Events
Event Date Location

CIO Perspectives Boston 

08/06/2014 Boston MA

IT Roadmap Conference & Expo

08/06/2014 New York NY

OMMA mCommerce

08/07/2014 New York New York

CIO 100 Symposium & Awards

08/17/2014 - 08/19/2014 Rancho Palos Verdes CA

Mobile Insider Summit

08/17/2014 - 08/20/2014 LAKE TAHOE CA

Social Media Insider Summit

08/20/2014 - 08/23/2014 LAKE TAHOE CA

iMedia Agency Summit (Malaysia)

08/25/2014 - 08/27/2014 Kota Kinabalu Malaysia

The 6th annual Mobile World

08/28/2014 Seoul

iMedia Brand Summit (Australia)

09/01/2014 - 09/03/2014 Gold Coast Australia

iMedia Brand Summit (India)

09/03/2014 - 09/05/2014 Adao Waddo, Salcette India

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What businesses need to know about Touch ID and iOS 8

CITEworld

Apple introduced Touch ID along with the iPhone 5s and iOS 7 last fall. At launch, the technology was limited to two purposes – acting as a shortcut for a user’s passcode to unlock the device, and acting as an alternative to a user’s Apple ID and password when making purchases from Apple’s iTunes Store, App Store, and iBookstore.

With iOS 8, Apple is expanding the capabilities of Touch ID significantly by giving developers the APIs needed to use Touch ID as an authentication/authorization method in third-party apps. This is a powerful expansion of the technology, and one that could be applied to a wide range of different types of apps.

It’s easy to see the value of Touch ID in mobile commerce apps, as well as in mobile banking apps - PayPal was one of the first companies to express an interest in integrating Touch ID into its app and services. Password managers like 1Password from Agilebits are also prime uses for the technology. Apps that store confidential or sensitive information — like health and medical apps — can also benefit from integrating Touch ID.

Business and productivity apps, especially those designed to provide secure access to a company’s corporate resources and cloud services, are also areas where Touch ID could be implemented. That raises questions for IT leaders in many organizations to ask themselves:

  • Is it a good idea to build Touch ID into our internal apps?
  • Should we allow, encourage, or support Touch ID in apps from cloud storage and collaboration vendors?
  • Are there reasons to avoid Touch ID, either in enterprise or third-party apps?

Given that it seems almost certain that Apple will expand the well-received TouchID to any additional iOS devices launching later this year, these aren’t hypothetical questions. They’re questions that organizations will likely face as soon as Apple releases iOS 8 this fall.

Touch ID and the Secure Enclave

At a hardware level, Touch ID includes two primary components: Touch ID Sensor, the fingerprint scanner built into the device’s home button, and the Secure Enclave, a coprocessor that is integrated into Apple’s A7 chip. The Secure Enclave is connected to the Touch ID Sensor and is responsible for processing fingerprint scans. Each Secure Enclave has a unique identity (UID) provisioned during the A7′s fabrication process that cannot be accessed by other iOS components, and that is unknown even to Apple.

Touch ID is actually just one function of the Secure Enclave. Additional functions like cryptographic protection for data protection key management were identified in the iOS Security Guide that Apple released in February. Additional details were discussed during the Keychain and Authentication with Touch ID session at Apple’s Worldwide Developers Conference last month, which can be streamedfrom Apple’s developer site (and a PDF of the presentation slides from the session is also available). Going forward, it seems clear that the Secure Enclave will be a key part of iOS security functions, beyond merely handling fingerprint identification.

It’s also worth mentioning that although the Touch ID Sensor is currently only available on the iPhone 5s, the additional functionality of the Secure Enclave is built into any iOS device with an A7 chip, which currently includes the iPad Air, iPad mini with Retina Display in addition to the iPhone 5c, opening the door for more security features down the line.

Touch ID and a user’s passcode

Apple hasn’t envisioned Touch ID as a standalone biometric authentication system (or part of a multi-factor authentication solution). That means that it isn’t a replacement for a passcode. An iPhone 5s user must supply a passcode to enable Touch ID and once enabled, Touch ID is effectively a shortcut or pointer to a passcode.

The value that Touch ID offers is that it boasts the benefits of a complex passcode without the hassle of typing it dozens or hundreds of times a day – it makes a complex passcode easier to use.

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Report: Samsung and Google Butt Heads Over Smartwatches

Mashable

Are Google and Samsung fighting over Tizen’s role in wearables? According to a new report, the answer is yes.

According to The Information, Google CEO Larry Page met with Samsung Vice Chairman Jay Y. Lee at the Allen & Co. conference in Sun Valley. The purpose of the meeting? To discuss Samsung’s plans for wearables.

Evidently, the meeting wasn’t a success. The report reveals Page was unhappy to hear that Samsung still plans to focus most of its wearable efforts on its own Tizen operating system rather than giving more support to Android Wear.

Although Samsung has made a smartwatch that runs Android Wear — the Gear Live — the bulk of its smartwatch efforts are focused on Tizen.

Google and Samsung have a decidedly complicated relationship. Samsung is the most successful Android OEM by a large margin. As a result, Samsung wants to be able to differentiate and customize its experience. Sometimes, however, things go too far. In January, Samsung agreed totone down the extent to which it customizes Android’s user interface. Still, that hasn’t stopped Samsung from creating its own app store and doing its part to maintain the Galaxy branding.

With wearables, the situation becomes even more complex, because Samsung is essentially selling two competing devices. The Gear 2 smartwatch runs Samsung’s own software and works only with Galaxy smartphones. The Gear Live, on the other hand, has to follow Google’s rules and will work with any Android 4.3 or higher device — even if it’s made by someone other than Samsung.

The wearable market — especially the smartwatch part of it — is still new enough to allow Samsung to support both platforms. Assuming the smartwatch truly does go mainstream, however, Samsung may have to choose a platform and commit to it. For Google, the question then becomes, what does it need to do to keep its most important partner committed, without ceding control of its platform.

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A walk through the future where everything is connected

CITEworld

Attending a conference on the “Internet of things” is like walking through a bizarro mosaic of the future.

Conferences tend to center on a well-defined market, topic, or large company, and that theme is reflected back in some cohesive fashion by each company in attendance.

“The internet of things”, “smart devices” or “connected devices” (my preferred term), or broad subsets like “wearables” by nature implies just about everything.

Everything, in theory, can connect to everything else via a sensor, processor, and transmitter. That means the boundaries of a connected product and its related vertical markets are, in theory, limitless.

So as you peruse the booths, you see wireless garden sensors next to fabric with sensors literally woven in, you see defense contractor behemoth Booz Allen Hamilton talking about cloud computing solutions across the aisle from a startup shoe sensor company called Boogio (“Makes your shoes smart!”).

As I walked through the vendors and sessions at this week’s Wearable Technologies Conference in San Francisco, I tried to assemble a picture my future life flooded with all these sensors, embedded everywhere, telling me everything.

Imagine:

As I finish up a work project in my future home, Imprint Energy’s wafer-thin batteries power a wristband running atop VirtualBeam’s motion recognition software which informs me when my hands have been gesturing over my Leap Motion sensor for too long, so I need a break to avoid carpal tunnel syndrome. My future wife scans patients at the hospital with Aura’s 3D ear canal scanning system but her Emotiv electroencephalography headband scans her brainwaves and lets me know that it’s been a stressful day for her. I send our drone to go pick up tacos for dinner.

My future daughter plays in the backyard and I know she’s okay because Sensirion’s outdoor sensors tell me that the humidity and temperature are reasonable, not to mention the Leo bands around her legs tell me she’s well hydrated and her muscles are moving well (i.e. she’s running around happily) and her SunFriend wristband indicates her UV intake is still low. My future son practices the virtual drums with his Moff wristbands as he gets ready for his football game where Flextronics sensors will map his muscle motions on each tackle (good form or not?) and his i1 Biometrics mouthguard will alert me in real time when he gets a concussion and store the data in the cloud.

And that is the really the binding agent of all these seemingly random companies.

“It’s about the data!” Frank Ball, CEO of vascular imaging company Evena Medical, booms during his talk. “We’ve heard about generating data. But the money is being in the pipeline that processes that data…. We call this whole morass ‘the data hurricane’.”

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Irrelevant Digital Content Impacts B2B Vendors in US & UK

IDG Connect 0811 300x141 Irrelevant Digital Content Impacts B2B Vendors in US & UK

By Jessica Maxwell

We recently completed research that looked at how irrelevant content impacts B2B vendors’ bottom lines. We did two separate surveys that were based on technology buyers who had actively made a purchase decision in the last 12 to 18 months; one was to a US audience and one was to a UK audience.

Despite how different these two regions are, we were surprised to see that the results were extremely similar for every question we asked. Content is irrelevant in both of these markets, and no one is happy about it.

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Here is an infographic view of the US and UK comparison:

irrelevant digital content impacts B2B Irrelevant Digital Content Impacts B2B Vendors in US & UK

For more blogs and research from IDG Connect, click here 

Personal Computing’s Big Three Get a Little Bigger

The New York Times

Three companies are pulling away from the pack in the PC business.

Counts of second-quarter personal computer shipments released Wednesday by two major analysis companies showed a slower-than-expected decline in PC shipments worldwide, with wealthy markets like the United States showing decent growth. But in poorer countries, alternatives such as low-cost tablets continued to affect PC sales.

The real surprise in the numbers was the relative strength of the three biggest PC makers — Lenovo, Hewlett-Packard and Dell — compared to the loss of market share by almost everyone else. Lenovo appeared to have solidified its lead as the world’s biggest PC maker, a title for which it contested with H.P. for several quarters.

One of the analysis companies, International Data Corporation, said worldwide PC shipments totaled 74.4 million units in the second quarter, a drop of 1.7 percent from the same quarter of 2013. The important United States market grew 6.9 percent, to 16.7 million units. Gartner put worldwide shipments at 75.8 million units, an increase of 0.1 percent, and United States shipments at 15.9 million units, up 7.4 percent.

Among the top five vendors, which also included Acer and Asus, global shipments rose 9.8 percent year-on-year, IDC said, while the rest of the market, made up of about 15 other computer companies, declined 18.5 percent. Gartner said companies not in the top five had a net decline in shipments of 13.8 percent.

IDC said Lenovo had 19.6 million units shipped to the world market, a rise of 15.1 percent. H.P. was second, with 13.6 million units, up 10.3 percent, and Dell was third at 10.4 million units, up 13.2 percent. Acer’s shipments fell 2.5 percent, to 6.1 million units, and Asus managed a 3.3 percent gain, to 4.6 million units.

Gartner’s percentages were much the same, though it scored an even steeper fall for Acer and a better performance for Asus. Even last quarter, according to both research companies, the companies outside the top five had 40 percent of the global PC market; now they are closer to a third. And the analysts expect them to fall further.

The better-than-expected overall performance for PC shipments was attributed to a number of factors, including strong business demand after the discontinuation of support for an older version of Microsoft’s Windows PC operating system, and consumer interest in lower-priced laptops.

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What makes digital video advertising profitable? Content, context, placement

INMA

There’s gold in online video. An estimated 85% of Internet users regularly watch video. Consequently, online video ad spend is experiencing a similar upward arc.

According to a recent Interactive Advertising Bureau (IAB) survey, American advertisers will spend 17% more on digital video in 2014 than they did in 2012, and the migration of ad dollars from televsion to digital video continues unabated.

This year, for the first time ever, digital video spend nearly matched TV spending.

However, to ensure digital video doesn’t become a race to the bottom of the advertising bargain barrel, publishers and video producers must align strategies around the concept of premium; that is, how best to extract the most advertising value from online video.

Consumers crave quality content, and marketers want to associate with the same. That’s no secret. But what is high quality or premium content?

Simply put, “premium” refers to professionally produced content. But there’s a catch: a professional, high-definition (HD) video that features a cat falling off a chair doesn’t qualify as premium. In other words, the actual content is also important.

Of course, Jack’s version of premium video might vary from Jill’s. But, from an advertising perspective, you can bank on the fact that content such as well-produced sports videos will routinely meet the premium standard, especially when talking about gold-standard sporting brands like the National Football League (NFL), Major League Baseball (MLB), the National Association for Stock Car Auto Racing (NASCAR) and the Professional Golfers’ Association of America (PGA).

Furthermore, I consider the “jewel events” that define these various sporting brands — the Super Bowl, World Series, Daytona 500, and the Players Championship — as super premium content.

Premium video also needs premium placement, and to understand this we need to understand viewership.

Measuring viewership in the world of TV is relatively straightforward, determined by the number of households tuned in to a show (which, of course, doesn’t account for the TV being on without an audience, or someone simply recording content for later viewing.)

The same problem exists with the Internet, due primarily to the speed at which this medium moves and connects. That’s why I consider “placement” as the new “premium element” in online video.

If, for example, the video player appears below the fold on a Web page (meaning below your viewing area on your screen) or auto-plays once a user lands on that page, we can’t sell this to advertisers as premium, even if the video shows a 6-year-old kid hitting a hole in-one at a charity golf tournament.

Summed up, premiere placement of premium video equals click-to-play, above the fold, and contextually relevant.

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Time Out On Time Spent: Digital’s Delta Is More Like Two Times TV’s

MediaPost

Here’s a surprising counter to those Mary Meeker-ish assertions that digital media doesn’t get its fair share of ad budgets, relative to the time consumers spend using media. But keep in mind that the counter-argument comes from a source that doesn’t buy into the original premise in the first place.

“While we have long quibbled with the notion that time with media should equate to [ad] spending on media, it is worth noting that by our estimates, total spending on TV advertising amounted to $63 billion in 2013. Meanwhile, total spending on digital advertising amounted to $43 billion,”  Brian Wieser wrote in a report to Wall Street investors this morning. Wieser, who is an analyst at Pivotal Research Group, and used to be the head of forecasting at Interpublic’s Magna Global unit, knows something about how and why advertisers allocate their ad budgets on media. His main point is that based on the most recent estimates from Nielsen, “digital”  is actually reaping a disproportionate share of advertising relative to consumer usage.

By Wieser’s estimate, digital ad spending currently represents 68% of TV’s total, but is generating only 35% of consumer time spent. “If time did equate to money,” he writes, “either too much is being spent on  Internet advertising or too little is being spent on TV.”

But as already noted, Wieser says he doesn’t accept that premise, and instead recommends that a “more accurate” way of thinking about ad spending is that it’s always a “function of ‘least-bad’” alternatives for a given marketer.

In this scenario, Wieser says demand for digital media is often driven by long-tail marketers — small businesses and e-commerce marketers — that view the Internet as delivering an effective ROI. Large mainstream consumer brands, by contrast, remain more focused on “engagement-based” and “awareness-based” goals that are unlikely to be surpassed by TV’s “perceived effectiveness in this regard, but also because of the relatively broader use of the medium and ease with which reach and frequency may be accomplished on TV.”

In other words, the allocation of advertising budgets is not a simple, one-size-fits-all logic. Different advertisers use their allocation of media differently, and much of the growth of digital ad spending is a function of brands that likely may not have used TV much, if at all, in the first place. The bottom line is that the sum total of all those allocations currently gives a disproportionate weight toward digital, not TV.

Mobile Facts To Keep In Mind – Part 1

Monday Note

By the end of 2014, many news media will collect around 50% of their page views via mobile devices. Here are trends to remember before devising a mobile strategy. (First of a two-part series.)

In the news business, mobile investments are on the rise. That’s the pragmatic response to a major trend: Users shift from web to mobile. Already, all major media outlets are bracing for a momentous threshold: 50% of their viewership coming from mobile devices (smartphones and tablets). Unfortunately, the revenue stream is not likely to follow anytime soon: making users pay for mobile content has proven much more difficult than hoped for. As for advertising, the code has yet to be cracked for (a) finding formats that won’t trigger massive user rejection, and (b) monetizing in ways comparable to the web (i.e. within the context of a controlled deflation). Let’s dive into a few facts:

Apps vs. WebApps or Mobile sites. A couple of years ago, I was among those who defended web apps (i.e. encapsulated HTML5 coding, not tied to a specific OS platform) vs. native apps (for iOS, Android, Windows Phone). The idea was to give publishers more freedom and to avoid the 30% app store levy. Also, every publisher had in mind the success enjoyed by the FT.com when it managed to put all its eggs in its web app and so retain complete control over the relationship with its customers.

All of the above remains true but, from the users’ perspective, facts speak loudly: According to Flurry Analytics, apps now account for 86% of the time spent by mobile users vs. 14% for mobile sites (including web apps.) A year ago, the balance was 80% for apps and 20% for mobile web.

Trend #1: Native apps lead the game
at the expense of web apps and mobile sites 

One remark, though: the result must take in account the weight of games and Facebook apps that account for 50% of the time spent on mobile. News-related usage leans more to mobile as there is not (yet) demand for complex rendering as in a gaming app. But as far news applications are concerned, we haven’t seen major breakthroughs in mobile web or web apps over the last months and it seems development is stalling.

News vs. the rest of the app world. On a daily total of 2hrs 50mn spent by mobile users (source: eMarketer), 2% to 5% of that time is spent on news. Once you turn to growth, the small percentage number starts to look better: The news segment is growing faster (+64% Y/Y) than messaging and social (+28%) or gaming and entertainment (+9% each); the fastest usage segment being the productivity apps (+119%) and that’s due to the transfer of professional uses from the desktop to the mobile.

Trend #2: On mobile, news is growing faster
than game or social 

…And it will grow stronger as publishers will deploy their best efforts to adjust contents and features to small screens and on-the-go usage and as mobile competitors multiply.

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Are UK B2B media businesses becoming more focused on overseas events?

The Media Briefing

One of the more obvious ways UK B2B media firms have tried growing is to buy up or launch new events in countries with higher growth rates and less developed markets.

In a morning briefing on Top Right Group’s 2013 results last month, the word “events” came from CEO Duncan Painter’s mouth many a time – with particular emphasis on Latin America, China, and Asia.

For Top Right Group, events were providing most of the growth last year – the i2i events segment grew 13 percent on an organic basis – but how are things faring for some of its competitors?

We took a look through some annual reports to find out:

  1. Whether these companies are generating more of their money from their events
  2. Whether that international expansion translates to the bottom line.

Reed Elsevier

Although Reed’s events revenue is increasing, from £707 million in 2011 to £862 million last year, its rest of world revenue as a percentage of the whole dropped off considerably last year, from 71 percent over the two years 2011 to 2012, to 57 percent in 2013. UK revenue was up from 29 percent to 43 percent, however.

Reed also launched more events last year than in 2012 – 37 to 30, respectively.

Centaur Media

Centaur’s events revenue has increased from £21 million to £26 million from 2012 to 2013, and its UK revenue also increased from £60.4 million to £64.3 million. Global revenue excluding the UK was also up 48 percent to £7.7 million last year.

Informa Plc

Events revenue for Informa dipped by over £165 million from 2011 to 2012, but appears to have stabilised, increasing slightly from £413.7 million to £414.7 million last year. On the global stage revenues have been declining, from £1.1 billion in 2011 to £973 million in 2012. UK revenue took a dip from 2011 to 2012 of 12 percent year-on-year, but increased to £159.4 million last year.

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Publishing in the drive-by media era

Digiday

There’s a recurring question among publishers as they try to catch up to consumers’ changing media habits: How does one convert readers who arrive through social and content-discovery channels into “repeat customers”? But for traditional publishers trying to catch up to the likes of BuzzFeed, Business Insider and Complex Media, this way of thinking is self-defeating. It creates an unattainable goal while more flexible competitors seize bigger shares of Web traffic and advertiser dollars.

Direct traffic, while highly valued, is little more than a myth. Once upon a time, there was direct traffic and referral traffic — and referral traffic was mostly search results. Then referral traffic expanded to include traffic from social media. Just as with search, social spawned a paid counterpart. Content recommendation and extension platforms like StumbleUpon, Digg, Outbrain and Taboola all came along and created new doors for traffic to walk through.

For any given publication, the same visitor can come through many channels. The same reader might visit a site five different ways in the course of a week — or even in the same day. Given that readers come in through so many channels, it’s difficult to measure conversion accurately.

Social and content discovery platforms typically have evolutionary life cycles and go through significant changes. The challenge for publishers is to be nimble enough to adapt to changes and diversify the ways they reach readers.

Meanwhile, however, apps have won over the mobile Web, which also has significant implications for publishers who still want to “acquire” visitors. Nielsen’s recent Cross-Platform Report shows that 89 percent of mobile monthly time spent is on apps. And only a select few categories of apps dominate: games, social media and communications platforms are the true victors in the fight for attention on mobile devices.

Additionally, the amount of time spent on mobile devices continues to grow while time spent with traditional media shrinks. Mobile has become the “second screen” during leisure time and the first screen for many business activities. Instead of browsing the Web the way they might on their desktops, users consume media from their news feeds and stay within app environments instead of using a browser.

As consumer time spent on mobile increases, publishers need to prioritize their presence on those mobile platforms. And if conversion is difficult on desktop, it will be even harder on mobile where users are even less likely to directly visit URLs.

Naturally, publishers dream of organic traffic, the kind that has an acquisition cost of zero. The more they cling to this dream, the harder time they will have competing for traffic.

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