Earned Media ? Cookoo strategies ? Dell XPS 15 Laptop Ad Accidentally Combines Mac OS X and Windows 8

Une vidéo du constructeur d’ordinateur Dell, reperée par le site TheVerge, est en train de faire le tour de la toile… Son ordinateur portable, le XPS 15, serait capable (si l’en on croit la publicité) de faire tourner simultanément les systèmes d’exploitations de Microsoft et d’Apple.

Exploit juridiquement répréhensible car Apple n’autorise pas l’utilisation d’OS X sur des machines autres que ses propres Mac. D’ailleurs, la firme à la pomme a plusieurs fois entamé des poursuites judiciaires contre toute pratique détournant son système d’exploitation sur des machines non autorisées. Cela à un nom : le « Hackintosh ».

More ? http://belgium-iphone.lesoir.be/2014/02/05/leffroyable-erreur-de-dell-une-pub-avec-mac-os-dedans/

Media Halo : Le Paid, Owned, Earned à l’heure du digital

A partir d’une analyse critique des modèles actuels du Paid, Owned, Earned, Kantar Media│News Intelligence a développé son propre modèle « le Media Halo » afin de refléter le développement des médias sociaux en tant que partie intégrante de la stratégie des médias numériques.

Il se distingue en plaçant tout d’abord la brand experience, l’expérience de marque, en son centre et reconnaissant ainsi l’interconnectivité du paysage médiatique. Il intégre ensuite les extensions sociales du Paid, Owned et Earned, en démontrant le potentiel des médias sociaux qui offre aujourd’hui la possibilité d’amener la marque au-delà des limites de la communication traditionnelle.

Havas Media Bruxelles: 40% « Digital » et 100% orienté Data !

Chez Havas Media, 4 employés sur 10 développent et déploient des stratégies de communication digitale. Depuis janvier 2013, 10 nouveaux talents ont renforcé les 4 piliers du développement digital : Display & Mobile, Social Media, Performance et Data. Julie Tinant, Mathias Beke, Tom Rijsbrack et Quentin Huyberechts en sont respectivement responsables.

Fondée en 2011, l’opération Social Media d’Havas Media est forte aujourd’hui de 11 talents. Mathias Beke (Head of Social Media) est entouré d’Amélie Sainthuile (Social Media Strategy Manager, ex-Emakina et ex-I-Consulting), de Dorothée de la Kethulle (Social Content Manager) et d’Erwan Bras (Social Ad Manager) pour développer une offre complète de solutions de communication au travers des réseaux sociaux.
Mathias Beke : « Comprendre et exploiter les synergies entre réseaux sociaux et médias traditionnels est une priorité pour nous. Notre analyse des résultats de The Voice, croisant les chiffres d’audience « audimétrés » avec les mentions générées sur Facebook et Twitter, en est une illustration. D’autres études sont en préparation et seront dévoilées d’ici peu. »

Tom Rijsbrack (ex-ZenithOptimedia et ex-Quero Media) a rejoint, en août, l’équipe d’Havas Media pour prendre la direction du département Performance. Sa tâche est orientée, d’une part, sur les aspects « paid » (SEA, Affiliation, Retargeting, …) et, d’autre part, sur la mesure et l’optimisation de la qualité du trafic dirigé vers les canaux propres des annonceurs (Owned).

L’équipe de Julie Tinant, composée de 10 personnes, se concentre sur le display, le mobile et le real time bidding au travers du trading desk Affiperf. De retour chez Havas Media après 2 années passées chez MEC, Nicolas Magain épaulera Julie Tinant dans l’approche stratégique et la convergence avec les autres médias. Ses points d’attention sont aujourd’hui le mix TV/Online vidéo et les développements mobiles. De plus, les « Ad Opérations » seront internalisées dans le courant du dernier trimestre sous la coordination d’Olivier Wérion (ex-S2Media et ex-Decaux Innovate).

Enfin, Havas Media continue son déploiement « Big Data » débuté il y a plus de 8 ans au travers de sa solution propriétaire Artemis. L’optimisation de l’utilisation des données (provenant de toutes les sources du digital, mais aussi des médias offline et de l’annonceur) est un pôle de développement prioritaire. Résolument orientée résultat, Artemis est le trait d’union entre toutes les activités digitales mais également entre les activités online et offline. Elle est donc l’élément-clé des développements en « programmatic buying ».

Hugues Rey, CEO Havas Media Brussels : « L’intégration permanente de notre offre Paid.Owned.Earned Media converge avec la phase intensive de digitalisation de nos opérations. Elle est aujourd’hui soutenue et renforcée par notre approche « Big Data », robuste et innovante. Cette démarche nous permet d’identifier les synergies entre la large palette des canaux de communications que nous préconisons à nos clients et d’avoir une influence directe sur leur Return On Investment. Ces gains substantiels sont le point de départ et les objectifs de toutes nos réflexions et réalisations. ».

 

Contact Havas Media Brussels :

Hugues Rey

Chief Executive 0fficer

Tel: +32 2 349 15 60

hugues.rey@havasmedia.com

Rue du Trône 60/bte 5 – 1050 Bruxelles

Integrated vs Specialist: have agency models changed in 2013? | Econsultancy

Integrated vs Specialist: have agency models changed in 2013? | Econsultancy.

dans la catégorie: ce qui ne nous tue pas …

Over the last 12 months, we’ve started to see some significant shifts in the agency model and client-agency relationship. Having been involved in working with and running a number of agencies since 2003, I thought I’d share the direction I see things heading.

In some way this is a series of mini-posts, so you might want to grab a cup of tea first! But it should go to show the challenges agencies face in order to keep evolving and stay on top of their game.

What does the perfect digital strategy look like?

Rather than starting by looking at agency models, I always find it more useful to look at the bigger picture of what brands are doing and what they need.

Try asking yourself “if budget and restrictions/internal bottlenecks were no object, what would the perfect digital marketing strategy look like?”. Presumably this is likely to include the integration of owned, earned and paid media:

Owned, Earned and Paid Media

And then you can work backwards:

  • What are the main goals you are looking to achieve?
  • What marketing channels can help you to achieve your goals?
  • How can the channels work/integrate together?
  • What type of people do you need to get involved?
  • What can you manage internally vs. using external expertise?

Ultimately it’s taking a budget and spending it where it works best, with short, medium and long-term goals in mind.

It’s not about SEO, PR or content marketing, it’s simply being able to share your brand’s story to your target audience and converting them into customers.

Once you’ve figured this out, you can then define everything else afterwards. It’s important toknow the budget you have to work with early on, so that you can set targets and control realistic expectations from the outset. 

Otherwise you’re unlikely to ever win if those expectations aren’t clearly aligned.

If you flip the question of “what should an agency offer in 2013?”, to ask “what does a client need in 2013?”, you can start to build the right approach to match those key requirements. Otherwise, you run the risk of offering services that aren’t as useful or valued.

Integrated or specialist agency?

To succeed in 2013, brands really need a multichannel approach. This means they have two choices:

  1. Work with an integrated team (either in-house or externally – usually a mixture of both) who can bring everything together under one roof.
  2. Work with a number of specialists in each area.

Of course, there are pros and cons to each. You might lack the in-depth quality a specialist can give you in a particular area.

But, in that approach you may lose the bigger picture and miss out on many efficiencies of being able to work together more closely as an integrated team. There’s no right or wrong answer, but it’s important that you maximise the synergies between channels such as SEO, PPC and social media:

Search synergies

We’re finding we’re more often talking to brands who are looking for digital marketing partners to work alongside their team, as opposed to managing individual channels with separate agencies. This means supporting them with:

  • Skills they don’t have internally – perhaps it’s content production, blogger outreach, social media marketing campaigns, SEO expertise, PPC management.
  • Training internal teams – for example, making sure the content team is aware of SEO/PR/social media marketing best practises.
  • Strategic consulting – to reinforce ideas or get internal buy-in with advice from a neutral party.
  • Assistance to build their own team – working alongside brands in interim management positions to identify where they need new skills/job roles and help them recruit key personnel to strengthen their teams.

It always varies based on the client – larger brands often prefer to work with a number of agencies with different expertise and specialisms. Even then, each team still needs to be fully aware of other activity outside of their own campaigns that can make an impact and be used.

I’ve always found holding agency days to be incredibly valuable too, as that helps you to understand other areas that are being worked upon in more detail, one I attended showed some great demographic profiling information from a CRM agency which I was previously unaware of, and then able to put to use within content and search campaigns.

Plus, getting to know everyone involved allows you to build a relationship outside of the client – which can be very useful if you need to get things done quicker by communicating directly with different agencies/suppliers, without the need for client to be involved in every step.

Surround yourself with talent 

Online marketing has become so integrated that clients will often need a digital partner to support and challenge their internal team and goals. That means as an agency you face a situation where you can a) look to bring in new talent, or b) you have to accept that there’s a range of services that you just can’t offer.

I’ve never been a fan of starting as a full-service agency, I’d rather be great at one thing than average at 10. But if you can find ways to build up and bring in key skills/people into your team which can complement your client campaigns, that has to be an option worth pursuing.

Scaling with quality is always the biggest agency challenge, and in this game everything is about people – so good recruitment and team building is vital.

I’m not the best person in my agency at everything we do (or arguably anything!), and neither do I want to do be. No one wants to be a big fish in a small pond, that way you’ll end up making it all up yourself and have little choice but to learn from your mistakes.

Alternatively, if you’re surrounded by great PPC specialists, bloggers, designers, SEOs, PRs etc you can all learn from each other and create a solid strategy where the whole is much greater than the sum of all parts.

We’ve done this recently, by acquiring a paid search agency to compliment and combine our service offering into an integrated approach. I expect to see more agencies doing the same before the end of the year – and of course, like any agency, we’re always looking for talented people to join us and add to the team.

Ditch the silos

Everyone has known for years that there are efficiencies in combining paid and organic search strategies into a single team. That is true – but it doesn’t really happen until you really start tobreak down the silos. It’s even more important now, with so many overlaps in search, content, social and PR.

Team building and improving efficiencies is one of the biggest learning curves I’ve faced, but it’s undoubtedly my proudest achievement too by being able to build great teams and individually see people grow and succeed. We’ve made a huge effort in our team to get everyone working together, this means internally the SEO strategists are working in combination with outreach, social media and paid search specialists and supporting each other.

Sometimes, it’s as simple as getting them to sit next to each other – other times you need to bring them into internal/client meetings, brainstorming and projects.

By ensuring that we act as a team, share knowledge and have a set of individual skills it means clients benefit from this multichannel approach, but you’re all working towards executing a single strategy, just from different angles using a mix of tactics.

Having that single and clear strategy, operating across multiple channels using different tactics, means you’re less likely to hit bottlenecks further down the line – because you’re all on the same team and working together.

In my opinion culture can often be looked at the wrong way. But to me this is what culture is all about, it’s getting everyone enjoying their work, learning every day, contributing as part of a team with the support of others and working on clients they love/sectors they are passionate about and willing to put the extra work in when it’s required.

Then you can add in all the free fruit and coffee afterwards, but on it’s own that’s not the important bit.

Team integration also helps to get around the issue where quite often an agency is hired, only to end up dealing with one person at that company.

That means it’s almost a freelance arrangement, and not quite the service that means you get access to a range of different specialists and have the security in a backup of people who know and understand your brand and what you’re trying to achieve – especially in the case that a key contact is unavailable, on holiday or leaves the company.

Make content central to your brand

Content Marketing

In 2013, there’s no longer an argument on if content is important, everyone can now see themarket growth is clearly there, although surprisingly that wasn’t the case even 12 months ago.

Not many people would disagree now that brands are becoming publishers and that whether you’re involved in PR, social media or SEO – content is crucial towards marketing your brand. That’s why brands like NetflixRed Bull and Virgin Mobile are now taking content marketing so seriously.

As a result of this growth, the job roles that agencies are now hiring are much more content-based. This means writers/bloggers/authors, social influencers, graphic designers, videographers and creative PRs are much more highly valued than they probably were this time last year.

In order to succeed, brands are investing in content and building a brand to integrate with all of their marketing channels – this a much longer-term vision to grow their audience and sustainably increase market share.

No one understands your brand better than you

Our job as agencies is to understand the clients we are working with as much as we can, in order to execute a marketing strategy and get the best results possible.

That said, no one is going to understand your brand better than you. Which is why the move towards working as an integrated digital partner makes a lot more sense. That way you’re not just telling an agency to manage everything, instead they are there to support and work with you.

This is where the best results come from, the days are long gone where clients just sign 12-month contracts and you have free reign, with the client only asking to hear from you 11 monthsdown the line to arrange a review meeting. And yes, I have seen that happen!

Now the task is to support and work together with in-house teams, planning and executing a strategy to combine the skills and resource of both to hit targets.

Brands have huge power in data, knowledge, information & relationships

As agencies – we need to use the full strength of a brand. And for content marketing, for example, there’s a huge amount of value in the data, information and knowledge that brands have available to them.  Most of the time they don’t even realise this can be used for marketing purposes, so we need to work on digging this out and turning their data into content, stories, news, PR.

We all can be guilty of being too stubborn to admit we could benefit from a clients help, or their PR agency’s (and vice versa).

But brands have a huge amount of power in the relationships they have – if you want to create a social media or outreach campaign to leverage influencers, it makes sense to start with those contacts you’ve build strong relationships with already – so leverage what you’ve got!

The time to be innovative & forward thinking is now

You can debate as long as you like about the impact of Google+, but some agencies (and brands for that matter) can be very reactive and sit back on what has been tried and tested to work for years.

That’s all very well if it works, but if it has diminishing results, it doesn’t matter how good it was in the past, it’s time to move on. Plus there’s lots of opportunities and slow-moving brands that you can take advantage of by moving quickly and being ahead of the curve.

Sometimes it just needs a leap of faith on something that you believe is going to become increasing important – so that you are being innovative and investing in the future – without taking your eye off the ball today.

This is one of the most forward thinking SEO articles I’ve read in a long time and if you can get a head-start on things like responsive design, schema and semantic optimisation then you’re likely to be in a very strong position versus your competitors – you can leave them chasing the algorithm while you build for long-term success.

Of course, you won’t always get it right, but if you’re going to be spending time on Google+ for example, don’t hang around waiting until the audience is there – the time to do it is now. Then when the audience is there, you can be one of the authorities and thought leaders within your industry.

Really your business strategy and marketing strategy should be as closely aligned as possible – which is why so many people are encouraging CEOs to become thought leaders to promote their companies via blogging, speaking etc.

They are the ones responsible for setting the company vision and are likely to have the strongest relationships and know more about the industry/market than anyone else, so they should be best placed to bring it all together when it comes to being innovative and predicting where their industry is going next.

Being agile and quick is vital

Which leads on to being agile. In 2013 there are so many newsworthy and topical trends that are great marketing opportunities. Here’s 26 just to name a few!

Econsultancy CEO, Ashley Friedlein wrote an excellent post recently on the importance of having a 70:20:10 approach. That 10% is hugely important – as by being agile and quick to move, you’re likely to be taking advantage of opportunities where perhaps your competitors are slower to move.

In this case, for once it’s not always about quality either, it’s about being quick! I really like the concept that you have something fast, quality or cheap, but you can’t have all three, pick two! In this case, fast is the vital ingredient and then you decide if you prefer quality, or if cheap will do the job.

The ability to be agile shouldn’t be underestimated, we’re in a situation now where we’re telling clients that we’re going to create them x pieces of content, but we have no idea what it’s going to be about. That’s a big shift in mind-set and even a year ago, people would have laughed at that!

But now, because it’s so important to be topical, we have to be quick to react and provide the content that people are tweeting about and searching for in almost real-time – otherwise you’re too late.

You only need to see the results that Oreo got by being agile during the Superbowl to see that agile can yield huge results and brand visibility.

It’s important to have a consistent model, so balance is key. Allow yourself enough time to be agile, but have that clear plan and strategy that it can work alongside a planned digital roadmap to get the best results.

Otherwise, you’ll end up just chasing the latest fad, you should be using agile to compliment the parts that already work – not replace it.

End of Day Rates?

Pricing models in digital are hard to get right, it’s all about providing value at a fair market rate. 

In every situation, you have to make it win-win. If the client doesn’t get results they’re not going to be happy, and if the agency doesn’t make a profit, equally that’s unlikely to be a good relationship long-term.

Traditionally, the way to do this has been day rates. You know how much time you’ve spent, the margin you make after considering overheads and from an agency perspective you know where you are.

But it doesn’t reflect value. Just because an audit took 10 days to complete, it doesn’t mean it’s any good!

If anything a day-rate often incentivises the task to take longer! Hopefully not, of course – but you always have to be aware of the dodgy car mechanic. This is especially true with tasks like blogger outreach – the expected results from time spent is vague at best – it’s results that matter.

I can’t speak for other agencies, but I would be interested to hear – personally, other than consultancy time or training, we haven’t charged anything as a standard day-rate for at least a year.

I would expect this is a common trend as more productised and performance-based agreements are much clearer to set expectations and charge clients/reward agencies much more fairly.

It also means the pressure is on the agency to deliver as the client knows exactly what to expect in terms of key deliverables over the course of a project, with a much higher emphasis on client re-education towards quality over quantity. Focusing on the long-term gain, not the quick wins.

But, it also means that if you are a client with higher than realistic target/deliverable expectations at the outset, that you might get more agencies refusing to work with you now than has happened in the past too.

We want to build our clients into great case studies and success stories – but if a potential client doesn’t share that same drive and determination to get things done, it probably makes sense to pass early, rather that drag out what is likely to be a forgone conclusion.

Summary

In a lot of ways the agency task hasn’t changed at all, it’s about supporting clients goals in the best way possible to achieve results.

It’s also about having a proven model that works and you can stick to, no-ones wants to constantly change, but at the same time you need to evolve in order to cater for what the market needs and learn what strategies and team environments yield the most success.

What has changed, is the fact that the lines are becoming so blurred between marketing channels, which means operating in silos is no longer effective.

That doesn’t mean that you can’t be a small specialised agency – but it does present a new challenge, for those agencies such as ourselves, who are looking to bridge the gap between small specialist consultancies and the big media agencies.

I believe the way to go is almost to do both – build an integrated team of specialist skills in each key area, then you can bring them in and out as you see fit to support the growing needs of clients across multi-channels.

It’s simply the process of supporting them in that task and taking a marketing budget and spending it where it works best!

I’d be very interested in hearing from other agency owners on their challenges and how they’ve adapted strategies and their positioning based upon the changing market – let us know in the comments.

 

 

Paid.Owned.earned Study – Havas Media Belgium – Transformation Digitale

 

« En 2013, le top 25 des marques les plus présentes dans la vie des Belges apporte une nouvelle démonstration de la transformation digitale de notre société », Hugues Rey, CEO, Havas Media Belgique.

La montée des marques digitales (4 dans le top 5) –  le maintien des marques locales (7 dans le top 25)

L’analyse du Top 25 des marques les plus présentes dans la vie des Belges (classement basé sur le score d’exposition perçu par les 15-64 ans ) nous confirme qu’une marque sur deux est une marque digitale ou ICT. Mieux, le Top 5 est constitué quasi exclusivement de marques digitales ou technologiques (Google, Microsoft, Facebook et Nokia), à l’exception de Coca-Cola qui se classe quatrième.

Les marques locales se distinguent également, en présentant 7 dans le Top 25 : Belgacom, Côte d’Or, Spa, Proximus, Colruyt et Delhaize.

La même analyse menée sur la cible 15-34 ans nous rappelle que Facebook et Apple sont plus plébiscitées par les jeunes générations. Certaines marques font leurs apparitions ou progressent de façon exemplaire: Kellog’s, Danette, Peageot, Senseo et Garnier. La sentence est malheureusement négative pour Spa et Proximus

Des marques Médias toujours plus fortes

Les médias confirment leur omniprésence en tant que marque dans l’univers des Belges, s’insérant d’autorité entre les marques annonceurs.

Dans le Sud, si Google conserve sa première place, RTBF-La Une, RTL-TVi, et TF1 s’emparent des 3 places suivantes. France 2 et RTBF-La deux sont également présentent dans le Top 10.

Dans le Nord, même constat pour Google (toujours premier) , les chaines TV de la VRT se classent seconde et cinquième. VTM prend la sixième place et Vier la 9ième.

On remarquera encore les présences de deux titres de presse quotidienne néerlandophone (Het Laatste Nieuws et Het Nieuwsblad) dans le top 25 en Flandre.

“Ces résultats nous rappellent que nous avons à traiter les médias comme des marques globales et nous suggèrent que les marques annonceurs doivent se comporter comme des médias pour le consommateur.” Hugues Rey, CEO, Havas Media Belgique.

 

La digitalisation gagne du terrain et soutient les médias privés et publics

En 2013, les médias publics (earned media) se stabilisent à 23%. Les médias payants (paid media) restent les mieux perçus avec 52% de l’impact total. Enfin, les médias privés (owned media) progressent à 25% (+1 points), grâce à la progression des sites de marques et de leurs pages Facebook.

«En 2013, en moyenne deux contacts sur dix perçus d’une marque viennent du public. L’interactivité des stratégies médias n’est plus une option mais une obligation», commente Mathias Beke (Earned Media Manager d’Havas Media).

 

Les médias publics (earned media) sont une valeur non-négligeable (23%). Ils se répartissent par 4 contacts sur 10 via les articles de Presse, 36% au travers des conversations avec la famille et les amis et 2 contacts sur 10 via les opinions des surfers. Certains secteurs sont plus à même de susciter la discussion: les transports, les médias et l’énergie.

D’autre part, les médias privés (Owned) connaissent une digitalisation conséquente. 4 contacts sur 10 provenant de ces derniers, le sont au travers de canaux digitaux (Site ou page Facebook).
De plus, les médias Owned sont particulièrement puissants dans les secteurs de la grande distribution, de la technologie, des telecoms ou du retail. Dans l’ensemble de ces secteurs médias owned et points de ventes ne font qu’un. Que ce soit en ligne ou sur un lieu physique, la source de renseignements est également très souvent point de vente. Soigner l’expérience consommateur sur le point de vente est donc primordial pour ces secteurs.

La perception du owned (digital essentiellement) des marques médias est en progression. Cette évolution digitale traduit l’évolution des pratiques de lecture pour la presse, des pratiques d’écoute pour la radio (via les sites Internet et les podcasts) et des pratiques de vision de rattrapage, qui tendent à se développer pour la TV.

« La dimension 2.0 des marques media est sur-évaluée par le public par rapport à la réalité de leurs audiences digitales. Néanmoins, l’interactivité offerte à certains programmes (ex: The Voice) par Twitter et Facebook est une source conséquente d’amélioration de l’engagement du public», poursuit Corinne Verstraete, Head of Strategy d’Havas Media Belgique.

Enfin, les médias payants sont toujours perçus comme la première source de contact avec les marques. Plus de la moitié de ces contacts proviennent des médias de masse (off et on-line), un petit tiers du direct marketing et presque 20% du sponsoring.

 

 

 

 

 

En synthèse, la performance des médias varie en fonction des secteurs :

 Les Médias payants (paid) s’avèrent incontournables, en particulier pour l’alimentaire (74%), les boissons (71%), l’hygiène beauté (72%), et les bières (67%)

 Les Médias privés (owned) sont stratégiques pour les secteurs de la grande distribution (44%), de la technologie (41%), des telecoms (41%) ou du retail (40%).

 Les Médias publics (earned) sont significatifs pour les secteurs des transports (31%), des médias (26%) et de l’énergie (26%).

 

 

 

      

 

 

 

Genèse et méthodologie de l’étude POE Havas Media

En Mars 2011, Havas Media Belgique dévoilait  son baromètre POE : la toute première mesure en Belgique de « Media Performance Globale » incluant les trois dimensions des médias: Médias payants (paid) , Médias privés (owned), Médias publics (earned). 


Le baromètre POE apporte un éclairage unique sur l’actualité avec la montée en puissance des réseaux sociaux et l’engagement croissant des consommateurs dans le dialogue avec les marques. 


Les principes : 
cette étude inédite est réalisée “en ligne” en collaboration avec l’institut AQ Rate, menée en mars 2013 auprès de 6.983 individus de 15 à 64 ans sur 254 marques et 22 secteurs d’activité. Elle analyse la perception de l’exposition aux marques par les consommateurs selon la fréquence avec laquelle les individus ont le sentiment d’être en contact avec elles dans leur vie quotidienne (« Tous les jours », « Presque tous les jours », « 1 à 2 fois par semaine », « Moins souvent », « Jamais »…) et surtout les principaux points de contact perçus par les consommateurs qu’ils soient payants, possédés par la marque ou générés par les consommateurs.

Définitions :

Paid Media : Publicité dans les media, y compris présence publicitaire payante dans les médias digitaux et 
sociaux, mailing/emailing, sponsoring et mécénats

 

Owned Media : Il s’agit de l’ensemble des supports possédés par la marque tels que points de vente, sites 
web et pages Facebook des marques, catalogues et magazines de marque, égéries et personnalités 
représentant la marque

 

Earned Media : opinion des proches/bouche à oreille, opinion des internautes/web social, articles de presse, 
tous les contacts générés par les consommateurs. 


 

Contact Havas Media Belgium :

Hugues Rey

Chief Executive 0fficer

Tel: +32 2 349 15 60  – Mobile Tel: +32 496 26 06 88

Hugues.rey@havasmedia.com 

Rue du Trone 60 – 1050 Bruxelles

 

A propos de Havas Media

Havas Media est la division media du Groupe Havas. Havas Media est présent dans plus de cent pays avec 3200 collaborateurs. Havas Media Brussels compte 55 collaborateurs couvrant tous les aspects de l’utilisation des médias (Offline et Digital) dans les actions publicitaires.

Dear Apple, I’m leaving you | The Real Economy (A good exemple of (negative) earned media)

Dear Apple, I’m leaving you | The Real Economy.

The real economy is the blog of Ed Conway economics editor of Skynews.

On October 31st 2012, I wrote a letter to Tom Cook.

This is a good example of negative earned media

 

There follows a letter to Tim Cook, chief executive of Apple:

Dear Tim,

There’s no easy way to put this so I’ll just come right out with it. I’m leaving you. It’s been great (mostly) but it’s over.

I figured the least I could do is to explain my decision in full – I like to think it might help protect you from nasty break-ups like this in the future.

I’ve been with you, with Apple I mean, for 13 years now – ever since 1999. Perhaps you’ve forgotten: I was a spotty teenager; I bought one of your cute little translucent iBooks. Slowly but surely I painted most parts of my technological life a bright shade of Apple. Let’s see: I’ve owned two iMacs, a number of iBooks, countless Macbooks (I’ve currently got two on the go, for some unknown reason), an iPhone for almost five years, an iPad since the very beginning; iPods, iPod touches, iPod nanos – I’ve had ‘em all. I even invested in an Apple TV and, wait for it, a G4 Power Mac Cube (yes, that was me!).

I’ll admit I became dependent on you – clingy, even. When I went to the States a couple of years back I shelled out hundreds of dollars to ensure I wouldn’t be without an iPhone – even though I was back at college and wasn’t exactly rolling in it. And like so many of those who fall in love with you, soon enough I found myself working part-time as your best PR spokesman: I spent hours persuading all my friends to buy your stuff. I even wrote a blog about what made Apple such a dynamic, innovative and successful company.

Like millions of others, I really believed the hype.

I never thought I would utter these words, but here goes: I’m leaving you. I have already traded in my iPhone for a Samsung.

Now, this is the point where I know I’m expected to say: “it’s not you, it’s me,” but I can’t, because the truth is: “it’s not me, it’s you”. Now, I know you don’t like lists (at least I presume that’s why you avoided including a task application in Mac OS and iOS for so many years) but it’s only right that I run through the issues:

1. iOS 6

Yes, I know I’m hardly the first to mention this – but that doesn’t make it any less valid as a complaint. It is truly, truly awful. I’m usually ready to forgive one or two niggles in a new iteration of operating system. After all, they’re usually outweighed by the improvements. In this case, I honestly can’t think of a single new feature that in any way enhances the phone. Every change you’ve made is negative.

The maps application is utterly horrendous; you must have known this is among the most commonly-used of all functional parts of a smartphone and that to change it quite so substantially would be seriously disruptive. Yes, I know you’ve magnanimously urged users to use alternatives, but the problem is that even if I try to use Google maps on your safari browser (it hardly ever works on Safari but let’s leave that for the time being), I can’t avoid the fact that crappy iOS maps are integrated into every other geographically-reliant app I have.*

I know you’re a pragmatic fellow: I suspect you might even give future users the option to change this. But the fact is that’s not the only disconcertingly disastrous issue with iOS. Take iTunes Match. In the previous iOS I could download any individual song in my iTunes Match library, so I could listen to it overseas without data or when in the Tube. Now your dreadful new operating system will only let me download whole albums and then won’t let me delete them afterwards, so my iPhone gets clogged up with stuff before arbitrarily deleting precious chunks of data when it reaches capacity.

It’s as if you think I should never have had the right to have chosen what songs to have, and to delete, on my own iPhone in the first place. Which I find a little controlling, to tell you the truth. As do I find the fact that you now seem to have decided to allow the iOS to decide unilaterally to use the telephone network rather than wifi when it so chooses. Given how badly you screwed up with the whole secret GPS-tracking of iPhone users, I’d have thought you realised we don’t like it when you behave creepily like this. It’s seriously not cool, but then more on that later.

All the new, exciting apps you’ve brought in are, I’m afraid to say, rubbish. Podcasts: dismal and buggy. Facebook integration: should have been there years ago. Passbook: erm – seriously? Siri’s improvements are lost on me because, like most users, the only time I’ve engaged with Siri is to see how many swear words he/she/it understands (answer: a surprising number).

Finally, for some reason iOS also seems to have broken the tilt-scrolling in Instapaper, which I resent because, well, I just use that app a lot.

2. You’ve lost it

Yes, I realise that’s going to sound harsh. But there’s no point in sugaring the pill.

I’ll be specific: for most of our relationship, there were two things I could rely on from Apple. The first was that your products would work far better than PCs. Windows PCs would get viruses, they would be difficult to fix, they would break down and leave you tearing your hair out. The second thing is that although you weren’t necessarily the most innovative company out there, you would just do it right. You weren’t the first company to make a smartphone (Nokia Communicator, anyone?) but you were the first to do it well. The same goes for mp3 players, for tablet computers, for family photo software, for media management (for the first half of iTunes’s life). You were never about innovation, but you were damn good at execution and flair.

Not any more. This is going to sound awful, but I can’t think of any big product you’ve re-imagined well since the iPad, and that was almost three years ago. iCloud? Not as good as dropbox, and actually more confusing. FaceTime? Slick, but still pales in comparison with Skype. iMessages? Mostly annoying, particularly when it sends messages twice. Siri? See the previous point. Safari? Not as good as Chrome or Firefox. Safari’s Reader function? Not as good as Instapaper. I could go on, but I think you get the idea.

Plus, my Mac simply doesn’t work that well any more. The contacts on my iPhone don’t seem to sync very well with my laptop. Aperture is extraordinarily slow and buggy, Pages and Numbers are a bit of a nonsense. It just feels like you don’t make the best software anymore. And it doesn’t fit together as seamlessly as in the past.

3. You’re not cool anymore

Again, this is probably a body blow, but it’s also true. It’s not merely that I now have to put up with your products being used by my mother. The fact is that Apple used to be edgy; it used to be associated with the counterculture; it used to be rebellious. I liked that. I liked the fact that you were uncompromising. When you introduced the iMac you ditched the serial ports and insisted everyone had to make do with USB ports, despite the fact there was approximately one printer in the world which worked with USB. You were the first to ditch disc drives and DVD drives. I’m not alone but I liked the way you refused to put Flash on your devices. Plus I liked the fact that unlike Google and pretty much every other big company you and your fellow execs would never go to navel-gazing networking conferences like the World Economic Forum in Davos. There was something cool about that attitude.

These days, you’re all too ready to compromise. Do you want to know the beginning of the end of our relationship? It was when you decided to include an SD slot in your MacBooks. Why? I can’t imagine the Apple of old ever doing this; there is no inherent reason why you need one in your laptop, save to compromise. And in compromising, you’ve become too complex. I remember the first iMac: it was the first computer you didn’t really need an instruction manual for. When iOS came out I found myself having to download the manual and wade through its 156 pages (156, FFS Tim!) to find out what you’d done with the settings I used to use. That’s the first time I’ve ever had to use an Apple instruction manual.

Apple used to be about purity, which in turn made its products simpler and more reliable; somewhere along the way, this got lost. Or rather, Apple under Steve Jobs used to be about purity: when he wasn’t at the helm in the 90s, it also made the kind of compromises I’m talking about here.

And then there’s your advertising. You were the company which came up with the best advert in history.

These days your ads are not merely awful and patronising – they are palpably worse than the competition.

Finally, there’s that legal letter you sent to Samsung when you failed, churlishly, to get their tablets banned. I challenge anyone to read that and not conclude you’re bitter, chippy and, frankly, a little unpleasant.

In short, you are so not cool.

4. You’re screwing us

You might be surprised to learn that the final straw for me wasn’t the maps debacle. It wasn’t iOS 6. It wasn’t even the fact that you’re not cool anymore. I’m not cool anymore so I probably shouldn’t really expect better from you.

No: the final straw was when you decided to replace the dock on the bottom of all your iPhones and iPads with the new “lightening dock”. I’ve heard your explanations: that it’ll allow your devices to be thinner, that it’s a faster connector and all that. I don’t buy it. The main reason you did this is the main reason you seem to be bringing your products out in ever shorter product cycles: planned obsolescence. You’re aware that the more frequently something is out-of-date, the more often we’ll have to buy more Apple stuff. Now, I was willing to put up with that when it felt as if there was genuinely progress between iterations, when there was a shed of aspiration about it, but by the time you unveiled the lightening connector I wasn’t so sure. All it means is that I have to throw out all the devices I’ve bought over the past years which plug into my iPhone: adaptors, radios, speakers and so on. It’s a really low-down thing to do – particularly since the lightening connector is patently not that much faster than the existing dock.

Anyway, I guess you could say it was a Eureka moment. Finally, I realised that you’ve been working your way here for years: the fact that you give up supporting old Macs far quicker than before; that you won’t let us download and delete our own music from your cloud. You realise there isn’t much money long-term in being a pure manufacturer. You want to turn yourself into a quasi-service, where we constantly need to buy or subscribe to one of your products. I see the point – it’s economic genius. The problem is that it’s not inspiring in the slightest; and the products are no longer wowing us enough to detract from the venality of it. And I’m just tired and, worse, bored of it.

5. I don’t need you any more

That’s right. I’ve realised – and it’s been a revelation – that I could get on perfectly fine without you. A couple of years ago when I moved to the States I couldn’t envisage a day without my iPhone. But today it strikes me I might be just as happy with one of your rivals. How do I know? Well… the truth is, I haven’t been entirely honest with you. I did spend a few months with someone else last year. Don’t be mad: I was between iPhones and I filled the lonely miserable gap with an HTC Android phone. And while I tried to ignore it at the time, the fact is, it was actually pretty good. Yes, there were niggles and a few annoyances, but we got along surprisingly well. And I’ll get on pretty well with it again, because the fact is, Tim: I’m leaving you for an Android. I can get everything I need from a phone from them as well. My email, my messages, maps that work, my contacts (they’re stored with Google anyway and that integrates far better into an Android phone); Evernote, Instapaper, Whatsapp, my tube timetables and bus times. I’ll probably ditch iTunes Match in favour of Amazon Cloud Player or Google Drive, and, frankly, good riddance after the way you’ve treated us mobile users of the service. I’ll miss some of the apps, I’m sure – Reeder to name just one. I’ll miss the hundreds of text messages sitting on my iPhone. I’ll miss… Actually, I can’t think of anything else right now.

I’ll hang onto my iPad for the time being. I’ll certainly keep the Macbook Air – I’m not quite ready to return to Windows yet. But right now, for the first time since I started buying computers, I’m no longer absolutely certain that the next piece of technology I’ll buy will automatically have your logo on the back.

Don’t take it personally. Well, do, if it helps inspire you to make better and bolder products. This need not be forever. You can still win me back: but you’ll need to do something special again, like you did in the good old days. Reinvent the TV, like you reinvented the phone. Revolutionise finance. Overhaul the home entirely. Think Different – as your predecessor Steve Jobs used to say. Perhaps the problem is you’re not the same person any more. You’re not Steve. Perhaps.

Either way, I’m tired of settling for mediocrity from you these days.

Goodbye.

Yours affectionately,

Ed

* Though I admit some – some – of the 3D maps of cities are seriously cool. But prettiness is not enough to compensate me for the times you’ve got me lost.

 

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Digital Marketers Shuffle Budget to Boost Owned and Earned Media – eMarketer

Digital Marketers Shuffle Budget to Boost Owned and Earned Media – eMarketer.

APRIL 3, 2012 

Social listening, learning data driving organizational change

As marketers look to integrate their advertising efforts into a more cohesive strategy, many are eyeing digital media, specifically owned and earned media.

According to a February report from the Society of Digital Agencies (SoDA), digital marketers worldwide are investing a greater portion of their total marketing budget online this year, which is not surprising given their familiarity with the medium. One third expect to invest 60% or more of their ad budget digitally.

Online as a Percent of Marketing Budget According to Brand Marketers and Agencies Worldwide, 2011 & 2012 (% of respondents)

Though both paid digital and traditional media were important investments, 25% of respondents planned to significantly increase their digital owned and earned media spend, compared to only 8% who planned to do the same for paid digital media and 4% for traditional media.

Change* in Investing in Paid vs. Earned/Owned Media According to Brand Marketers and Agencies Worldwide in 2012 (% of total)

One reason for such a transition in spending could be the explosion of social media, and its growing importance in the marketing mix for both traditional and digital media.

“For a lot of advertisers, social is actually the bridge of their understanding between the traditional world and the digital space,” said Michael McVeigh, senior vice president of strategic services at Zeta Interactive, in a February 21, 2012, interview with eMarketer. “Social is where brands start to see how many people they have reached throughout their network, much like those big, overarching air powers of TV and radio.”

The focus on social media goes beyond marketing investment and affects organizational structure. Almost 73% of client-side marketers worldwide said they are transforming the structure of their marketing departments. Of those, 45.8% have created cross-departmental groups to leverage social media monitoring and other socially obtained insights throughout the company. In addition, about a third have specifically integrated social listening with their traditional research departments.

Organizational Changes that Their Company Has Implemented According to Brand Marketers* Worldwide, Dec 2011 (% of respondents)

Incorporating earned and owned media, such as social media, into the marketing mix can also reduce overall advertising costs. A February 2012 study from the Association of National Advertisers (ANA) found 84% of US advertisers said they currently face challenges in identifying cost savings and reductions for their 2012 marketing efforts. This number was up from 77% last year.

Though many B2B and B2C organizations trimmed costs through savings on travel and departmental expenses as well as agency costs, 53% of B2B marketers planned to reduce campaign advertising budgets. B2C marketers were less inclined to cut ad budgets, with only 44% planning to do so.

However, a greater number of B2C marketers (45%) looked to alter the marketing channel mix to reduce costs.

Ways that US B2B and B2C Companies Plan to Reduce Marketing/Ad Spending, Jan 2012 (% of respondents)

B2B marketers appeared less likely to reallocate their marketing mix—just 31% planned to do so in order to reduce marketing expenses.

Why Every Agency Needs an Earned Media Director | DigitalNext: A Blog on Emerging Media and Technology – Advertising Age

Why Every Agency Needs an Earned Media Director | DigitalNext: A Blog on Emerging Media and Technology – Advertising Age.

Breaking Down The ‘Hostile Disconnect’ Between Creative and Media

Almost every marketer today is eager to use “earned media” to build their brands online. Earned media, loosely defined as the sharing of branded content via social connections, seems like a free gift to marketers; you simply create some great content and watch it spread like wildfire.

But the reality is a bit more complicated. Creating compelling content – videos, games, contests, promotions, articles etc. – is just the first step. You then have to use paid media – online, PR, events and other media buys – to encourage the spread of your content. So earned media is not really “free” after all, and it takes a lot of expertise in media planning, buying, and measurement to get it right.

Agencies are understandably getting lots of calls from clients asking to “get on this earned media thing.” Now, agencies don’t just have to do what they’ve always done – create ads and buy media – they must also attract, motivate, and engage specific audiences with a brand’s content. Agencies have to “earn” media for their clients in addition to buying it. But who is responsible for managing earned media at an agency? Certainly, activating sharing of content is a far different role that just buying media – because it involves identifying, understanding, and measuring social audiences and their sharing patterns.

The rise of the Earned Media Director
Enter a whole new job title and, since since this is the agency business, a new acronym! The fact that agencies are hiring Earned Media Directors, or EMDs, heralds the beginning of a much more sophisticated, structured approach to deploying earned media campaigns for brands, and marks the first step in a real revolution happening within media and creative agencies.

EMDs help brands strategically plan earned media campaigns; ensure broad reach of content through paid media buys, PR, and free social distribution strategies; and measure the impact of earned media on bottom-line sales and brand reach. An EMD’s job is to guide the creation and execution of earned media campaigns – and then provide clear metrics showing the impact these earned media campaigns have on brand reach, sales, and marketing ROI.

EMDs have distinct roles at creative and media agencies, though both are tasked with uncovering all earned media channels to ensure campaigns achieve the greatest impact. At media agencies, EMDs help clients better understand which social platforms will produce the most sharing for which campaigns, and how to strategically use paid media to increase the reach of earned media campaigns. At creative agencies, EMDs help direct the full creative process from concept to execution, ensuring that campaigns incorporate the right social triggers and content to generate maximum earned media.

Many agencies are still approaching earned media as an “add on” to traditional programs, asking media planners to tack viral programs onto their jobs. However, many forward-thinking agencies are hiring EMDs. These trend-setting agencies – both creative and media – are creating entirely new, socially-focused advertising practices.

Who are they?
They’re people like Evolution Bureau’s earned media director Craig Batzofin, the creative force behind social campaigns for clients like Wrigley, Zynga, and Facebook. Batzofin describes his job in this way: “it’s about strategically planning and executing integrated brand content programs that seamlessly tie together shareable content, PR, and paid media to get our content seen and socialized.”

Or people like Chris Yeo, who is earned media director at Saatchi & Saatchi and leads efforts to amplify content reach for one of Saatchi’s largest clients, Toyota. He claims that earned media is about much more than generating tweets and Likes; it’s about generating engagement that has a measurable impact on both online and offline sales. “As the participation economy is ramping up, we’re focusing our efforts on figuring out which media tactics will have the highest capacity to drive off and online conversation for our clients,” he says.

The EMDs of the future
Earned media breaks down the former “hostile disconnect” between creative and media – and the EMD sits at the intersection of these two worlds. When agencies hire EMDs, earned media becomes more strategically woven into the fabric of brand strategy.

When it comes to earned media results – whether it’s likes, shares, or another type of engagement – brands have subscribed to the “bigger is better” mentality. While reach will always be paramount for brands, the quality of earned media engagement will also become critical. You may have 50,000 Facebook fans, but if they don’t share and influence others, what are they worth? EMDs will be important facilitators in helping brands move from a blanket goal of generating as much as earned media as possible, to one focused on generating high-quality, impactful earned media.

With dedicated leadership at the helm of earned media, the spread of content will become as important to brands as paid ads. Agencies will be tasked not just with creating entertaining and engaging videos, games, contests, and other content – but with finding ways to increase the viral reach of this content among influential audiences. A crack EMD understands what motivates people to share, and develops content that inspires them to do more of it.