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Tech Marketing Guide to B2B

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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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A New Way To Get Your News

Business Insider

Blendle, an exciting Dutch startup that has attracted 200,000 users in the region to a platform that lets readers make micropayments for individual newspaper and magazine articles rather than having to sign up to monthly digital subscriptions, has just got even more exciting.

The New York Times (which is also an investor in Blendle), The Washington Post, and The Wall Street Journal have signed up to the platform.

That’s huge. Until now, only Dutch publishers had signed up to Blendle. The company had managed to convince pretty much all the major newspaper and magazine publishers in the Netherlands to come on board, but its chances of scale were limited at best because its content was restricted to the Dutch language.

But now, as Blendle’s founder Alexander Klöpping states in a press release: “It’s a great honor that three of the most important newspapers in the world will start working with us.”

It also shows that major US newspapers are willing to experiment with how they charge readers to access their content online.

Earlier this week, at the Digital Media Strategies conference in London, Klöpping hinted that Blendle is looking to expand in France or Germany next. Blendle’s press release announcing its new partners confirms the platform will be expanding internationally this year.

Here’s how Blendle works: Users register for Blendle and put in their credit-card details just once at the beginning of the process in which they create a newsfeed of stories about the topics in which they are interested. When they click on a headline, the app/website takes a small payment. And — perhaps the most intriguing part of the whole offer — if readers don’t like an article, they can get an instant refund if they provide feedback.

On average articles cost 20 cents each, according to Blendle. The pricing per article is set by the publisher. The revenue split is roughly 30/70 between Blendle and the publisher.

Millennials Are Ready To Take Over

Goldman Sachs

The Millennial generation is the largest in US history and as they reach their prime working and spending years, their impact on the economy is going to be huge.

Millennials have come of age during a time of technological change, globalization and economic disruption. That’s given them a different set of behaviors and experiences than their parents.

Check out a sneak peak of the this great infographic and click to take a full look!

Screen Shot 2015 03 19 at 12.33.52 PM Millennials Are Ready To Take Over

 

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Snapchat’s Discover Publishers Are Asking for Big Ad Rates — And They’re Getting Them

Recode

Snapchat’s Discover platform is one of the hottest properties in media. That’s why Snapchat and its publishing partners are asking for very high prices for ads that run on Discover — and why marketers are paying them.

Industry sources say Discover ad pricing is running around $100 for every thousand views — a rate that’s something like twice what a premium video publisher can get, and many times what a mere Web publisher can command. Perhaps that’s why Alibaba felt comfortable putting $200 million into Snapchat, at a reported $15 billion valuation.

Snapchat launched Discover in late January. It’s a new section of the app where users can watch videos or read stories from a dozen different publishers like CNN, Vice or ESPN.

Snapchat publishers set their own rates and provide a guaranteed view count to ad buyers based on traffic patterns they’ve established in the last few weeks. Industry sources say that on average, publishers are getting around 10 cents a view for their ads, which are seen anywhere from 500,000 times a day to a million times a day. That means publishers are able to command $50,000 to $100,000 a day for their stuff.

The publishers and Snapchat split the revenue differently depending on who sells the ad. If a publisher sells the ad space, they get 70 percent of the revenue; if Snapchat sells the ad, the revenue is split evenly.

Publishers can also bundle the Snapchat buys with inventory on other platforms if they sell it themselves; sources say ESPN’s sales force is taking this tactic, and has been able to sell Discover ads for more than $100,000 a day.

Since Discover is brand-new — Snapchat itself is only four years old — a lot of this pricing and ad buying is experimental. And prices usually run high in the early days of new properties, while publishers and marketers identify a proper balance.

Continue Reading… 

IDG’s Chief Content Officer: Separate Content Marketing From Marketing

Huffington Post

Since our first CXOTalk show launched in 2013 with Guy Kawasaki, I have interviewed 12 startup founders/CEOs, 15 Fortune 250 executives, 28 Chief Information Officers, 10 technology analysts including Group Vice Presidents from Gartner and IDC, seven venture capitalists, six bestselling authors, one Emmy award winner, one Brigadier General and one NBA team owner. After hosting our 100th episode last week, we can now add to that impressive guest roster, our first Chief Content Officer, John Gallant of IDG Communications.

2015 03 07 1425738085 6610421 123north thumb IDGs Chief Content Officer: Separate Content Marketing From Marketing
John Gallant, Chief Content Officer – IDG Media US

As Chief Content Officer for the largest technology publishing company in the world (IDG literally publishes in every continent), Gallant (Twitter: @JohnGallant1) works with editorial teams to set content strategy and figure out how to leverage social and mobile as he determines the overall content strategy that drives the business of IDG in the U.S. The print industry has been completely re-vamped by digital transformation. With just one print publication left today, CIO Magazine, IDG has reinvented itself and continues to serve their audience using a rich array of media such as web-based tools, social media, podcasts and events.

Content is so important, not just to marketing, but to all businesses looking to drive successful outcomes. More and more companies are realizing the importance of quality content and the role it plays in building that ongoing relationship with their customers, however when you look across the technology landscape, there are a lot of people covering a lot of similar technologies. IDG differentiates their brand by focusing on delivering high-value content targeted for specific audiences that is not being delivered by another brand in the market.

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Getting Maximum Value from Data Marketing

IDG Connect 0811 Getting Maximum Value from Data Marketing

A social media expert with over 15 years’ experience in digital, Christian works with some of the biggest platforms and programmes on TV, taking social media data and making it into relevant, interesting and engaging content. He currently works at performance marketing agency Albion Cell, delivering data-driven social media strategies for clients including King.com, Jose Cuervo and Ubuntu.

Marketers are often unduly daunted by the prospect of big data, possibly because the sky really is the limit when it comes to what can be done and how much can be collected. There is also a problem in that despite it being a ‘hot topic’ for so long, most businesses still aren’t leveraging new data technologies and techniques nearly enough.

Data presents an enormous opportunity to better understand your customers and their purchase behaviour, and then hone your marketing based on these insights.

Even if you are planning to outsource your data efforts to a consultant or agency, it’s a good idea for any marketer to have a basic, practical understanding of the key aspects involved. The more intelligently targeted your marketing is, the more efficient it will be.

1) Choose the right data storage for your business

There are effectively two types of data storage: on-premise or off-premise. While off-premise is more cost effective (and used successfully by online-only businesses like ASOS and Amazon, which have been able to create their systems from scratch entirely in the cloud), there are always issues of access and privacy or security. On-premise is more expensive due to high server costs, but gives businesses full control over the data – banks, for example, use data warehouses to minimise risk. When you’re deciding which system to use, consider your priorities and choose accordingly.

It should be noted that some businesses do a hybrid approach, but the challenge here comes when you want to combine your cloud data with any on-premise data to do deeper, more thorough marketing. Lloyds Bank has successfully built a very sophisticated hybrid system but there currently isn’t a way of combining on and off-premise data very easily or efficiently.

2) Only store what you need

The key point you should think about is what, from the enormous volumes of data you can collect, you actually need to collect and store. If you store only the relevant data you can be far more efficient.

Read More Here…

The Most Powerful Player in Media You’ve Never Heard Of

Wall Street Journal

Across the media landscape, high-stakes battles are raging over measurement.

In the online world, there’s controversy over how to measure the “viewability” of ads – proof that a person is able to actually see them. In the TV world, networks say traditional ratings aren’t adequately measuring viewing on digital platforms.

At the center of the storm is a body few in the media industry pay attention to: the Media Rating Council.

The little-known New York-based outfit, a non-profit founded in the 1960s, is the lone organization setting the rules for how media consumption is tracked. It is charged with accrediting and auditing the Nielsens and Rentraks of the world, putting it in position to influence the flows of billions of advertising dollars in television and online in coming years.

“People don’t even know we exist,” said George Ivie, the MRC’s chief executive.

In the digital advertising world, though, MRC has lately come into the spotlight as the debate heats up over viewability. For years, media companies charged advertisers every time an ad was “served” on a Web page. But there are many occasions when users can’t possibly see those ads, because they scroll past them or because they’re on part of a page that isn’t visible.

About four years ago, several of the ad industry’s largest trade organizations launched an initiative to move the industry toward a “viewability” model in which marketers pay for ads that are actually able to be seen, not just served. The MRC was tapped to serve as the standard setter and quasi-referee.

After an exhaustive process, last year the MRC–in conjunction with the Association of National Advertisers, the American Association of Advertising Agencies and the Interactive Advertising Bureau–released its standard: an ad is viewable as long as 50% of it appears on a person’s screen for one second, and two seconds for video ads. The organization has accredited 16 different companies to track viewability for display ads, and six for video ads—a total of 18 companies.

The early reviews of MRC’s work are harsh in some corners of the digital advertising industry. Publishers say complying with the viewability standard is a nightmare, because all of the accredited companies have different methods and technologies to measure viewability and arrive at conflicting results. That has caused messy and heated negotiations between advertisers and publishers.

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Take two steps back from journalism: What are the editorial products we’re not building?

Nieman Lab

The traditional goal of news is to say what just happened. That’s sort of what “news” means. But there are many more types of nonfiction information services, and many possibilities that few have yet explored.

I want to take two steps back from journalism, to see where it fits in the broader information landscape and try to imagine new things. First is the shift from content to product. A news source is more than the stories it produces; it’s also the process of deciding what to cover, the delivery system, and the user experience. Second, we need to include algorithms. Every time programmers write code to handle information, they are making editorial choices.

Imagine all the wildly different services you could deliver with a building full of writers and developers. It’s a category I’ve started calling editorial products.

In this frame, journalism is just one part of a broader information ecosystem that includes everything from wire services to Wikipedia to search engines. All of these products serve needs for factual information, and they all use some combination of professionals, participants, and software to produce and deliver it to users — the reporter plus the crowd and the algorithm. Here are six editorial products that journalists and others already produce, and six more that they could.

Some editorial products we already have

Record what just happened. This is the classic role of journalism. This is what the city reporter rushes out to cover, what the wire service specializes in, the role that a journalist plays in every breaking story. It’s the fundamental factual basis on which everything else depends. And my sense is we usually have enough of this. I know that people will disagree, saying there is much that is important that is not covered, but I want to distinguish between reporting a story and drawing attention to it. The next time you feel a story is being ignored, try doing a search in Google News. Almost always I find that some mainstream organization has covered it, even if it was never front-page. This is basic and valuable.

Locate pre-existing information. This is a traditional role of researchers and librarians, and now search engines. Even when the product is powered entirely by software, this is most definitely an editorial role, because the creation of an information retrieval algorithm requires careful judgement about what a “good” result is. All search engines are editorial products, as Google’s Matt Cutts has said: “In some sense when people come to Google, that’s exactly what they’re asking for — our editorial judgment. They’re expressed via algorithms.”

Continue Reading… 

How publishers make native ads newsy

DIGIDAY

Native advertising was supposed to be marketers’ answer to banner blindness by creating ads that consumers would want to read and share. But by the time a native ad gets through all the necessary approvals and is shaped in a way that can scale, the result is often evergreen — and bland.

But a handful of publishers are trying to create native ads that play off the news cycle, betting that the more timely the post is, the better its chances of being read and shared. There are limitations: It is labor-intensive and hard to scale. “You really have to be resourced and in a philosophical place to be able to respond in a timely enough manner to play in the news cycle,” said Mark Howard, CRO of Forbes.

And as the history of real-time marketing disasters show, marketers have to know when it’s appropriate for their brand to weigh in. “The mistake a lot of content marketers make is creating content that is outside of what would be acceptable for that brand,” said Todd Sawicki, CEO of Zemanta, a native ad platform. “The problem is assuming that every event or news cycle needs a comment.” And newsy native ads may be suited to top-of-the-funnel messages, but more brands are moving to classic brand-tracking metrics to evaluate the success of their native ads.

So with the caveat that not all brands can pull it off, here’s how four publishers are marrying native and the news.

Bloomberg Media Group
The financial publisher wanted the quality of its native ads to be as good as editorial content, if not better. “It’s always a challenge to think about how we can engage people in native content, working against the sponsored content slug,” said Zazie Lucke, head of global marketing at Bloomberg Media. “It has to meet the bar of editorial, and it has to be engaging, and in some cases it has to be even more engaging to get over the hump of being sponsored content.”

So Bloomberg came up with a product called Riding the News late last year that would respond to breaking news. Dedicated content and data employees pull trending topics in the advertiser’s industry and meet frequently with the client to act quickly on the news. For an asset-management company doing business in Japan, for example, Bloomberg responded to Japan’s quantitative easing announcement with a story within a week that juxtaposed that country’s experience with that of the U.S. (Bloomberg said it wouldn’t name the client because it didn’t have approval to do so.

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Publishers love WhatsApp’s potential, but struggle with execution

DIGIDAY

Publishers have a love-hate relationship with WhatsApp. While many are seeing big numbers from the platform, they’re also wrangling with a handful of product issues that complicate how they’re approaching the platform.

For publishers such The Huffington Post U.K. and Daily Mirror, which use WhatsApp to send breaking news alerts to readers, the big challenge is the work involved in getting people signed up for the alerts. It’s an arduous process on both ends. To get the alerts, readers have to send a message to a dedicated number setup by a publisher, which is a more-lengthy process than clicking a “Like” or “Follow” button.

But that’s only the beginning of the process: To get those alerts out to readers, publishers have to add every signed up user to a Broadcast List, which is what lets WhatsApp users send messages to many people at once. That’s a long process for publishers’ small social media teams, and it’s made more complicated by WhatsApp limiting each broadcast list to 256 users.

“It’s an absolute nightmare,” said Chris York, social media editor at Huffington Post U.K., which launched its first WhatsApp trials in October. York said that process of adding and removing WhatsApp users from its Broadcast lists has been so laborious that The Huffington Post has stopped actively marketing the feature. “We’ve only just scratched the surface of what we could achieve with WhatsApp and we’re really excited to keep innovating with their platform,” he added.

Other publishers are seeing the same issues. The Daily Mirror, which started sending out WhatsApp politics alerts last week, has already felt the heat. “We don’t have the biggest team, and it’s a very manual process, particularly in comparison to something like Twitter,” said Heather Bowen, head of social media at The Daily Mirror.

But publisher frustrations with WhatsApp are in part due to the basic reality that WhatsApp was designed for small-scale commutation, large-scale broadcasting.

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Why email marketing is still in style and thriving

VentureBeat

Email is the workhorse of digital marketing. While we as marketers like talking about the hot new platform du jour, email marketing has been around since the ’90s, is appropriate for every audience, and delivers the highest return on investment (ROI) in digital marketing.

As it turns out, consumers like email just as much as marketers. A new survey from Marketing Sherpa reveals that most consumers like getting promotional emails every week. A vast majority (91 percent) of U.S. adults say they like getting promotional emails from companies they do business with. Of those, 86 percent would like monthly emails and 61 percent would like them at least weekly.

When consumers are this actively engaged with a digital marketing channel, I’m all ears, and you should be, too.

Email might not be the flashiest digital marketing channel, but it’s definitely the most likely to succeed. So what’s the future of email, and how can marketers innovate on this tried-and-true channel?

In its next evolution, I see email marketing becoming the connective tissue of the customer journey. It’s clear that the future of all marketing is the customer journey, as the lines between sales, service, and marketing are blurring. Customers expect a seamless and personalized experience from the companies and brands they do business with, every step of the way. Our job as marketers is to understand customers on a 1:1 basis, to understand their individual journeys, and then to influence those journeys at scale, so we can achieve desired business outcomes.

Over the next year to three years, email will move from being the digital marketing workhorse to being a connecting fiber between channels that keeps customers satisfied on every front. Email is an incredible tool all on its own. But consider these “email-plus” scenarios that are truly marketing gold.

1. Email amplifies social audiences to great effect

Facebook, Twitter, and other social networks are powerful ways to connect with existing audiences and earn new ones through creative and useful content. But we’ve also seen that the combination of email with social media is a new holy grail.

 

Read more tips here…