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2015 International CES

01/06/2015 - 01/09/2015 Las Vegas Nevada

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Tech Marketing Guide to B2B

News, video, events, blogs about Social Media Marketing for high tech business-to-business from IDG Knowledge Hub.

Tech Marketing Guide to B2B

News, video, events, ideas and blogs about Advertising and Marketing for high tech business-to-business from IDG Knowledge Hub.

Tech Marketing Guide to B2B

News, video, events, ideas and blogs about Lead Generation Marketing for high tech business-to-business from IDG Knowledge Hub.

Tech Marketing Guide to B2B

News, video, events, blogs about Mobile Marketing for high tech business-to-business from IDG Knowledge Hub.

Tech Marketer's Guide to B2B

News, video, events, blogs about Technology Business and Marketing for high tech business-to-business from IDG Knowledge Hub.

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Organizational Tips for Leading the Marketing Transformation

IDC PMS4colorversion 1 300x99 Organizational Tips for Leading the Marketing Transformation

By Kathleen Schaub 

Do you ever feel overwhelmed by the marketing transformation? You aren’t alone.  An IDC analysis of tech marketing staff changes since 2009 reveals that CMOs have had to squeeze traditional staff functions to accommodate five new roles: analytics/business intelligence, marketing technology, social marketing, sales enablement, and campaign management. In 2013, these new five roles collectively made up 14% of the total marketing staff. 

IDC invited organizational change expert, Dr. Rick Mirable, to advise our clients on insights for leading more successful organizational change initiatives. Here are some of the tips that Dr. Mirable, who has more than 20 years of diverse business consulting and academic experience, offered:
  • What we believe about change determines how we will respond to change. People hold beliefs about the capability of both company culture and individual people’s ability to change. Good change initiatives raise awareness of these biases.
  • Successful change initiatives require that leaders be included. It’s not only individuals deep in the organization that need transformation, but leaders must also be role models for the change they want to see.
  • People resist change for many reasons. Change can threaten our sense of security (What will happen to me?) and our sense of competence (Can I learn new skills?). People may worry they will fail. They may not understand why change is needed. Companies may inadvertently reward people who resist change by penalizing people who try new things and fail.
  • Some resistance to change comes from unspoken resentment. Companies must allow for expression of the relevant “inner conversations” that people have with themselves about the change — views that are not explicit to others. Resentment is like dirty laundry — if you don’t get rid of it eventually it starts to smell!
  • Some change initiatives fail simply because the organization isn’t ready.Assess your readiness and then bring those areas found lacking up to speed before embarking.
  • The communication portions of most change efforts are weak and not consistent over the long haul. The communication must be open and bidirectional. Messages and goals need to be regularly repeated and reinforced.
  • Company culture is essential to sustaining success over time. One cultural attribute proven to accelerate change is the empowerment of individuals to make decisions that further the change goals. It is a best practice to ask people what they want to do (and ask for management permission to do it) rather than telling them what to do. This practice encourages innovation and accountability and drives change deeper in the organization.
  • Don’t confuse “movement” with progress. When you get off the freeway during a traffic jam, you may be able to move faster; however, that movement doesn’t guarantee that you are actually moving toward your destination or will get to it any more quickly. IDC notes that marketing teams that measure activity rather than outcomes are making this error.
  • Create circumstances for people to motivate themselves. Motivation can include extrinsic rewards such as money. Proven to be even more effective are intrinsic rewards — challenge, learning, responsibility, contribution, and career path advancement. Intrinsic rewards tap into the power of people’s passions. Companies are advised to structure people’s work so as to allow passion to surface.
  • Reduce resistance by creating a “burning platform.” Clarify the risks and benefits of the change and involve the collective wisdom of the group. Give people a role in the change. Involve a person’s “head” and “heart” as well as the “feet” of required actions.

For more blogs and research from IDC, click here

Why Are PC Sales Up And Tablet Sales Down?

TechCrunch

When iPads first came out, they were hailed as the undoing of the PC. Finally, a cheap and reliable computing device for the average user instead of the complicated, quirky PC. After a few years of strong growth for iOS and Android tablets and a corresponding decrease in PC sales, the inverse is suddenly true: PC sales are up and tablet sales are “crashing.” What happened?

The tablet slowdown shouldn’t be a surprise given that tablets have hardly improved beyond relatively superficial changes in size, screen resolution, and processor speed. The initial market for tablets is now saturated: grandparents and kids have them, people bought them as Sonos controllers and such, and numerous households have them around for reading. People that want tablets have them, and there’s just no need to upgrade because they more than adequately perform their assigned tasks.

Businesses and consumers alike are again purchasing PCs, and Mac sales are on the riseyear-over-year. Businesses in particular are forced to upgrade older PCs now that Windows XP is no longer supported. When purchasing a new PC, the main driver to choose a PC versus a tablet is fairly obvious: If you are creating any type of content regularly, you need a keyboard, a larger screen, and (for most businesses) Microsoft Office.

Reigniting Tablet Growth with “Super Tablets”

For the tablet category to continue to grow, tablets need to move beyond what Chris Dixon calls the “toy phase” and become more like PCs. The features required for a tablet to evolve into a super tablet are straight from the PC playbook: at least a 13” screen, 64 bit processor, 2GB of RAM, 256GB drive, a real keyboard, an actual file system, and an improved operating system with windowing and true multitasking capability. Super tablets form factors could range from notebooks to all-in-one desktops like the iMac. Small 7” and 9” super tablets could dock into larger screens and keyboards.

The computer industry is littered with the detritus of failed attempts to simplify PCs ranging from Sun Micrososytems’ Sun Ray to Oracle’s Network Computer to Microsoft’s Windows CE. But this time, it’s actually different. The power of mass-produced, 64-bit ARM chips, economies of scale from smartphone and tablet production, and — most importantly — the vast ecosystem of iOS and Android apps have finally made such a “network computer” feasible.

Businesses Need Super Tablets

As the former CIO at CBS Interactive, I would have bought such super tablets in droves for our employees, the vast majority of whom primarily use only a web browser and Microsoft Office. There will of course always be power users such as developers and video editors that require a full-fledged PC. A souped-up tablet would indeed garner corporate sales, as Tim Cook would like for the iPad … but only at the expense of MacBooks.

The cost of managing PCs in an enterprise are enormous, with Gartner estimating that the total cost of ownership for a notebook computer can be as high as $9,000. PCs are expensive, prone to failure, easy to break and magnets for viruses and malware. After just a bit of use, many PCs are susceptible to constant freezes and crashes.

PCs are so prone to failure that ServiceNow — a company devoted to helping IT organizations track help desk tickets — is worth over $8 billion. Some organizations are so fed up with problematic PCs that they are using expensive and cumbersome desktop virtualization, where the PC environment is strongly controlled on servers and streamed to a client.

And while Macs are somewhat better than Windows, I suggest you stand next to any corporate help desk or the Apple genius bar and watch and learn if you think they are not problematic.

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UK: More Consumers Buy on Mobile

IDG Connect 0811 300x141 UK: More Consumers Buy on Mobile

According to a recent study by xAd and Telmetrics which looked at the mobile behaviors of 2,000 UK tablet and smartphone users, up to 46% of UK consumers now use mobile devices as their primary tool for purchase decision making, while one in four use mobile devices as their exclusive shopping research tool. From comparison shopping to looking up nearby store locations to searching for store contact info, consumers are doing more and more purchase research and general browsing on their mobile devices, even while at home with a computer nearby. In fact, according to the study, 60% of those surveyed reported being at home the last time they accessed their smartphones.

As consumers turn to mobile to meet their varying research needs, they are becoming more comfortable with these devices as a primary decision-making tool. Satisfaction with the information available on smartphones in particular increased 18% since last year’s study.  

Mobile Advertising Has a Bigger Influence on In-Store Purchases Than You May Expect

Retail was the most popular category for mobile purchases, with 35% of survey respondents completing their transactions on their mobile devices. However, the impact of increasing mobile commerce activity isn’t limited to on-device or even online behaviors. Of those surveyed, 31% reported visiting a physical store at some point during their mobile search process. The study showed that mobile devices are frequently being used to not only research products and services, but also to find nearby store locations and store contact info. Ultimately, 37% of study respondents completed their purchases offline, with 20% of Telecom and Insurance shoppers completing purchases via phone.

Most Consumers Are Open to Influence, But Make It Quick 

When first turning to their mobile devices, less than 20% of respondents knew exactly what they were looking for, making 80% completely open to purchase influence. Consumers are also expecting purchase gratification more quickly than they have in the past. Nearly 50% reported wanting to make their purchase within a day and 30% are looking to make a purchase within the hour (up 52% since 2013).

Competitive Pricing and Easy Access to Store Contact Info Are Biggest Purchase Drivers for Mobile Consumers

According to the study, three out of four UK consumers used their mobile devices for price comparison and 39% made a purchase because the product/service was the right price. Store proximity and easy access to contact info are also important factors. Over 50% of respondents expect to find a location within eight kilometers of their current location, underscoring the importance of accurate location data, while up to 40% of shoppers made phone calls to the businesses they searched.

Fore more blogs and research from IDG Connect, click here 

Neura’s novel approach: Baking intelligence into connected devices

CITEworld

A well-known problem in the Internet of Things is that many connected devices operate in silos. Your Fitbit doesn’t communicate with your Nest thermostat, for example.

One way some companies are trying to solve this problem is to create a hub, like Revolv. The idea is for all devices to connect to the hub, which serves as a central point for users to control all the devices and allows certain events to trigger activity in different devices.

Neura, a startup chosen as part of Microsoft Ventures’ accelerator program, has a novel approach to the hub concept. “The phone and potentially in the future the watch is how we treat a hub,” said Gilad Meiri, CEO of Neura.

Neura aims to be like a central clearinghouse for IoT data collected from fitness trackers, home automation products, and phones. But then it interprets that data into useful information that it supplies to other devices.

Here’s one scenario. Neura works around the idea of events in a person’s life. An important event could be waking up in the morning. Neura may figure out that a user has woken up based on information from a variety of devices like a sleep sensor, a Nest thermostat, motion sensors in a phone, and historical patterns.

Once Neura has detected such an event, it supplies it to partners that subscribe to that event data. For instance, a TV vendor might want to know a user has woken up in order to turn on the TV to the user’s favorite morning program. Waking up could trigger events like turning on the coffee maker or starting up the hot water heater.

“This is our model. To understand people and events and allow devices and services to subscribe to that,” Meiri said.

Neura offers its business customers a confidence scale around the information it delivers. For instance, the TV app may not want to turn on the TV unless Neura has 100 percent confidence that the user is awake because it wouldn’t be a great user experience if the TV turned on while the user is still asleep. But the app on the hot water heater might instead like to know when Neura is 60 percent sure the end user is awake since it takes some time to heat the water and it might be better to err on starting to heat the water before the user is awake.

Healthcare applications envisioned by Neura get even more interesting. Neura could detect that a user is driving to the gym and predict that in 20 minutes the user’s glucose level is likely to drop, based on historical data collected from the user’s glucose meter during previous workouts at the gym. The service can suggest to the user that it’s a good time to eat an apple.

Neura could also provide information to services so that, for example, a music service like Spotify can get a notification that a user only has 15 minutes left to her run so that the service can start playing music that might motivate her through the final stretch.

On the backend, Neura ingests the sensor data into its translation machine that it calls Harmony. It’s an abstraction layer that normalizes the data that’s coming from different sources. On top of that sits what Neura calls its Trac Event Machine which looks for patterns in user behavior. Its artificial intelligence layer makes sense of the data.

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Video publishers look beyond ad revenue with YouTube strategies

Digiday

For CollegeHumor, YouTube is no laughing matter, even if it doesn’t produce much direct revenue from ads.

With over 7.6 million subscribers, CollegeHumor has crafted a YouTube strategy that isn’t relying on making money directly on ads. Instead, it uses what is the world’s second-largest search engine to test content’s virality and distribute brand content for advertisers.

CollegeHumor can post a video to YouTube and know immediately whether it will go viral, according to CEO and co-founder Ricky Van Veen. YouTube acts, in effect, like a giant, global focus group.

“With such a big subscriber base, we get a very early sense of what the reaction to the video will be,” said Van Veen. “If it’s a hit (say, the Adam Ruins Everything videos), we can make a decision right away to put more similar videos into production and blast the link out to all our partners.”

In that sense, the immediate reception or popularity of any given video on YouTube helps inform subsequent production and marketing decisions at CollegeHumor.

But the biggest perk surfaces during CollegeHumor’s sales meetings. When the site pitches brand-sponsored content to clients like American Eagle, it promises those videos will reach its huge YouTube audience as well as its own site visitors.

“YouTube used to be just a nice add-on to our website, now it’s a big strategic piece of the whole brand’s digital presence,” Van Veen told Digiday.

Many digital publishers, from the older companies like the New York Times to startups like Vox Media, have embraced a hybrid video strategy. They host videos on custom players, or use software from vendors like Ooyala and Brightcove, to serve their own, more profitable video ads.

That’s CollegeHumor’s approach. It hosts videos on its proprietary player first, keeping all the ad revenue generated by each video view. After a few weeks of exclusivity, CollegeHumor will post that content on YouTube, maximizing its reach.

Even though YouTube owns a fifth of the U.S. digital video market, the constant deluge of content (100 new hours of video every minute) depresses ad rates and leaves all but the titans of YouTube with a tiny slice of the total ad spend. Publishers aren’t keen on YouTube’s revenue split, either — the company keeps 45 percent of ad revenue for itself — but YouTube chief Susan Wojcicki firmly refuses to reconsider the rates.

“I don’t see [the revenue split] changing, so it then just becomes a ‘what you make of it’ situation,” said Van Veen. “That means having YouTube be a part of an overall package for an advertiser.”

YouTube ads do generate a bit of cash for CollegeHumor. While Van Veen declined to disclose exact figures, he said ads sold on the channel have eclipsed CollegeHumor’s video production budget for the past six months. But CollegeHumor isn’t making the next Avatar movie; most of its videos are low-budget sketches shot in the office. And Van Veen makes clear that YouTube ad revenue is not the main draw.

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The future of marketing: Precognition, bots, and user agents

CITEworld

The movie 2002 Minority Report nailed what the future of CRM will look like — but not in the scene you are probably remembering.

The scene everybody remembers has the Tom Cruise character walking through a department store where he is targeted, by name, by such brands as Lexus and Bulgari based on biometric readings taken from his irises. But the true bit of prescience in the movie is the specialized PreCrime police department’s ability to predict who will commit a murder and then stop it before it happens.

A day in the life

To really understand this scenario, let’s consider Ava, a consumer in 2039. She’s not much for advertising or interacting with flashy brands — ads for Lexus and Bulgari would basically roll right off her. She is more into sustainable living, farm-to-table food, support emerging market micro-commerce, and animal rescue — not exactly topics or channels that today’s marketers or companies can really reach. But in 2039 that will hardly matter.

Lisa Arthur, CMO for Teradata Marketing Applications, describes a day in Ava’s life. She gets into her smart car and it asks if she wants to go to her usual round of stops that she makes on the weekend. Ava says yes and they drive to her favorite organic grocery store, which primarily sells small, local organic labels. She walks into the store, which recognizes her — or at least her mobile or wearable device (the form factor of this device still a bit hazy from our 25-year view, but you get the idea). Instantly, it knows that she always buys a particular brand of bread when she is there. The store sadly informs her they are out at the moment and would she like to order some? Ava says yes and continues to shop.

While she’s shopping, she sees several handcrafted items from artists in Africa and thinks they would make nice gifts for the upcoming holiday season. She presses her device against them, buys them, and at the same time has them shipped to the recipients. Ava won’t have to schlep them home to package and mail them out later. Then it’s off to the gym, where the man next to her is rocking out to music on a pair of headphones that catches Ava’s eye. He lets her try them out and she decides to buy them. Presto goes the device, but this time Ava isn’t sending them elsewhere — she has bought them for herself and they are waiting for her at home later that afternoon.

We see glimmers of this world here and there today, in such developments as predictive analytics, artificial intelligence, natural language systems, big data, and the internet of things. Networks, channels, and data will be integrated to the point where people can communicate and interact with brands and service providers like they were people on the street to whom you would say hello.

Judgments about consumers and potential consumers will be made instantaneously, based on an enormous amount of information, much of which comes from everyday objects around the house and in the store and workplace. As for actual voice or electronic or in-person conversions with customers, those will be few and far between. They won’t be necessary: Like the specialized PreCrime police department in Minority Report, retailers and other service providers will just know.

Read more…

Facebook Launches Cross-Device Reporting

MediaPost

Being able to track campaign performance across devices has become increasingly crucial to advertisers as consumer attention shifts from desktop to mobile screens. To that end, Facebook on Wednesday rolled out cross-device reporting for ads, allowing marketers to see how people are moving among devices and across mobile apps and the Web.

“Facebook already offers targeting, delivery and conversion measurement across devices. With the new cross-device report, advertisers are now able to view the devices on which people see ads and the devices on which conversions subsequently occur,” stated a Facebook blog post today.

As an example, the company said an advertiser can view the number of customers who clicked an ad on an iPhone, but then later converted on desktop, or the number of people who saw an ad on desktop, and later converted on an Android tablet.

In a recent analysis conducted between May 15 and July 24, Facebook found that among people who viewed a mobile Facebook ad in the U.S., nearly a third (32%) eventually clicked on the same ad on the desktop within 28 days. The conversion rate was lower over shorter periods of time. So within a week of seeing a mobile ad, 22% converted on the desktop, and after a day, 11%.

The cross-device reporting relies on data from Facebook’s conversion pixel, a piece of tracking code used in conjunction with the social network’s software development kit (SDK), to get reports on which device someone saw an ad and eventually converted. The overall aim is to go beyond last-click attribution to see how different devices and app actions influenced a click.

To see cross-device conversions for campaigns, advertisers can go to the Facebook Ad Reports page, click Edit Columns and select Cross-Device on the left-hand menu.

Sales of wearables set to rocket despite current ‘chaotic’ stage of development

MarketingWeek

Sales of smart wearable devices are forecast to grow from 9.7 million in 2013 to 135 million in 2018, according to CCS Insight’s global forecast. Wrist-worn devices are expected to account for 87 per cent of the devices sold in 2018, which will be made up of 68 million smart watches and 50 million smart bands.

“Quantified self” devices – which track things such as steps taken, sleep and calories burned – are currently the fastest growing category of wearables, which CCS Insight says can be attributed to their “clear purpose” and affordable prices. The researchers predict around 7 per cent of the population in developed markets will own a quantified self device by the end of 2018.

Such devices are likely to be popular Christmas gifts this year, fuelling strong growth of wearable sales in the final quarter. The researchers predict wearable shipments will rise 129 per cent year on year to 22 million in 2014.

In the second half of 2014, standalone cellular wearables with their own SIM cards that do not require a connection to a separate smartphone or computer are expected to become more prominent in the wearables category. However, these devices will face “significant challenges” as many consumers will be reluctant to take out additional contracts with their mobile operators, CCS Insight says.

Looking further ahead, CCS Insight forecasts strong future growth in smart watches, as the company expects many smart band manufacturers to update their ranges by adding devices with screens. By 2018 smart watches are expected to displace fitness bands altogether as their capabilities are expanded and prices come down.

Marina Koytcheva, CCS Insight director of forecasting, says: “The wearables market is in its Stone Age right now. There needs to be huge improvements to broaden their appeal. This is particularly acute when it comes to devices for women: wearables need to quickly move on from black, clunky devices – fortunately we’re starting to see the first steps in this direction.”

The category faces several challenges, as consumers struggle to come to terms with whether some wearables – such as Google Glass – are socially acceptable and brands in the sector also need to overcome privacy concerns over data collection.

Koytcheva says the market could still yet be changed “beyond recognition” if a major player such as Apple – which is reported to be developing an iWatch – enters the category.

She adds: “History shows us that when Apple enters a market it can reshape the way people think about a product.”

North America leads in terms of wearables adoption, with more than 40 per cent of all wearable devices currently in use in the region. The CCS Insight forecast says this is partially because many wearable companies – such as Google, Fitbit and Jawbone – are based there, but also because US consumers tend to be early technology adopters.

However, consumers in Western Europe are expected to buy more wearables than those in North America by 2016.

Digital value erosion tests brands

Warc

Brands are effectively leaving billions of dollars “on the table” as they struggle to master the demands of the new digital marketing ecosystem, according to a leading executive.

Bob Liodice, president/ceo of the Association of National Advertisers (ANA), discussed this topic while speaking at the organisation’s 2014 Digital & Social Media Conference.

Technology, he asserted has “given us so much” as an industry, but has simultaneously created a welter of issues that urgently need to be addressed.

“We’re leaving money on the table. And that pile of money that we’re leaving on the table is growing even worse,” said Liodice. (For more, including results of an ANA/Forrester study, read Warc’s exclusive report: ANA tracks dollar drain in marketing technology.)

“If we don’t arrest this value erosion, it’s going to undercut all of the gains that we’ve made.”

Attempts to place a dollar value on the losses being accrued vary, but some initial estimates peg this total as falling between $7.5bn and $15bn. “Billions and billions of dollars are not necessarily working on our behalf,” said Liodice.

The challenges facing brands are manifold, and range from ad-supported piracy to advertising clutter and non-viewable ads.

Sellers, content creators, associations, buyers and exchanges have also contributed to making the trading environment very complex to navigate.

Among the main results is a profound lack of transparency about where advertising expenditure is ultimately directed, and a large number of intermediaries siphoning off funds during the digital marketing process.

“Like no other time before, marketers are genuinely concerned that their dollars are not necessarily getting to be placed as media,” said Liodice.

“And they don’t totally get what’s going on out there, because the world is exploding, particularly within the media supply chain.”

6 things publishers need to know about UK media consumption, from Ofcom’s latest report

The Media Briefing

The dust has by no means settled when it comes to the changing mix of devices and methods people in the UK use to consume content, if Ofcom’s latest communications market report is anything to go by.

As usual it’s packed with useful survey data that helps answer some of the questions publishers have about the way in which their consumers approach media in the digital age, so we’ve picked out six of the most important points. The full reportis worth reading for more detail, however.

1. A laptop still most important device for connecting to the internet

Overall across all internet users, a laptop was considered the most important device for connecting to the internet, according to 40 percent of respondents. However, more respondents said a smartphone was more important than a desktop for getting online – 23 percent to 20 percent, respectively.

Only 15 percent of respondents said a tablet was the most important device, up from 8 percent in 2013.

Those tablet stats almost double however when just looking at those people who actually have a tablet.

mostimportantdevice 6 things publishers need to know about UK media consumption, from Ofcoms latest report

2. Newspapers won’t be missed

Given TheMediaBriefing’s raison d’étre, we’re pretty attached to newspapers and magazines.

However, the wider population doesn’t seem so sentimental, with just two percent of respondents saying a newspaper would be form of media they would miss the most.

Unsurprisingly, watching TV tops the leaderboard for most-missed media (42 percent), but smartphone use comes in second, with 22 percent of respondents saying they would miss it the most.

mostmissed 6 things publishers need to know about UK media consumption, from Ofcoms latest report

3. Less time is spent listening to radio

More time is spent per day using TV, the internet, and mobile phones, but consumers are spending less time per day using the radio, which has dropped from 172 to 166 minutes in the last 5 years.

Consumers are now spending an average of 68 minutes a day using the internet on a PC or laptop, and only 28 minutes a day on a mobile phone, which seems a little low, but the averages are probably skewed by older age groups that still use traditional consumption forms like TV and radio and eschew more digital alternatives.

timeperday 6 things publishers need to know about UK media consumption, from Ofcoms latest report

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