Ads on smartphones growing, but marketers still learning mobile medium –

Ads on smartphones growing, but marketers still learning mobile medium –


Ads on smartphones are so small that an irritating problem has emerged: “fat finger” syndrome. The ailment is caused by accidentally clicking on a banner ad as your finger scrolls through a mobile website or app.

Google, a big seller of mobile ads, has come up with a makeshift cure: If your finger merely slides on the outer border of an ad, the search giant will prompt you to verify whether you meant to click on it.

The blip says a lot about the state of mobile advertising. Advertisers are spending more money on mobile marketing, but the tracking and measurement tools are still immature. Smaller screens also are challenging marketers to come up with creative and innovative ways to reach consumers without annoying them with tiny banner ads.

So far, the powerful promise of mobile, offering the opportunity to pop relevant deals onscreen at the moment consumers are in the time and place to spend, has gone largely unrealized. Technology companies like Google Inc., marketers and advertising firms have tested advances such as geolocation, but adoption has been limited.

“Mobile advertising is in a really weird place right now,” said Melissa Parrish, a senior analyst at Forrester Research, the technology research firm. “Is it online paid advertising made little? That’s the way it’s largely been approached. But in 2013, I hope (advertisers) start to move beyond that thinking. Mobile is special.”

The highest concentration of smartphone users is the 25 to 34 age group, one of the most coveted demographics for advertisers. Overall, 45 percent of American adults have a smartphone, according to the Pew Research Center.

The rapid penetration of smartphones — Apple introduced the iPhone just five years ago — has created a new medium that marketers have scrambled to learn. One research firm estimates that in 2012 mobile ad spending will nearly triple what was spent last year, topping $4 billion. Despite the explosive growth, businesses are devoting a relatively small piece of their total advertising dollars to mobile ads — 2.4 percent this year, according to eMarketer, which tracks display, search and messaged-based ads.

But eMarketer predicts mobile will grow 77 percent next year and reach an 11 percent share of total U.S. ad spending by 2016, overtaking radio and newspapers and making up more than one-third of all digital advertising.

“Mobile has seemingly always been in test mode,” said Kurt Unkel, president of the VivaKi Nerve Center, a research and development arm within the Publicis Groupe, a French advertising firm. “But there does seem to be momentum based on volume and key companies focused on mobile.”

Those companies include the tech giants familiar to everyone: Google and Facebook. A lot of the growth this year in mobile advertising has been fueled by Facebook, which reported $152 million in mobile ad revenues in the third quarter after starting from scratch this year. It generated 14 percent of its total advertising revenue from mobile.

Facebook is just beginning to tap the potential in mobile. The social network says 60 percent of its active users log in on phones.

Growth in mobile ads

( Tribune, Tribune / December 24, 2012 )


Google, parent of Motorola Mobility, is the largest player in mobile ads because of its dominance in the $2 billion mobile search market. The company says it’s on track to generate $8 billion a year from mobile ads and apps and media sold through its Google Play store.

A big challenge for publishers and other ad sellers is that advertisers pay less for ads on mobile devices than for online ads on desktops. There are several reasons. There is more supply of mobile ad space than there are buyers. And it is harder to track whether people make a purchase after they see a mobile ad.

But smartphones offer marketers something that desktops don’t: the ability to target users on the go. Advertisers are trying to figure out what consumers want when they are on the train, walking down the street or sitting in a coffee shop — and squeeze it into a small screen.

Deerfield-based Walgreen Co. has used mobile ads to encourage consumers to download its smartphone application for refilling prescriptions and editing and ordering photos. The drugstore chain also is targeting special offers to its mobile customers. On Black Friday, for example, Walgreen plugged in a digital “scratch off” game into its mobile app that provided discounts for Starbucks coffee products.

The goals of the app are to increase customer engagement and drive consumers into stores, said Tim McCauley, senior director of mobile commerce at Walgreen.

The app, while it brings a lot of utility to Walgreen customers, also serves as an ad for the retailer, said Unkel of VivaKi.

“Apps are becoming the brand experience for consumers,” Unkel said. “To me, that’s the most compelling thing in mobile as it relates to advertising.”

Also gaining traction in mobile advertising are targeting consumers by location to take advantage of GPS features on mobile devices. Foursquare, a mobile check-in app, has begun selling ads to merchants to provide loyal customers with coupons or updates about new products. The next big thing in location-based ads is matching place with consumer behavior so people receive relevant coupons or daily deals.

“Mobile is presenting new marketing opportunities that never existed before,” said Greg Stuart, chief executive of the Mobile Marketing Association. “Consumers have changed, and marketers have to catch up.”


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SoLoMo 2012 : focus sur 2 campagnes clés ! | stratégie communication cross media et Solomo

SoLoMo 2012 : focus sur 2 campagnes clés ! | stratégie communication cross media et Solomo.

Ce n’est pas une nouveauté, le SoLoMo, que l’on a déjà mentionné lors de notre étude concernant laCommunication Solomo, fait désormais partie intégrante des stratégies mises en place au service du marketing relationnel. Son attractivité résulte d’un savant mélange alliant expériences réelles et  virtuellesPar sa dimension interactive et ses complémentarités sociales, locales et mobiles, il offre un nouveau souffle aux stratégies cross media.

Le SoLoMo alimente le débat, certes, mais comment l’appliquer intelligemment ? Orange et La Redoute, deux pionniers des stratégies digitales rejoignent le mouvement Solomo et nous éclairent sur la question.

  • Orange et Foursquare : le nouveau duo du SOLOMO !

Quoi de plus logique, pour une marque de téléphonie mobile, d’investir dans la communication SoLoMo ? Avec son concours « Faites tomber la couronne », Orange s’invite sur Foursquare et convie le grand public à  remporter un chèque cadeau de 100€ ! Une belle initiative qui démontre l’intérêt d’une stratégie SoLoMo au service de l’événementiel, abordée lors de notre analyse « Du SoLoMo dans votre événement ? ».

En complétant sa stratégie de communication cross media par une présence digitale sur Foursquare, cet été, Orange a repris des couleurs ! Du 11 juin au 7 juillet dernier, l’opérateur s’est lancé dans l’aventure Sociale Locale et Mobile en organisant son premier concours de check-ins. L’opération événementielle « Faites tomber la couronne », annoncée sur les réseaux sociaux  et destinée à une cible hyper connectée, avide de divertissements et de bons plans,  consistait à booster le trafic sur ses points de vente, conquérir de nouveaux clients et fidéliser grâce à la géolocalisation.

L’objectif / la démarche :

– Devenir le « Mayor de la semaine » et remporter un chèque cadeau « Ticket infini » de 100€ en se géolocalisant au sein d’une boutique Orange.

Complémentaires, les 3 dimensions SoLoMo de cette action s’harmonisent comme suit :

– Sociale : la marque Orange se socialise sur Foursquare, et plus généralement, sur les réseaux sociaux (puisque l’opération y est annoncée et relayée).
– Locale : avec cet événement de proximité, Orange propose à tous de partager sa géolocalisation au sein d’une boutique Orange, en temps réel.
 Mobile : Orange se positionne sur Foursquare, un réseau de partage de contenu accessible uniquement depuis son smartphone.

En jouant sur la mobilité via un mécanisme ludique, Orange veille ainsi à faire évoluer sa relation client : chaque participant au concours se transforme en ambassadeur grâce à la fonction de partage des check-ins. Par cette opération SoLoMo Orange bénéficie également d’une image de marque connectée et modernisée, qui promet d’élargir sa cible, encore largement professionnelle.

  • La Redoute Street Shopping : une chasse au trésor « so SOLOMO » !

Après avoir lancé ses 11 boutiques virtuelles présentant sa Collection Automne-Hiver 2012, La Redoute parfait sa stratégie digitale et s’engage sur le chemin du solomo et du social gaming en organisant une chasse au trésor grandeur nature destinée à la gent féminine et autres shopaholics connectés, mobiles et joueurs !

Du 22 juin au 11 juillet dernier, la célèbre marque de vente à distance s’est en effet livrée à la mise en place d’une opération Sociale Locale Mobile nationale baptisée « Street Shopping by La Redoute » : 56 villes concernées et 372 cadeaux à la clé ! Une opération SoLoMo téléguidée par une application iPhone et Androïd créée à cet effet.

But de l’opération :

– Promouvoir la nouvelle collection automne/hiver du site marchand à travers une opération de « street mobile shopping » divertissante.
– Enrichir l’expérience shopping des internautes via le m-commerce

Le principe :

– Découvrir les cachettes virtuelles les plus proches de chez soi  à l’aide de la géolocalisation : à chaque visite d’une nouvelle cachette, des points sont cumulés et augmentent les chances de gain des participants lors du tirage au sort final : 1500 € de bons d’achat la clé !

Cette chasse au trésor « by La Redoute » célèbre le caractère incontournable du mobile, élément central de la campagne et fer de lance du SoLoMo.

Au sein de cette campagne, les 3 dimensions emblématiques du SoLoMo se décomposent comme suit :

– Social : inscription à l’opération depuis Facebook Connect et relai de l’événement depuis l’application Facebook.
– Local : géolocalisation des zones où se situent les cadeaux à gagner.
– Mobile : un parcours guidé grâce à l’application gratuite pour iPhone et  Androïd.

Qu’il s’agisse d’un réseau d’enseignes physiques, d’un retailer ou encore d’un pureplayer, le SoLoMo s’avère être un outil complet et incontournable dans la mise en place de stratégies cross media. Il  permet notamment de :

– Développer sa notoriété par son pouvoir viral
– Personnaliser la relation client grâce à la géolocalisation
– Dynamiser le parcours client en assurant des passerelles online – offline et en jouant sur la digitalisation du point de vente pour renforcer la synergie entre les différents canaux de distribution.
– Conquérir et fidéliser en créant une nouvelle expérience shopping, grâce à des dispositifs plus ludiques les uns que les autres.

Turn Your City Into a Monopoly Board With Foursquare-Based Game

Turn Your City Into a Monopoly Board With Foursquare-Based Game.

August 2, 2012 by 

As of Thursday morning I own the Moscone Center. The Mashable office in San Francisco is also mine, as well as a a pretty popular bar across the street from my apartment. Tonight I have my sights set on picking up AT&T Park.

All these acquisitions are part of a new game called Turf. Think of it as Monopoly set on top of Foursquare. The game allows you to buy up property in your neighborhood, purchase add-ons such as additional floors, and earn virtual rewards in the process.

Funded by a Kickstarter campaign earlier this year, the game is way different than anything you’ve played every before. “Real world Monopoly” is the one-liner that founder Michael Tseng has used to describe the game.

That description covers the basic premise of Turf, but under the surface you’ll find a much more interesting and complex game.

“When we put out Turf we looked at all the things we like about games,” says Tseng. “When people think casual games they think FarmVille, and we’re not FarmVille. When they think mobile games, they think Angry Birds.

Turf isn’t about five to ten minutes of addition and endorphin rush — it’s a much slower game, but I think it’s just as rewarding.”

SEE ALSO: Why Location-Based Gaming is the Next Killer App 

Locations in Turf are populated from Foursquare’s database. Checking in to a location on Turf earns you coins or crystals as well as experience points, and every location in your city is essentially up for grabs for ownership.

“We took the whole concept of mayorship from Foursquare and we added to it,” says Tseng.

Purchases are made not by price and instead by chance. Buying a location involves spinning a virtual slot machine. Each spin costs a certain amount of coins. Stopping on a “Win” square will win you the location from its current owner; stopping on a “Lose” means you’ll have to try again.

The odds of winning a spin and the cost of a spin vary depending on the property in question and what its current owner has done to it.

Properties can be enhanced for instance with additional floors. Each floor makes your property more valuable, earns you more money in rent, and makes it harder for someone to steal it from you. Construction takes time though, adding a new floor to your acquisition will take at least a few hours.

In the beginning a spin on a location just costs 100 coins. If a location is full built out, then that same spin will cost 8000.

“We’ve found that people will sometimes spend half a million coins to get a location,” says Tseng. Coins can be accumulated from checking in at locations, collecting rent from properties you own, and from converting crystals -– which can be randomly found at some locations -– into coins.

Checking in to a location often (the game takes into account your check-ins over the past 20 days) will also increate your chances of snagging a location from another player.

As you play the game you also earn trophies that can be displayed on a virtual shelf and advance levels as a geographer. Trophies can be displayed in any way you choose.

One of the trophies is an arcade box that the company hopes to eventually bring out mini-games for. That would mean you could visit your friend’s trophy shelf and play a game.

“The way we think about it is that Turf is going to be a platform where we intend to release expansions on top,” says Tseng. “We don’t think of it as this one time game, that we’re going to build and release and people are going to play it.

“We think of it more like World of Warcraft — if on day one we told everyone to pick up hammers and wood and start building. Everyone is building the world for us.”

In a few months Tseng aims to release an update — one that expands the game from taking over just single locations into taking over turfs.

The games also won’t just stop at Turf. “Our hope is to create full-fledged game company,” say Tseng.

Turf is available now in the App store.

Facebook, Twitter and Foursquare as Corporate Focus Groups –

Facebook, Twitter and Foursquare as Corporate Focus Groups –



Frito-Lay is developing a new potato chip flavor, which, in the old days, would have involved a series of focus groups, research and trend analysis.

Peter DaSilva for The New York Times

Ravi Raj, standing, of @WalmartLabs with Pankaj Risbood and Ken Turner examining social media data.


The Frito-Lay Do Us a Flavor contest on the company’s app.

Now, it uses Facebook.

Visitors to the new Lay’s Facebook app are asked to suggest new flavors and click an “I’d Eat That” button to register their preferences. So far, the results show that a beer-battered onion-ring flavor is popular in California and Ohio, while a churros flavor is a hit in New York.

“It’s a new way of getting consumer research,” said Ann Mukherjee, chief marketing officer of Frito-Lay North America. “We’re going to get a ton of new ideas.”

While consumers may think of social media sites like Facebook, Twitter and Foursquare as places to post musings and interact with friends, companies like Wal-Mart and Samuel Adams are turning them into extensions of market research departments. And companies are just beginning to figure out how to use the enormous amount of information available.

When Wal-Mart wanted to know whether to stock lollipop-shaped cake makers in its stores, it studied Twitter chatter. Estée Lauder’s MAC Cosmetics brand asked social media users to vote on which discontinued shades to bring back. The stuffed-animal brand Squishable solicited Facebook feedback before settling on the final version of a new toy. And Samuel Adams asked users to vote on yeast, hops, color and other qualities to create a crowdsourced beer, an American red ale called B’Austin Ale that got rave reviews.

“It tells us exactly what customers are interested in,” said Elizabeth Francis, chief marketing officer of the Gilt Groupe. Gilt asks customers to vote on which products to include in a sale, and sets up Facebook chats between engineers and customers to help refine products. “It’s amazing that we can get that kind of real feedback, as opposed to speculating,” Ms. Francis said.

Wal-Mart acquired the social media company Kosmix last year for an estimated $300 million, chiefly because of Kosmix’s ability to extract trends from social media conversations.

The unit, now called @WalmartLabs, looks at Twitter posts, public Facebook posts and search terms on, among other cues, to help Wal-Mart refine what it sells. Its technology can identify the context of words, distinguishing “Salt,” the Angelina Jolie movie, from salt, the seasoning, for example. It sets baselines for what a normal level of buzz around, say, electronics or toys is, so it can measure when interest is getting high. It also analyzes sentiment, because if people overwhelmingly dislike a new video game, ordering pallets of the game is not a great bet.

“There’s mountains and mountains of data being created in social media,” said Ravi Raj, vice president for products for @WalmartLabs, adding that the company used the data to decide what merchandise to carry where.

In one of its first analyses, performed last summer, @WalmartLabs found that cake pops — small bites of cake on lollipop sticks — were becoming popular. “Starbucks had just started getting them in their cafes, and people were talking a lot about it,” Mr. Raj said.

His team alerted merchants at Wal-Mart headquarters. The merchants had also heard about the product, and decided to carry cake-pop makers in Walmart stores. They were popular enough that the company plans to bring them back this holiday season.

More recently, @WalmartLabs found that enthusiasm for “The Avengers” and “The Dark Knight Rises” was surging before the movies were released, and suggested that stores increase their orders of related merchandise. And after Walmart started carrying a spicy chip called Takis, @WalmartLabs found that most of the positive chatter about it was coming from California and the Southwest.

The merchants, judging that they could sell additional products in those states, commissioned a similar spicy chip from Walmart’s private-label brand and hurried to introduce another, called Dinamita, from Doritos. Walmart began selling both lines in California and the Southwest earlier this year, and is now adding them to other stores.

For Frito-Lay, seeking product ideas on Facebook, via the Lay’s Do Us a Flavor app, has a few advantages.

Once the company sees what is popular and where, it can tailor its products to specific areas of the country. While Frito-Lay will produce three of the flavors from its contest and give a $1 million prize to the creator of one of those flavors, Ms. Mukherjee said the company would also study other suggestions. “This is a real competitive edge for us,” she said.

Frito-Lay has already run the contest overseas, resulting in chip flavors like hot and spicy crab in Thailand and pickled cucumber in Serbia.

The social media approach also attracts younger customers. People who sign up for focus groups or consumer panels are generally not young fad followers, but Facebook users often are, so adding social media to the mix lets Frito-Lay get a wide range of consumer feedback.

Kohl’s, which started asking its Facebook fans in July to pick products for inclusion in sales, said those fans were more heavily represented than its overall customer base in the 18-to-24 demographic.

Marketers are trying to find a balance between privacy concerns and the rich data available online. Mr. Raj said Wal-Mart analyzed only Facebook posts that users made public. On the other hand, apps like Frito-Lay’s require access to a user’s location, gender, birthday, photos, list of friends and status updates; the products for which he or she has clicked “like”; and more.

For the most part, when someone uses a brand’s Facebook app, the brand can obtain a range of personal information, said Mark LaRow, senior vice president for products at the software company MicroStrategy. MicroStrategy has built its own app, Wisdom Network, that can gain access to about 13 million private Facebook profiles once a user gives it permission.

The app gathers information about users and their friends. Marketers might use the data to see what current or potential customers do and like, or what rich customers prefer versus poorer ones. (MicroStrategy cross-references app users’ job titles and locations, part of the standard information Facebook asks for, to estimate their likely salaries.)

For instance, Mr. LaRow said that if the soccer team FC Barcelona, a MicroStrategy client, saw that a large number of its fans liked the actor Vin Diesel, it might pursue new partnerships.

Not everyone is a believer in data alone. “Data can’t tell you where the world is headed,” said Lara Lee, chief innovation and operating officer at the design consultancy Continuum, which helped design the Swiffer and the One Laptop per Child project.

But companies using data from social media said the ability to see what consumers do, want and are talking about on such a big scale, without consumers necessarily knowing the companies are listening in, was unprecedented. “This is like the biggest focus group someone could ever imagine,” Mr. LaRow said.


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Everything You Need to Know About Foursquare’s New Merchant Tools

Everything You Need to Know About Foursquare’s New Merchant Tools.

This post originally appeared on the American Express OPEN Forum, where Mashable regularly contributes articles about leveraging social media and technology in small business.

Last week, Foursquare announced a slew of new merchant tools that give business owners more power than ever before to communicate with their customers through the location-based platform. Before, business owners could claim their venues, set up a special and let the platform take it from there — it was more of a passive marketing tool. The new additions make Foursquare‘s local updates far more dynamic, and they leverage location-based marketing in a more targeted way than Facebook and Twitter. The revamp has several parts:

  • Updates — Share photos, specials and news to nearby customers, a la tweets or Facebook status updates
  • Specials — Create and manage Foursquare specials (no change here, aside from a sleeker interface)
  • Dashboard — See stats about who checked in, and how your venue traffic changes from month to month
  • Tools — Manage your business’ presence on Foursquare, including adding new managers and editing your venues.

Below, we give you skinny on what you need to know and how to take advantage of the platform.

Foursquare : Mises à jour sponsorisées pour attirer les clients – WebLife

Foursquare : Mises à jour sponsorisées pour attirer les clients – WebLife.

Foursquare : Mises à jour sponsorisées pour attirer les clients

Foursquare lançait la semaine passée les mises à jour locales (Local Updates), offrant aux managers de lieux la possibilité d’interagir avec leurs clients de façon régulière au travers de statuts, photos ou encore spéciales. Pour rappel, ces updates apparaissent à différents niveaux (flux, page du lieu ou news) dans l’application selon les cas de figure.

Présentation des mises à jour locales en vidéo :

Une excellente façon de garder le contact avec ses clients, réguliers ou non, sans dépenser un centime. Cette fonctionnalité ne concerne que les lieux commerciaux et en aucun cas des lieux privés.

Foursquare annonce aujourd’hui les mises à jour sponsorisées (Promoted Updates). L’idée étant de permettre aux entreprises prêtes à payer d’acquérir de nouveaux clients se trouvant à proximité géographiquement parlant. Plus exactement, à l’instar de ce que fait d’ores et déjà le géant de la recherche au travers de Google AdWords, il s’agit de faire apparaître lesdites sociétés dans les résultats de recherche via l’onglet explorer grâce aux mots clésspécifiés. L’update peut tout aussi bien être déclinée sous la forme d’une offre spéciale apportant réduction (Promoted Specials) qu’une présentation de nouveau produit ou plat (Promoted Updates).

Foursquare : Promoted updates

Pour le moment seules près de vingt entreprises triées sur le volet, dont Gap, Best Buy ou encore Hilton, ont la possibilité de bénéficier de ces updates sponsorisées pour lesquelles elles paient d’ailleurs à l’action de l’utilisateur et non à l’affichage.

A noter finalement qu’un million de marchands supplémentaires, tous inscrits au programme pilote, pourront en profiter de ces mises à jour sponsorisées dans les mois à venir.

Via & Via

Norauto lance un « Social Wall » à l’entrée du siège de l’enseigne | golem13 |

Norauto lance un « Social Wall » à l’entrée du siège de l’enseigne | golem13 |.

FRANCE – NORAUTO, leader du centre automobile en France, accompagné de l’agence On Prend Un Café, spécialisée en e-réputation et marketing social, présente aujourd’hui son nouveau projet de Social Media Wall.

La Norauto Social Experience, exposée à l’entrée du siège de l’enseigne (Lesquin, Nord), permet de sensibiliser les collaborateurs de l’entreprise à ce qu’il se dit sur les médias sociaux, en temps réel. En effet, forte de plus de 160 000 fans sur sa page Facebook, la marque a ressenti le besoin d’impliquer ses collaborateurs dans la stratégie social media, en découle l’initiative de lancement de ce projet.

Le Social Media Wall de Norauto se compose de trois écrans :

  • L’écran de gauche reprend l’ensemble du contenu et des interactions générés via Twitter et Foursquare avec notamment les derniers tweets #norauto, les derniers check-ins, le mayor foursquare et les « specials » du lieu.
  • L’écran du milieu propose une vue d’ensemble sur la stratégie sociale de la marque via ses dernières statistiques.
  • Enfin, le dernier, propose lui les contenus et interactions de Facebook et Instagram.

Ce projet a destination d’une communication interne dans un premier temps peu donner vie, à moyen terme, à une duplication de l’expérience sociale dans les points de vente de l’enseigne.

Ce projet a destination d’une communication interne dans un premier temps peu donner vie, à moyen terme, à une duplication de l’expérience sociale dans les points de vente de l’enseigne.