|09/23/2014||San francisco CA|
|09/30/2014||New York NY|
|10/02/2014||New York NY|
|10/07/2014 - 10/08/2014||New York NY|
|10/21/2014 - 10/22/2014||Chicago IL|
|10/26/2014 - 10/28/2014||Stone Mountain Georgia|
|10/28/2014 - 10/29/2014||New York NY|
|11/11/2014||San Jose CA|
There’s no doubt that we’re living in an increasingly multilingual society. It actually takes 20 languages to communicate with 80% of the world’s online population. However, according to a report from Common Sense Advisory (CSA), content in English has dominated the web “while companies have catered to Anglophone markets and the enormous spending they generate”. Despite this, English isn’t in fact the only prime language of ecommerce.
When it comes to business, people like being marketed to in their native language and, more often than not, that’s not English. We’ve commissioned a year-long study into the behaviour of the millennial generation (aged 18-36) looking at how their behaviour is forcing businesses to adapt their digital marketing approaches. A key focus for us within this has been the impact language has on marketing techniques. We surveyed 1,800 millennials and found that 32% of the millennial generation in English-speaking markets actually prefer a language other than English. What’s more, 46% are more likely to make a purchase if information is presented in their preferred language. These findings are supported by the CSA’s report which highlighted that 75% of online shoppers are more likely to buy products from websites in their language and 74% are more likely to purchase from the same brand again, if the after-sales care is in their mother tongue.
More so than any generation previously, it’s the millennials who are causing the biggest headache for marketers. They’re far more demanding than their predecessors and expect content to be delivered to them across their preferred device, channel and more importantly, in their preferred language. Figures like those above demonstrate just how language needs to be an integral part of any global digital marketing and customer experience strategy. If you don’t have this factored in then you risk alienating a significant proportion of your target audience, reducing the likelihood of driving brand advocacy and sales.
But how can marketers easily deliver high-quality multilingual content to their customers? It often seems particularly difficult to accomplish this in such a fast-moving, multinational market where millennials interact online and through social media. Digital marketers need to implement solutions that will enable them to translate potentially high volumes of high quality content into multiple languages, and deliver this at speed.
A great example of a business committed to offering its customers this service is B2B travel providerGTA, part of the Kuoni Group. GTA is growing fast, with already thousands of customers in 185 countries worldwide and processes over 21,000 bookings per day in more than 25 languages online. The company has recognised the importance of localising its content – tens of thousands of hotel and ground travel descriptions – to its global customer base, particularly as it continues to grow exponentially. It aims to deliver a seamless and personalised customer experience by addressing cultural differences.
GE’s newly introduced free-standing Profile Series gas and electric range is so tuned in to consumers’ needs, you almost start to think of it as a friend, not an appliance. If you have a smartphone, it will check to make sure you turned it off before you left for a busy day, or start preheating on your way home from work — just like a good friend with the keys to your house. It actually performs a multitude of other tasks but as someone who has rushed home during lunch on more than one occasion to make sure the house hadn’t mistakenly burned down, I must say that that “check the stove” feature is a home run.
So yes, I do want it as a friend. And you, as a company whose CRM system and approach is ever-evolving with the times, should be getting ready for the day when I do call it friend. Or at least I start relying on it for far more than an ease-my-mind safety check.
IoT must include CRM
Consumer products, in this environment, will be far more than just inanimate objects. They will be part salesperson and part customer service rep. They’ll even do a bit of cross-selling and upselling for you if the situation is right.
“Today, if you have problem with a product, you go to a support website, call or video chat with a live agent, or walk into a store,” Chuck Ganapathi, founder of a company called Tactile, tells CITEworld. Advances in software, hardware, and even biology, though, will kill off this model of customer service. Eventually, he predicts, “every product — no matter the cost or size — will have an embedded agent in it. Not a human, but a piece of intelligent software that is running on nanoscale electronics or bioelectronics.”
In fact, this scenario is already here, Ganapathi says.
“Companies are already building pills that tell your doctor whether you are taking your medication as prescribed. We already have washing machines that email you when it’s oversudsing because you added too much detergent. As we learn how to shrink electronics to fit under your skin and make circuits out of bacteria, every product can become as sensor-filled, personalized and interactive as your iPhone.”
Couple those advancements with such evolving software techniques as machine learning and natural language processing, and you get embedded agents that can mimic the intelligence of a human agent, Ganapathi concludes.
These CRM-infused devices will also be revenue generators, predicts Aaron Fulkerson, the CEO of MindTouch. These devices will know their “human” very well — including his or her limitations and possible interests, Fulkerson tells CITEworld.
Next year will be my twentieth in digital news. From the start, I had an underlying disposition that digital news consumers — sports or otherwise — wanted their content easily digestible: brief, formatted, convenient.
Five years in, that was the inspiration for the Daily Quickie, my column on ESPN.com. Ten years later, that was the soul of Quickish — a startup built around a quick-hit stream of editor-curated “money quotes” on the biggest news topics.
That was my biggest bet yet that news was reaching a terminal velocity of format — the “atomic unit of content” in the form of, say, a tweet (or, as Quartz’s Zach Seward has put it, a Thing.)
I misjudged — I didn’t think nearly radically enough. The quick-hit stream of Twitter or the Facebook News Feed is giving way to a largely agnostic, mostly opt-in “notification layer” on top of the phone screen.
And yet even that notification layer feels larded in the context of the single-most-interesting media-industry detail from yesterday’s Apple presentation: We are about to enter the era of “glance journalism.”
“Glance” is the name of the feature of the Apple Watch that let Watch-wearers skim through a series of not-quite-notifications. Maybe they are notifications, but only as a subset of a new class of ultra-brief news.
“Atomic unit” was a helpful metaphor, but we’re now talking about the proton/neutron level. Glance journalism makes tweets look like longform, typical news notifications (and even innovative atomized news apps) look like endless scroll, and Seward’s list of essential Things (chart, gif, quote, stat) look unresponsive.
We know young consumers are picky, and not always easy to please when it comes to marketing. Sometimes a campaign can be so close to getting it right, but the slightest detail stands out to turn them off. From hashtag misuse to gender stereotyping missteps, marketing to young consumers sometimes feels like a land mine of mistakes—especially when targeting a generation who has no problem telling you when you’ve got it wrong. As we say so often, understanding the way that Millennials see themselves is a vital part to messaging to them in the right way. Here are two recent campaigns that are just missing the mark with Millennials, and why.
Gap’s “Dress Normal”
When we asked Millennials 13-24-years-old what they think of Gap’s new “Dress Normal” ads, 67% gave it a thumbs down. Online, the reactions have ranged from confusion to tongue-in-cheek analysis of what exactly it means, and of course inevitable references to normcore (which probably wouldn’t have been good inspiration). Gap Global Chief Marketing Officer Seth Farbman told BuzzFeed, “We wanted it absolutely to be a provocation—what does ‘Dress Normal’ mean to each individual? I think that certainly when it’s paired with photography and paired with some of the headlines, people will understand that it’s about dressing the way you want to.” Unfortunately, the tagline, “Dress Normal,” paired with actors dressed fairly blandly does not call up feelings of individuality, and the tagline instead feels like a directive to choose clothing that doesn’t stand out.
Why It Missed the Mark: As Refinery 29 pointed out, today’s teens are not looking for conformity. Sure they want to “fit in” in some ways, but while looking unique, and they have so many resources—from ModCloth to ASOS and beyond—online that allow them to find clothing that lets them stand out in the right way. This season, we’ve seen tweens arming themselves with spiked backpacks, and 20-something women donning glittery temporary tattoos. Normal is not a motivator. The idea of dressing “like yourself” would be far more likely to resonate, and unfortunately, though that might be Gap’s ultimate message here, it’s lost under the hints at conventionality.
The job of turning that aspiration into a reality is fraught with obstacles – some self-imposed and others dictated upon marketers by their organisations. Business leaders speaking at The Marketing Academy’s inaugural “Inspire” event in London this week outlined the five challenges and how they can be overcome in order for marketers to get to the top of their careers.
Mistake #1: marketers are underselling marketing
Marketers are “best placed” to become future CEOs, but they need to reframe how they and the skills they have are seen within the business, according to founding partner of creative agency 101 Phil Rumbol, who also draws on his experience as marketing director at Cadbury and alcohol giant InBev.
He said: “Part of the problem is too often people equate marketing to advertising and promotions, but I think marketing is about a whole lot more than that. It’s about doing things that make a brand or service relevant, but the whole image of marketing is skewed to the fluffy, spin, marketing men getting people to buy things they don’t really want. Marketers need to go back to basics and use [and talk about] advertising once the core and basics are as strong as they can possibly be.
That warped image of what a marketer does (or should be doing) in their role, is affecting their ability to influence the finance director.
As Rory Sutherland, executive creative director and vice chairman of OgilvyOne, acerbically framed it: “There’s a danger marketers are suffering from kind of Stockholm Syndrome, it’s a bit like being [Josef] Fritzl’s [- found guilty of imprisoning his daughter for 24 years, alongside four of the children he had fathered with her -] children to the finance director. It’s been going on for so long [marketers] have started to take on some of the attributes of their oppressors”.
The result has seen marketers trying to speak the “deranged” language of economists – a lexicon that implies human behaviour is predictable – in justifying their actions, which means many finance directors still see marketing as a cost centre: a source of inefficiency rather than competitive advantage, Sutherland said. In order to obtain the budgets required for marketing innovation, marketers would do well to learn behavioural economic theory and apply it to marketing, using the “scientific terminology finance directors have come to expect”, giving them the opportunity to fight back with case studies of marketing effectiveness.
Mistake #2: marketers aren’t curious enough about other areas of the business
Former Procter & Gamble marketer and now CMO of holiday rental site Housetrip Zaid Al-Qassab said a good marketer is “insatiably” curious about people, but for many marketers that stops at their customers rather than looking internally too.
“An awful lot of people have a major blind spot where they’re not insatiably curious about all the other people in the business around them. I speak to a lot of marketing directors who do not know what they key performance measures are for their finance director and other departments…it’s hard to make it on to the board if you’re not curious about what they are trying to achieve,” he added.
Richard Robinson, managing partner at marketing consultancy firm Oystercatchers, shared Coke’s mantra: “the only brand you will ever manage is yourself”.
“That stuck with me, knowing who the hell you are, what your personal brand was and managing your career across all those different brands: it’s all about you and how you can enable all the other people around you to succeed. To do that you have to be hungry, hoover up as much information as you can to be interesting and have a point of view,” he added.
Mike Hughes, director general of ISBA, advised marketers to be particularly curious about the procurement department – not least because they report into the chief financial officer.
He added: “Procurement has to be embraced, cuddled or part of the team, one thing a marketing director should not do is be excluded in the conversation about the agency…because procurement can completely undermine what you get from an agency as if their margins are slashed wafer thin, you won’t get the best people.”
UK publishers are taking widely differing approaches to programmatic advertising, as evidenced by the pronouncements from two different sources this week.
At the Daily Telegraph, senior executives felt the need to write to advertisers reassuring them of the newspaper’s commitment to full transparency in this regard. While at magazine publisher Dennis Publishing, the company’s head of digital sales warned of the risk that programmatic trading would lead to standard ad formats becoming “too commoditised”.
The Drum revealed the contents of a letter from the Telegraph publisher’s sales and trading director and its client director in which they addressed the concerns surrounding online ad fraud, including the viewing of ads by bots.
The new Telegraph Customer Charter, they explained, was a guarantee to all advertisers that its trading, whether programmatic-based or direct sales would be fully transparent and accountable and would deliver real readers.
Dennis Publishing, however, remains wedded to direct display advertising, which accounts for 70% of revenue; programmatic takes just 4% and native advertising the rest.
Gary Rayneau told The Drum that Dennis currently offered the option of programmatic trading only in conjunction with direct spend.
“I think it will become the default way of buying impressions if the focus is direct response … and I completely understand the legitimacy of programmatic from that perspective,” he explained. For brand-led advertising, however, he felt that direct buying would continue to have a role.
But he added that if it came to the point where display advertising became too commoditised, “we’ll get to the stage where we won’t run standard formats and we will just run partnerships and native placements”.
He pointed to the example of Buzzfeed, “the brand that everyone’s talking about right now”, which does not run display advertising.
“There are definitely plenty of other ways to make money in this market, you don’t have to just run straightforward advertising, you don’t have to be fully programmatic,” he concluded.
Magazine publishers have a tablet problem. According to one designer, they always have. Four years after Apple introduced the iPad, tablet apps are stagnating. A combination of design, pricing and discovery issues has made tablet magazines a hard sell, both for publishers and the digital readers they’re trying to reach.
“There are still a lot of issues,” said Joe Zeff, vice president of tablet app software company ScrollMotion, who helped launch apps for Fast Company and National Geographic.”These magazines are too hard to deliver, issues take a long time to download, and Apple’s Newsstand doesn’t make them easy to find. There are just too many things that have to go right.”
There was a time, not so long ago in the grand scheme, when the iPad was thought to be the savior of digital publishing. Magazines rushed out digital editions, many of which were flawed in both their pricing and in technology. The promised manna did not materialize. And now tablet sales are plateauing.
Zeff said that while publishers still have a lot of work to do with tablet apps, hope isn’t lost. Digiday spoke to him the magazine app’s successes, its failures, and why publishers should think of themselves as utilities.
Tablet magazines were supposed to save publishing. What went wrong?
The tablet magazine has been flawed from the start. They were conceived based on what publishers wanted and not what consumers wanted, so there was a lot of emphasis on extending old work flows and old reading habits rather than creating new products. We had the opportunity to put magazines on computers, which should have made magazines smarter. And that hasn’t really happened.
Are there any success stories?
There are some tremendous ones being created, yes. Wired is always a lot of fun, and Hearst, overall, seems to be doing a pretty good job at selling subscriptions, but I’d say that the success stories are few and far between.
Is this something that publishers can turn around? What are the opportunities?
There are some real opportunities to rethink the idea of a tablet magazine in order to recreate something that’s compelling. A tablet magazine should be smarter than the current set of publications. They should give me options about what content I receive and how and when it’s delivered. To do that, content has to be more modular. Today content is wrapped up in a magazine format, where everybody gets the same product. It really should be mixed and matched based on what works for me, not what works for the publisher. Content should be tied to where I am and what I’m doing, and become much more part of my regular routine.
That’s not happening now. Now, I’m getting a magazine that is very similar to what I can get anywhere else, and it’s not been created for me. It’s been created and looks in a way that suits the publisher, not the consumer.