centers, and leaving incumbents to manage activities that are more costly and less valuable (as we’ve seen with payments processing in banking). For companies that develop digital capabilities too late, the shakeout can be merciless. With these five strategies in their arsenal, CEOs have an opportunity to drive successful digital transformations and reshape their companies’ digital destinies.


To Contact the Authors

Consumer Trust Is Evolving in the Digital Age : More than eight in 10 users trust print ads when making a purchasing decision  

What sources of information do consumers trust when making purchase decisions? According to one recent study, more respondents trust print ads than they do digital ads.

Source: Consumer Trust Is Evolving in the Digital Age – eMarketer

As the recent rise in spending on influencer marketing suggests, the methods and sources consumers use to vet products online is undergoing a significant shift.

Types of Ads that US Internet Users Trust When Making a Purchase Decision, Oct 2016 (% of respondents)

Even as some consumers place less trust in brand messages like ads, and more trust in sources like online reviews, other consumers say the opposite. This split is creating a dilemma for marketers as they seek to find the most effective, and trustworthy, ad formats and marketing tools to reach online shoppers.

One sign of the evolving nature of consumer trust is reflected in buyers’ shifting attitudes regarding what types of ads are considered most trustworthy. According to some some research, more traditional ad formats like print and TV often beat out their digital counterparts on this metric.

An October 2016 survey by MarketingSherpa found that 80% or more of US internet users trusted print ads in newspapers, magazines and TV ads when making buying choices. Digital ads fared worse. Some 39% of respondents said they trusted online banner ads, and another 39% said they trusted mobile ads.

Most Trusted Source for Accurate Product Information According to US Internet Users, by Generation, May 2016 (% of respondents in each group)

Different generations ascribe different levels of trust to various sources of information. Take for example a May 2016 survey conducted by Salesforce, which examined the most trusted sources for accurate product information by generation. While baby boomers put more trust in brands themselves than their younger peers, generations like the millennials were more favorable toward online reviewers than corporate-sponsored messages.

These somewhat contradictory conclusions seem to tie into larger consumer concerns about privacy and trust in 2016, a year that was dominated by headlines about data hacks and fake news. Though the impact may be minimal in the long term, it’s likely that marketers will have to keep a close eye on rapidly shifting consumer sentiment in the months as they look to find the most trustworthy methods of reaching online shoppers.

—Jeremy Kressmann

– See more at: https://www.emarketer.com/Article/Consumer-Trust-Evolving-Digital-Age/1014959?ECID=SOC1001#sthash.4Qvhee73.dpuf

What is ahead in the media landscape for 2017? – Twipe

Source: What is ahead in the media landscape for 2017? – Twipe

What is ahead in the media landscape for 2017?

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It’s the new year. Time to follow through with your resolutions. Elizabeth Grace Saunders, time management coach, tells us to stop setting goals you don’t care about. It’s important to tone down and follow wu wei – strategic non-action.

We know predictions are hard. So we selected for you expert opinions on 7 trends and topics to watch in 2017. Streaming, whether it’s live, audio or video, is not overlooked by anybody anymore. We will see if all the new video strategies are transforming into cash or if we will see the video bubble bust. Trust in media has to be re-established to address fake news and misinformation effectively. We are looking ahead on what we expect to happen in 2017 in the industry and which developments to watch closely.

Print is dead! Long live print?

While print is still the cash cow, ad revenues have dwindled down from almost 36 billion in 2003 to under 17 billion in 2014. And Facebook and Google capture the biggest chunk of digital ad money. However, ditching digital at newspapers to refocus on a declining print audience isn’t going to solve the business problems faced. It will be interesting how media companies will address this in the coming months and if ad revenues will see a resurgence.

Read further here what Kevin Anderson wrote about Print vs Digital

Reading comfort

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One of the core factors of engaging readers is to make the content easily available. Facebook has shown how effortless auto-play video leads to incredible viewing figures. News consumption needs to be as effortless as watching a video on Facebook. Everywhere, ease of use is key. 2016 already saw fascinating developments. .Mic made it easy with their app which works mostly via notifications to display full screen teasers to articles. A completely new form of news consumption on smartphones. Chatbots helped us get updates on the Brexit vote and the US presidential elections. Similarly voice services like Amazon’s Alexa help make tasks easier. But not yet news.

Nathalie Malinarich, mobile editor for BBC news, wants us to learn a new grammar for digital devices. Read more here.

Analytics

analytics

Understanding audience needs has become an imperative and data is supplying the answers. It is true that implementing data into the everyday workflow can be challenging, those insights are a definite competitive advantage.

“Data has the potential to be a key competitive advantage for modern media organisations, but only if they can act on audience insights”

Read more in the full report The State of Media 2017

Audience involvement

If you strip comment sections of abuse, you are left with a great combination of trusted, high-quality news content combined with a real, active social network. Editors of the Boston Globe discusses articles with subscribers in a Facebook group. The Wall Street Journal has a book club and the New York Times connects with people in a group called Paying till it hurts to discuss healthcare and the costs involved. In a time where Fake News and intentional misinformation are a real concern authentic voices are important to re-establish trust in media.

Aja Bogdanoff, cofounder and CEO at Civil, helps us to understand why genuine relations with the audience are important. Read more here.

Live Streaming

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With Facebook Live Video being one of the main topics in newsrooms last year and Facebook launching Live Audio and Live 360 a few weeks ago, streaming will continue its success this year. Facebook’s combination with streaming and engaging the user to react and comment helped achieve something Periscope, Meerkat or even YouTube have been struggling with – actually engaging the audience and incorporating their live review.

Dan Colarusso, executive editor and Reuters, wants to make live video we can love. Read more here.

Podcasts

With Facebook Live Audio, Podcasting has matured in 2017. After being around for already a decade, Podcasts were able to increase its reach just recently. Television has moved on-demand. Music has moved on-demand. It was only about time that audio entertainment fully emerged on-demand. With an average attention time of 33 minutes (!) Podcasts offer a fascinating outlet to engage customers and opportunities for advertisers. Publishers everywhere have adapted accordingly. The New York Times but also regional publishers like German Rheinische Post have announced Podcasting strategies. Rheinische Post podcasts daily with a daily morning sum up of the news and a weekly exchange with the editor in chief.

Asma Khalid, reporter for NPR, explains us that 2017 will be the year of the newsy podcast and how podcasts can be a reliable source with a trustwor