Events
Event Date Location

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

Data+: Analyze, Predict, Monetize

09/07/2014 - 09/09/2014 Phoenix AZ

iMedia Brand Summit: Marketing in an Always-On World

09/07/2014 - 09/10/2014 Coronado CA

Content Marketing World

09/08/2014 - 09/11/2014 Cleveland OH

Video Insider Summit

09/14/2014 - 09/17/2014 Montauk NY

Ad Age Digital Conference San Francisco

09/16/2014 San Francisco CA

Ad Age CMO Strategy Summit

09/17/2014 San Francisco CA

CSO Perspectives on Defending Against the Pervasive Attacker

09/17/2014 Boston MA

IT Roadmap Conference & Expo

09/17/2014 San Jose CA

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The great tech lull of 2014

CITEworld

One of the things that really struck me about Google I/O this year was how much of it felt like a retread of old ideas.

Android TV? That sounds like the resurrection of Google TV, which wasannounced at the 2010 show. Android Wear and Nest? Recall the connected-everywhere vision of Android @Home, the big deal of the 2011 show. Android “L” is just the next version of Android — it’s got a lot of important new design elements and promised enterprise security features, but it’s an incremental release of an already immensely successful product. Google’s new attention to providing cloud infrastructure to third-party developers, while useful, is simply following down the same path Amazon pioneered with AWS a few years back.

I had a similar sense watching Apple’s developers’ conference earlier this month. Our writer Pascal-Emmanuel Gobry drew a lot of flak for his criticism of WWDCand how he thought it reflected on Tim Cook’s leadership as operations guy rather than visionary. I have a lot more admiration for Cook — his reorganization of Apple to be more open and less controlling, and able to concentrate on multiple huge complicated projects at once, are remarkable changes that bode well for the company’s future.

But I understand what Gobry was getting at. What’s the big vision? How does Apple see the future, and what products will it create or enable to help bring us into that future? This is the company whose last three hit products revolutionized the recorded music industry, created the smartphone industry, and threatened the consumer PC industry with irrelevance. (Not to mention, Apple was arguably the inventor, or at least the great popularizer, of the personal computer in the first place.) Instead we got a bunch of disparate ideas and some connective tissue that may or may not be used to construct products that we may or may not want.

Part of the “meh” comes from a misunderstanding of what these conferences actually are. Because Apple and Google have done so much to revolutionize technology for everybody, we sometimes forget that these are conferences for developers — the people who build the next generation of products that will wow and delight us. They’re not for the rest of us, really.

But still. There’s a sense right now that big technology companies and startups alike are casting around for the next big thing.

Everybody seems to agree that the next wave of computing will involve a bunch of previously dumb devices becoming smarter with new kinds of sensors and processing power provided largely by cloud services, and getting connected up in some fashion. This data will be collected and compiled and used to provide custom-tailored services, even to the point of anticipating your desires before you have them.

This is what’s behind Apple’s HomeKit and CarPlay, Google’s acquisitions of Nest and Dropcam its new connected car and TV initiatives, Microsoft CEO Satya Nadella’s talk of “ubiquitous computing and ambient intelligence,” and Internet of Things and big data efforts by enterprise giants from Cisco to SAP to Salesforce. Not to mention hundreds of startups.

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How marketers can navigate the new ‘over the top’ video ecosystem

Digiday

Consuming video content is a very different experience today than it was five years ago, with many more options beyond traditional cable. For one, watching a video online is now a reliable, easy and truly mobile experience, due to the strength of broadband infrastructure. Content is now legally available over the Internet from a variety of “over the top” services (OTT), services like Netflix, Hulu, HBO Go and Amazon Instant Video, to name a few.

Cued by the greater number of alternative options, cable subscribers and advertisers are turning a critical eye to traditional video distribution. Transforming the cable industry by leveraging OTT technologies and new business models will create happier consumers, more profitable advertising, and a more efficient system overall. Here’s how:

OTT enables cable-free content
OTT refers to delivery of video, audio and other media over the Internet without a traditional pay-TV operator or free-to-air broadcaster being involved in the control or distribution of the content. OTT allows a consumer to watch a single program or episode easily. Originally, OTT video was streamed to PCs. It’s now delivered via set-top boxes such as Roku, Apple TV, Chromecast, Amazon Fire TV or via game consoles. This move has happened in parallel with increasing consumption of media on mobile devices.

The distinguishing factor for OTT is the degree to which cable companies participate. In the traditional model, a cable company sells both content and distribution channels. However, in the OTT model, a third party (like Netflix) sells the content, and the consumer uses the Internet (which they purchased from a cable company) to access it. The name over the top refers to the fact that content distribution occurs “on top” of existing infrastructure.

OTT is changing consumer behavior
Consumers can now reliably access their content wherever they can access the Internet, and they have shown that they are happy to pay for the privilege. While there is still a prime time for television consumption, viewers are the ones setting the schedule and choosing what they watch, not cable providers.

Due to the increased number of legal options, the development of set-top boxes like the Roku 3 and the ever-rising costs of cable, many consumers are opting to become “cord cutters” — severing ties with their cable companies and enjoying all of their media through OTT services. And we’re even seeing the emergence of “cord nevers” who choose to go completely TV-free.

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What Google Understands: Context Is King

Mashable

If Google I/O 2014 were a military campaign, it would have been called Operation: Android Everywhere. From wristwatches to TVs to cars, Google extended the reach of its mobile operating system far beyond the smartphone, deploying new Androids to conquer territory that will determine who controls our connected future.

Android WearAndroid AutoAndroid TV — each one puts Google software into devices that we use every day. Surprisingly there was no talk about Android Home, but no doubt that’s coming — just as soon as Google works out exactly its acquisition of Nest Labs will fit into that picture.

The presence of Android on these platforms wasn’t new in itself. After all, there have already been plenty of third-party cars, TV sets and wearables that run Android. But what Google brings to the picture is a greater vision than just having a device that’s “smart.”

As the owner of the platform, it is in the perfect place to deliver a unified experience — the same way Apple does.

What Google was really selling at I/O was context, or more precisely contextual awareness of devices. A watch that runs Android is good; a watch that’s aware of where your phone is and which apps are on it is better. When the two devices are aware of each other, new functionality is created.

The upshot for the consumer: a whole new level of convenience.

“The integration between the different platforms is more important than any of the platforms themselves,” says Kelly Merrell, director of Android development for Mercury, which builds the TED app. “The watch itself is interesting, but what the watch can do when connected to the phone — like the lock screen using the wearable to say, ‘This is the right person that’s holding the phone.’

“The phone by itself can’t do it. The watch by itself can’t do it. It’s only when the two exist, there’s now new functionality unveiled just because of that connectivity.”

Android where?

Android Wear is fundamentally different from the Android smartwatches that came before it. Other models typically require the user to download separate software for each individual app that works with the watch — a tedious process at best.

With Android Wear, app notifications simply start appearing on the watch the moment you link it with your phone. To borrow a phrase that’s often associated with Apple products: It just works.

“You can pretty much put Android on everything already, but the level of integration you’re going to get is pretty limited,”says Ken Kyger, a developer for Cloudspace. “How many smartwatches are out there? And they all run Android or some fork of Android, but none of them really give that full, immersive rich experience.”

Part of context is knowing what data to share and what not to. Credit where it’s due here: Google learned a lot about how to do this properly with Glass. Android Wear watches, for example, don’t show you every single Foursquare check-in Twitter @reply but instead they’re grouped, prompting you to go to the phone for the full experience.

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A 10-sensor iWatch says Apple’s smartwatch will be nothing like Android Wear

IDG News Service

If Apple’s iWatch design brief includes 10 sensors, then the all-but-inevitable smartwatch won’t be a simple device. It will be aimed squarely at exercise enthusiasts, quantified-selfers, and anyone concerned about an expanding waist line.

And the iWatch would also be nothing like Android Wear smartwatches from the likes of LG and Motorola—gadgets that will use Google Now to push information like sports scores, weather alerts and navigation directions. This foreshadows a war between two entirely different philosophies in the wristband space. Apple’s proposition: A smartwatch should be dedicated to telling you about what’s happening inside your body. Google’s stance: A smartwatch should be focused on the world around you.

On Friday, the Wall Street Journal reported that Apple’s upcoming smartwatch will include “more than 10 sensors” to track health and fitness activity, according to multiple unnamed sources. The report also backs up an early Reuters article that says Apple’s wearable will be manufactured by Quanta Computer in Taiwan. The Journal’s anonymous sources say the smartwatch will come in “multiple screen sizes” (the Reuters article only mentions a 2.5-inch display), and that the wearable could be released in October, with shipments hitting between 10 and 15 million units by the end of the year.

Given that more than 51 million iPhone 5 units sold during last year’s holiday season, the iWatch—even if it hits 15 million sales—would still be a relatively niche product for Apple. The Wall Street Journal report remains unsubstantiated, of course, but if Apple ultimately goes all-in with a health-focused wearable, it will have a natural companion to its just announced Health app.

That’s great product synergy for Apple, but such a wearable would also be pursuing a market that has, apparently, failed to find traction with consumers. According to a January 2014 study by Endeavor Partners [PDF], more than half of all people who’ve purchased a wearable activity tracker have given up on their devices. (This particular wearable category emerged in 2012.)

The Journal reports that Apple “aims to address an overarching criticism of existing smartwatches that they fail to provide functions significantly different from that of a smartphone.” That’s a lofty goal, and we might assume that the iWatch’s battery of sensors will be able to track our heart rate, skin temperature, and rates of perspiration.

But Samsung already has wristbands that track heart rate, and they don’t work very well. And Basis makes the Basis B1, a wearable that tracks all three data points—yet the company remains anonymous to all but a niche collection of quantified-self disciples. 

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Is the Firefox Mobile Operating System a Droid Killer?

Bloomberg Businessweek

Paco Montalvo, the carrier’s global head of devices, says his team had been having similar conversations in an effort to respond to customers who decided not to switch from iOS or Android because of app compatibility issues. “When consumers try to change, when they try to get some freedom, they see some barriers,” he says. “Those are the barriers we want to break.” More recently, Deutsche Telekom andTelenor (TEL:NO) have also contributed engineering time.

Mozilla and Telefónica agreed to first target Brazil, where the carrier controls almost 30 percent of the mobile market. “If you design for Brazil, it’s going to function in Mexico,” says Gal. “If you sit in Cupertino, it’s not going to work in Brazil or Mexico.” This has led to some innovations that may seem obvious but hadn’t been high priorities for OS designs aimed at the U.S. or Europe.

Because Mozilla isn’t yet working to put its OS on high-end phones, it can keep its code simple, yielding longer battery life. Firefox OS lets people easily monitor data use to keep costs down. It supports FM radio, a valuable feature in Latin American markets. To soften the learning curve for first-time smartphone users, it can search within multiple apps at once, unlike other systems. Gal’s example is a query for Madonna that yields a bio from Wikipedia and songs from a streaming service.

Firefox can then automatically load the search results in mobile apps written using the newer standard of HTML 5 without sending the user to an app store for a download. Many of the most important social apps, including WhatsApp, Facebook, and Twitter, have already moved to HTML 5, meaning that Mozilla is already past the first hurdle of any new OS—persuading software makers to code for it. Marion Kessing, a spokeswoman for Deutsche Telekom, says Firefox “propels the standardization of HTML 5,” a priority for the company.

“I can tell you that Telefónica is pushing Firefox,” says Montalvo. The OS doesn’t just open the door to cheaper phones, he says—it’s also simpler and more intuitive than other systems. In wealthier markets, Telefónica pitches the phone to teenagers looking for a first smartphone. In poorer ones, it pitches to adults. Montalvo cites Colombia, Venezuela, Peru, and Uruguay as markets where this approach has been “very, very, very successful.”

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CMOs say digital will transform budgets

Warc

Over three-quarters (78%) of global marketing executives expect digital and mobile technology to transform corporate marketing over the next five years, a new survey has shown.

However, the poll of nearly 600 senior executives in 11 countries by Accenture Interactive, the management consultancy, also found 79% think their organisation will not be a fully digital operation over the same period.

Furthermore, more than one-third expect 75% of their marketing budgets to comprise spending on digital, and 41% expect their spending on digital marketing to increase by more than 5% within the next year.

With digital marketing accepted by so many marketers as likely to transform the industry, Accenture advised companies to adapt to the new environment or risk being left on the sidelines.

To improve the customer experience – only 62% of respondents believe their organisation currently achieves this – Accenture recommended marketers increase their links with the C-suite and to focus marketing campaigns on desired outcomes rather than on sales.

It also urged them to devise campaigns that improve customer engagement and to develop an “ongoing dialogue”, or a relationship that it said should cover “the whole spectrum of sales, service, retention and loyalty”.

“As marketing executives are increasingly embracing digital, they can be catalysts to help their company take advantage of the wider digital opportunity and protect against broader digital threats,” said Brian Whipple, senior managing director at Accenture Interactive.

To help drive the digital transformation of their organisations, he said marketers should extend their vision beyond traditional boundaries.

“The opportunities, as well as the potential and real threats, are all about the customer, the brand, the interface with the customer and how the customer is empowered,” he said.

Microsoft goof confirms Surface Mini

IDG News Service

Microsoft has inadvertently confirmed that it had a smaller Surface tablet ready to release when it unveiled the larger Surface Pro 3 last month.

Eagle-eyed observers today pointed out that the Surface Mini, a long-rumored small tablet, was referenced several times in the Surface Pro 3 User Guide, which is available online.

Microsoft started selling some models of the Surface Pro 3 in retail today, and began delivering devices that customers had pre-ordered since the May 20 introduction.

The Surface Mini was featured most predominantly in the user guide’s discussion of the Surface Pen, a writing and sketching tool that comes with the Surface Pro 3, and apparently would have accompanied the smaller tablet, too. Mentions of OneNote, Microsoft’s note-taking app, were scattered throughout the guide, including the sections where the Surface Mini was mentioned.

“Click the top button [of the Surface Pen] to open OneNote, even if your Surface is locked,” the guide stated. “Bluetooth technology links your Surface Pen to your Surface Mini or Surface Pro 3, so when you click the button, your Surface responds instantly [emphasis added].”

That matches what some reported prior to Microsoft’s May 20 event: The Surface Mini, those reports claimed, would be pitched as a note-taking device, and released in time for the back-to-school sales season.

The Surface Mini was assumed to be a 7-in. or 8-in. tablet akin to the Surface 2, the second-generation of the Surface RT, a tablet powered by Windows RT, the tablet-only operating system that features colorful tiles and boasts a new ecosystem of apps.

The day before the Surface event, Computerworld reported that Microsoft would not unveil the Surface Mini. Later accounts elsewhere claimed that the device was pulled from the presentation — and thus release — at the last minute as executives feared that the Mini wasn’t sufficiently different from lower-priced rivals to do well in the market.

Microsoft’s skittishness may have stemmed from memories of the $900 million write-off it took in mid-2013 to account for lackluster sales and overstocked inventories of the original Surface RT tablet.

It’s possible that Microsoft will eventually launch a smaller Surface, perhaps even the built-but-not-sold Surface Mini, but the company has not publicly confirmed the tablet’s existence, much less a timeline for its release.

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Design is more important than technology

CITEworld

It happens every time Apple makes an announcement: “Where’s the really big difference,” shout the haters from the rooftops. “Where’s the innovation?

Well, here’s the thing: When it comes to technology, “innovation” doesn’t mean what you think it means. Almost none of the technology we come to rely on every day for transportation, productivity, and entertainment, is actually a brand new invention. And very much of what we refer to as “innovation” is mainly a product of good design — the smart application of existing technologies to make life better for users.

Let’s go back to Apple for a moment. Contrary to what seems to be popular belief, Apple didn’t invent the personal computing market: Olivetti invented the PC with the Progamma 101 in 1965, when the Steves Wozniak and Jobs were still in school. HP, Xerox, Wang, and IBM all offered personal computer models of their own. But it was the Apple II that made computing affordable and accessible to the home.

Which is exactly the same trick that Apple pulled thirty-some-odd years later with the iPod, and later the iPhone. Apple didn’t invent the MP3 player. It didn’t invent the cell phone. It didn’t invent the touchscreen, or mobile e-mail, or that cool portrait/landscape switching that we now take for granted. What Apple did was combine these technologies in a way that had never been tried before.

The iPhone wasn’t the most technologically robust phone on the market — remember when everyone was up in arms because the first two iPhone models were only on 2G? But it was the first that presented a compelling case for how people could use a smartphone in their everyday lives.

The “innovation” was in optimizing their product to reflect the company’s very specific vision for how people should interact with technology. That vision continues through today: Even the Woz agrees that Apple is plenty innovative, even if its lack of really new products indicates a gap in inventiveness, which is a different topic.

And you see it again and again in all segments.

Uber didn’t invent cabs. It just invented a better way to call and pay for them that took advantage of the smartphone platform.

Tesla didn’t invent electric cars. It just invented a better way to manufacture them that lets them drive further, faster. (Although Tesla holds a bunch of well-deserved patents for their battery and charger technology — patents that theyopened up this week to encourage people to build on their inventions.)

Since CITEworld is an enterprise IT blog, let’s take a look at an enterprise IT company: Okta, the single sign-on cloud identity company which this week raised a hefty $75 million round of funding, today unveils a new user experience (UX).

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Marketing to the Data Driven Customer

IDC PMS4colorversion 1 300x99 Marketing to the Data Driven Customer

By Gerry Murray

The digital native generation is bringing new expectations to brand relationships. They are mobile first, crowd sourced, and data savvy. Their first and most frequent interaction with your brand will be digital and mobile. They find out what’s cool, what’s trending, and what’s most likely to work best for them from their social networks. They don’t have emotional attachments to brands because the product is compelling or the advertising is cool. Their emotional engagement comes from unexpected insights that make them more successful. This is the new basis of customer loyalty, advocacy, and lifetime value.

Of course you still need a compelling product and cool ads (or messaging.) But once the prospect is a customer, continual engagement depends on over the top data driven insights. It’s no longer enough to just sell the hammers and saws and let the buyer go build their house. You need to monitor how they are using the hammer and saw. You need to deliver success by guiding their use of your product based on the behavior of your most successful customers. You need to leverage your position as the center of your customer universe to share best practices quickly and efficiently. The only way to do that at scale is through data.

Data Ownership vs Data Stewardship

In between the lines, you should be hearing a new philosophy with respect to customer data. Even though legally you “own” it, the data driven customer expects you to act as a data steward. You must treat their data as an asset to be used for their benefit, not just as the basis for driving revenue. Everything you provide to your customers should be designed to bring data back. Your customers should learn that the more data they provide, the more value they get in return – without negative side effects like having their data sold to an irrelevant ad network. Give to get and maintain the trust.

This has tremendous implications. Not only for marketers. Data marketing requires coordination with product development, IT, finance, fulfillment, point of sale, customer support, consulting services, sales. All these groups interact with customers and capture data on different aspects of their behavior – product usage, purchasing, problem resolution, planning, advocacy, etc. They all need to be understood to identify the most successful customers and the traits that drive their success. You can create tiers of services based on the level at which customer provide data. You can create cohorts of customers that exclude direct competitors. You can support exchanges within your customer ecosystem that enable strategic accounts to benefit from preferred peers. You can be extremely creative about how you structure your data marketing services.

The message is that in a world of shrinking product cycles, cheap knockoffs, and copycat services, data marketing is the new source of differentiation. No one else has the data you (should) have on how customers can be most successful with your products. Use it to attract and retain the best and leave the rest to your competitors.

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US World Cup fans are digitally active

Warc

Almost one-third (31%) of American soccer fans are more likely to use multiple devices to watch games from the FIFA World Cup 2014 and almost two-thirds (64%) plan to watch at least one game online, a new survey has shown.

Based on responses from 25,000 US adults, including Spanish-speakers, consumer insights firm Experian Marketing Services expected fans to embrace World Cup broadcasts across multiple platforms.

Specifically, it found 60% were more likely to use their phone to keep up with sports coverage, 65% were more likely to stream video from a work computer and 60% were likely to use sports apps on their phones during a typical week.

Furthermore, 37% were more likely to use a digital tablet and 20% were more likely to multi-task while watching TV, the report stated.

Bill Tancer, general manager of global research at Experian, suggested this was a sign of how mainstream digital viewing is becoming among American fans, who he said didn’t care how they watched coverage, as long as it’s readily available.

He added that the tournament, which started on June 12 and lasts until July 14, will also provide good opportunities for marketers.

“The World Cup is a unique event for viewers but also for marketers because it attracts a fully engaged, globally diverse audience that loves to shop and engage with brands for an entire month,” he said.

Experian found that World Cup fans are 29% more likely to have a strong connection with brands placed in the context of TV shows, he stated, and they are also more likely to buy goods and services – unlike viewers of the Olympics.

Fans’ online search behaviour will be monitored throughout the tournament, he added, and this has already revealed that ESPN Soccernet.com is the most popular website for updates while Cristiano Ronaldo of Portugal is the most searched player.

Separately, an infographic from Kantar Media about sports-related activity in Latin America has shown that 32% of Brazilians, who played football at some point over the past year, take part in promotions via mobile phones.