Why media matters now more than ever (Source: The Drum – Thomas Minc)

Media brands around the world are stepping up to the challenges of Coronavirus. But what comes next?

The COVID-19 outbreak is a global health crisis that has upended our daily lives. With millions confined at home, agencies, clients, and the media industry as a whole will experience unknown pressures. In the world of media planning and buying, that will lead to focusing investments and partnerships on meaningful media. By creating purposeful content, or sometimes, simply financially supporting media brands that are taking the right action themselves. These are the moments when media really matters.

So, what’s the role of media within this new dynamic? With social interactions on a hiatus, media is the core tenet of our social bonds. We need to investigate the evolution of the media landscape in two steps: short-term decisions and innovations the industry made to adapt, alleviate, and support immediate needs, and later, when the dust settles, diving into the long-term changes in consumer behaviors and industry practices.

Moments like this prove that not all media are created equal and some media brands can make a genuine, meaningful difference through three missions: inform, entertain, and connect.

The informative: Some media brands have really taken the spread of the coronavirus to be the purveyor of sense and calm that the world needs. Now more than ever, to inform the population is media’s public service duty. Despite the economic factors they face, news providers are dropping their paywalls—The Atlantic, the Wall Street Journal and Bloomberg, in the US to name a few. To counteract fake news, rumors, and despicable acts like hackers creating fake coronavirus maps to infect users with malware, trust in media is the strongest guardrail. Facebook is directing users looking for information to the WHO or local health authorities and prohibiting ads related to the coronavirus to curb scaremongering as well as prevent dishonest businesses from profiteering from the outbreak.

The entertaining: Some media heavyweights are upending current business models. For example, NBCUniversal will make its theatrical releases available to rent. We will investigate over the next few weeks the long-lasting impact of such decisions. Across the industry, meaningful initiatives are happening. Organizations such as the Seattle Symphony Orchestra plans to rebroadcast earlier performances and livestream new performances. TikTok challenges of handwashing dances are going viral. Italian’s TV broadcaster RAI is helping families stuck at home by significantly increasing the amount of kids and teens shows. And it’s hard to deny that by offering free premium service in Italy to ease coronavirus pains, Pornhub is being meaningful to many.

The useful: Video-conferencing companies are facilitating use by offering free services and free access to upgrades, starting with Google unlocking premium features of Hangouts Meets. Amazon Web Services has given access to its cloud computing to (AWS) to Italian companies, nonprofits and government agencies.

It is difficult to categorize every single initiative. And more are being launched by the hour. And some are just about giving everyone a much-needed laugh like the Australian newspaper NY News printing extra pages to help out in toilet paper shortage.

Media brands around the world are stepping up. But what comes next? With contestants on the current German edition of The Bachelor unaware of the situation until a few days ago, The Truman Show doesn’t feel that far-fetched anymore. Media creation could change, live entertainment might never be the same, consumer behaviors will evolve and business models will be rethought. Our next task is to look at the long-term media implications and help brands navigate the new paradigm.

Thomas Minc is global managing director, intelligence & strategy, at Havas Media Group

How Aldi boosted retail traffic while reducing its flyer drops (‘Most effective use of Mobile’ / DADI Awards 2019 / Havas Media Group Danemark)

Havas Media Group won the ‘Most effective use of Mobile’ category at The DADI Awards 2019 with its ‘GPS data/customer mapping’ campaign for Aldi. Here, the agency reveals the challenges faced and the strategies used to deliver this successful project.

The challenge

In Denmark, the distribution of flyers was poised to be taken over by one single company, creating a monopolistic situation that would inevitably translate itself into a steep price increase, calculations put the increase at 40%.

source: https://www.thedrum.com/news/2019/12/17/how-aldi-boosted-retail-traffic-while-reducing-its-flyer-drops

Seeing that flyer distribution was a massive operation in which Aldi was ‘carpet flyering’ (dropping a flyer in every household in any given neighbourhood) in every city where there was an Aldi supermaket without any regard to targeting, the 40% increase would not be sustainable. Moreover, a recent survey in the country revealed that more than 80% of Danes don’t read Aldi’s weekly printed leaflet.

Closing the Flyer distribution operation was out of the question because despite a low share of readers, sales modelling demonstrated a positive ROI for Aldi and other discount / retail chains, despite the low share of readers.

Taking all of this into consideration, we came to the conclusion that we needed to develop a much more intelligent and cost reduced way to distribute our flyers, we needed to find a way to distribute the flyers in areas where we knew they would convert in business for Aldi, where people would read them and use them, we needed to pinpoint and target our distribution.

Moreover, we also needed to move Aldi into the 21st century with a digital flyer that would attract younger readers, reducing their dependence on printed flyers.

The strategy

We used data and technology to provide insight to optimize the distribution model for printed retail flyers. This optimization would in turn allow us to reinvest savings into the production of a digital flyer and its subsequent promotion.

This strategy would allow us to intelligently reduce the distribution of leaflets in areas with low or no potential/customers, or ad new area if relevant for each of the individual shops. The idea was to match the distribution area with the actual Aldi customers.

With the savings from reducing the printed leaflets, we initiated a digital transformation for Aldi to give them an online presence – specifically against a younger and more connected target group.

Along with increasing the number of digital readers, the online presence also had the objective of raising Aldi’s general awareness levels, and thereby also increase the number of readers of the printed version.

The campaign

We started by digitally mapping customers that shopped at each of Aldi’s 189 stores with the help of geo-data. We did this by using mobile app-data from those customers. Once they were mapped pinpointed where they lived thanks to a key insight: their night-time location – if you remained on the same location from 02-04 am, chances where that you were sleeping at home.

We were able to pinpoint where our customers lived, including at the granular level of distances from their closest ALDI Shops: :

Before the operation, the number of flyers that where being distributed numbered 1,227,656. In Q2 we reduced flyers by 310 000, this had such a minimal impact on sales that we could not really link it to the operation. In Q3, with the knowledge, experience and evaluation from the first reduction we applied a second reduction plan (we eliminated 175K) now bringing the distribution down to 742,922 households.

With close to a 50 % reduction in flyering compared to the previous year, some stores did however experience reduced turnover, so after a detailed evaluation of every single shop, including a competitive analysis and other local influential factors, the distribution was raised to approx. 860,087.

We also developed all digital assets for the digital flyer – And launched it all the while updating and optimizing products, visuals, animations etc. on a weekly basis.

The results

  • We dropped the number of flyers being distributed from 1,227,656 to 860,087, a 33% reduction.
  • We saved ALDI a significant amount of distribution budget.
  • The number of readers of the printed flyers increased for the first time in four years by 4.9%.
  • The number of readers of the digital version of ALDI’s leaflet increased by 24.1 pct. (9.1 pct. point above target/objective, 60 pct. above target).

Additionally, we managed to reach a totally new segment thanks to the digitalization of the flyer: a much more modern, younger, urban family segment that spends more than the traditional Aldi customer. In this process it instantly became very clear that urban areas had a much higher performance, when being targeted with Aldi’s digital leaflet.

This project was a winner at The DADIs 2019.

Meaningful Marketing Case: Inside Visa’s plan to keep women’s football on the global radar

Following on from a scorcher of a summer for women’s football, Visa’s head of marketing for Europe, Adrian Farina, explains how it’s working hard to maintain the buzz around the sport as it gears up for the Uefa Champion’s League and Tokyo 2020 as part of a purpose-led brand strategy that’s already paying off.

Visa made history last year when it inked a seven-year deal with Uefa to sponsor all of its women’s competitions, including the Champion’s League and the Women’s Euros. The contract is part of a wider global commitment to the women’s game, which has also seen the financial brand enter a five-year sponsorship agreement with the US Soccer Foundation and the US Women’s National Team through to 2023.

The payments tech giant, an official Fifa partner, supported the Women’s World Cup in June too – matching its marketing spend for the tournament with the investment it funnelled the men’s World Cup in Russia 2018.

Official figures show that a combined 1.12 billion viewers tuned into official broadcast coverage of the Women’s World Cup from Lyon, France; meaning sponsors reached a record number of eyeballs.

With pitches now frosted over and the Champion’s League not kicking off until May, it’s been all too easy for advertisers put the women’s game on the bench in the meantime – but Visa’s head of marketing for Europe, Adrian Farina, says it’s firmly focused on “filling in the gaps” between tentpole events.

“We didn’t even think about walking away after the World Cup,” he tells The Drum. “The worst mistake would be for us to see this as a short-term thing.

“Many brands did that, unfortunately. They came last minute and disappeared or signed a deal and didn’t do anything to activate it, it was a good press release and that was it.

“We [aren’t just investing in women’s football] to gain press coverage, we truly believe in it. We signed a seven-year deal with Uefa frankly because it’s the longest we could sign. But we actually don’t think seven years is enough.”

To help it maintain its association with the game and fuel the buzz around it in Europe, Visa announced plans in March to support seventeen players it said aligned with its brand values of “acceptance, inclusion and innovation”. The year-round programme is designed to put Visa at the forefront of a “cultural shift” by pooling soccer stars together to create a unified voice that champions the game and inspires the next generation of players.

Among those on the European ‘Team Visa’ roster are Nikita Parris, Kim Little and Eugenie Le Sommer. The business has been supporting these athletes on and off the pitch. Last week, for instance, it gathered them together in its London HQ for a two-day summit that included training from Instagram on how to use social media to tell their stories and boost their profile. Press were also invited to speak to the players.

Though brands often feel a certain amount of trepidation about attaching themselves to sporting personalities, Farina says Team Visa has been different.

“It’s such a breath of fresh air because those discussions don’t happen. We don’t just want [to work with these] players because of how big they are, we want to work with them because of what they represent and what they can achieve. We spend zero time talking about the potential risks because they’re fantastic.”

As for how this purpose-driven initiative stands to elevate Visa’s own brand, Farina says the firm is measuring whether its association with the women’s game is helping consumers perceive Visa as a business that stands for positive change in society, instead of just a technology they use daily.

Making the Euros ‘bigger than the World Cup’

“Most of what we’re doing is visible, but there’s a lot we’re doing that isn’t visible. We’re working with the federations, working with the players, asking how we prepare for the Euros,” he adds.

Though the Champion’s League final is scheduled for May, the Uefa Euro 2021 – which will be hosted by England – is a huge priority for Farina’s team.

“We want to make it even bigger than the World Cup, that’s our ambition. We’re working with sponsors, federations, people we don’t even have a commercial relationship with just to bring more brains into the fold.”

The brand is even engaging broadcasters in discussions about how to further profile of women’s football.

“The issue right now is that there’s a lot of hype around the visibility the World Cup offers,” he explains.

“We’ll probably see [some coverage] here in England, Poland and Sweden during the 2020 Olympics because those teams are qualified [for the women’s football competitions] but then there’s nothing … the broadcasters have the rights for the big tournaments but they’re also the ones who can help fill in the gaps in between.”

Tokyo 2020 and beyond

If its Uefa deal seems short to Farina it’s because Visa is not a stranger to long-term partnerships. It’s been the official payment partner of the International Olympic Committee (IOC) since 1986 and recently extended that sponsorship through to 2032.

The brand’s global Team Visa Tokyo 2020 roster includes USA captain Megan Rapinoe and the marketer says the brand is “extremely excited” to activate around the event: “It’s a moment where the world comes together and it’s sub brand that stands for universal acceptance,” he adds.

Though the brand’s World Cup creative from Saatchi & Saatchi – ‘One Moment Can Change the Game’ – was firmly focused on telling the individual stories and advertises of the athletes it supports, Visa hasn’t yet decided if it will go down the same route for the Olympics or other major tournaments.

“We liked that narrative,” Farina says, “It’s a good platform that has potential but we don’t have the campaigns ready yet for Tokyo or the Champion’s League Final but we felt that campaign was good territory and I wouldn’t be surprised if we continued down that route.”

As for the Olympics, Farina sees potential to collaborate with recently-unveiled headline sponsor Airbnb as a “natural partner” given the pair’s investments in technology and experiences.

“It’s a business that has been flourishing, it’s focused on experiences which has an interesting correlation with Team Visa. I expect more cool things happening, especially with new sponsors like that who are in for the long run.”

“There’s a natural connection between Airbnb’s business and ours.”

The World’s Most Popular Web Sites – Business Insider

The World’s Most Popular Web Sites – Business Insider.

A map developed by two Oxford Internet Institute researchers uses Internet traffic data from Alexa to determine each country’s most-visited website, Drew DeSilver of Pew Research reports.

The countries look funny because each one is scaled to number of Internet users it has.

The results are fascinating: Google dominates most of North America, Europe, south Asia and the south Pacific while Facebook wins out in the Spanish-speaking parts of the America, the Middle East, and North Africa.

Researchers Mark Graham and Stefano De Sabbata note that among the 50 countries where Facebook is listed as the most-visited visited site, Google or YouTube (which Google has owned since 2006) came in second.

Yandex accommodates three-fifths of Russia’s search traffic. Yahoo takes Japan and Taiwan.

And all that green explains why Baidu became the first Chinese company  on the NASDAQ-100 index. 

popular web sites

Read more: http://www.businessinsider.com/the-worlds-most-popular-web-sites-2013-10#ixzz2glC0r6jH