Digital Media Events
Event Date Location

FLURRY : SOURCE14

04/22/2014 San Francisco CA

Game Marketing Summit

04/23/2014 San Francisco CA

WWW.AMA.ORG : WEB & DIGITAL ANALYTICS – CHICAGO

04/24/2014 Chicago IL

Digiday Brand Summit

04/27/2014 - 04/29/2014 Nashville TN

Event Marketing Summit

05/07/2014 - 05/09/2014 Salt Lake CIty Utah

Digiday Programmatic Summit

05/14/2014 - 05/16/2014 New Orleans LA

Internet Week New York

05/19/2014 - 05/25/2014 New York NY

E3

06/10/2014 - 06/12/2014 Los Angeles CA

Digiday Agency Innovation Camp

06/24/2014 - 06/26/2014 Vail CO

Content Marketing World

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

Digital Media

Tech Marketing Guide to B2B

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

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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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MOBILE VIDEO VIEWING INCREASED BY 700% BETWEEN 2011 AND 2013

Fast Company

TV is no longer just a box in the living room. Unless you haven’t been paying attention, you know it also includes smartphones and tablets, and a new report fromvideo services company Ooyala provides more evidence of that trend. By analyzing viewing data from 200 million people, the Global Video Index report found mobile and tablet viewing increased 719% from 2011 to 2013. In 2013 alone, the share of videos watched on mobile phones increased by 10 times.

The holiday season played a role in these shifting viewing habits. Not only were consumers watching product videos to learn about potential gifts, but many also received tablets and smartphones as presents, helping drive growth in December. Overall, mobile phones and tablets accounted for 26% of viewing by the end of December of 2013, up from 18% in October.

More than half of the time people spent watching on mobile devices was on videos that were 30 minutes or longer. However, it was connected TVs that engaged online viewers the longest, with 39% of people watching content more than an hour long.

Read more…

The latest publisher subscription model: memberships

Digiday

A digital media riddle for 2014: When is a subscription more than just a subscription? Answer: When it’s a membership.

In response to incredible shrinking ad revenue and mounting pressure to diversify their revenue streams, publishers are increasingly building out tertiary businesses like brand content studios and research products. But at a handful of niche outlets, publishers are experimenting with something more akin to the public radio model: more inclusive membership experiences for its most-avid readers.

Adherents of the membership model —  from the National Journal, The Guardian and tech blog Pando – claim memberships can both pull in more dollars and develop more engaged audiences. It is, they say, more than just a semantic variation on the subscription.

“Memberships are a fundamentally better way for us to serve our audience. We can start a dialogue with our audience and ask them what’s keeping them awake at night and give them solutions,” said Poppy MacDonald, publisher and co-president of National Journal, the Atlantic Media-owned magazine aimed at Washington insiders.

National Journal’s membership program, which it started three years ago, gives readers perks like weekly policy summaries, access to its policymaker database, and networking events for “modest four- to high-five-figure investment” a month. Reader response has been significant by itself, MacDonald said, but it’s also had ancillary effects on the National Journal’s existing subscription businesses: The magazine’s membership program has helped boost its formerly slumping magazine renewal rates to “well above” the 85 percent industry average.

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BUILD 2014 reveals the cloud side of Nadella’s Microsoft

CITEworld

Satya Nadella’s Microsoft is all about “mobile and the cloud,” a more nuanced view of what it means to be a devices and services business. So if day one of its BUILD developer conference was all about the mobile, it’s not surprising that day two was all about the cloud — with Cloud and Server chief Scott Guthrie making 44 separate announcements about Azure in the course of his keynote.

Microsoft’s Azure cloud service has been the driver for much of the company’s recent innovation, with its mix of infrastructure and platform features. Working with Azure has meant working with its web portal every time you wanted to create new virtual machines. Microsoft is streamlining the process for developers, so you can now create a virtual machine straight from Visual Studio. You can also manage your existing VMs, and even remotely debug apps running across devices and the cloud.

Increased automation makes Azure, and the cloud as a whole, more palatable to IT departments. With support for Puppet and Chef, you’re now able to automate configuration management across a flexible fabric of virtual servers. By adding open configuration management tooling to Azure Microsoft is making its cloud surprisingly portable — you can take those configurations and use the same tools to deploy them on other, competing, infrastructure-as-a-service (IaaS) clouds. Microsoft is also using its own tooling to simplify defining and provisioning virtual servers, with its PowerShell scripting environment now supporting a JSON-based template language that can be used to deploy not just servers and applications, but also the low level connections that form the foundations of a cloud application.

Azure’s web platform is perhaps the most visible element of its Platform as a Service (Paas) aspect. It’s now able to autoscale web sites, helping your apps keep online as loads fluctuate. There’s also support for a new Webjobs role, which offloads work to background threads running in any supported language, and tools for handling traffic across Azure’s global network of data centers. You can now also use Azure as a development platform for web applications, with private staging sites that can be swapped for live sites at a click of a button.

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What went wrong at Digital First Media — and what’s next?

Poynter

The announced shutdown of Digital First Media’s national newsroomWednesday and the probable sale of its 75 daily newspapers later this year is a significant jolt to those who believe a viable business model for rapid transformation of legacy operations is close at hand.

CEO John Paton’s explanation in his blog that the company has decided to dismantle Project Thunderdome “to go in a new direction” barely hints at the converging economic troubles.

Most basically, the very able editor Jim Brady (a Poynter National Advisory Board member) and his lieutenants were like a crack auto racing team trying to succeed in a highly competitive field driving Chevy Cobalts.

The two companies that were merged into Digital First, Journal Register and MediaNews, have both been through bankruptcies, Journal Register twice. Both had been under-invested for years in content management systems and other essential technology.

Steve Buttry, who was just months into “Project Unbolt” to hasten the break from print habits to digital, told me the four pilot papers for that project all had different CMSes, none of them especially good.

It is myth, embraced by digital future-of-news enthusiasts, that Web publishing is close to free. Paton seemed of that view early in his tenure when he asked newsrooms to use mainly free tools to put out their reports for a week.

But in his most recent manifesto/speech to the Online Publishers Association in January, he said he was looking for another $100 million to invest in the company’s digital activities on top of an earlier $100 million.

Continue reading…

A Call for Digital Content Standards

IDG Connect 0811 A Call for Digital Content Standards

IT buyer frustration with finding the right marketing content to make informed purchase decisions is of great concern. Irrelevant content is a reality to a degree, but when buyers have to unnecessarily consume it because its title or description is unclear, general, or positioning fluff, it adds length to their decision timelines. For vendors, our voice of the buyer research continues to show that such low relevance is a big barrier to inclusion among a shortlist of finalists. Content creators must clarify the potential relevance of any given asset up front by giving each one some profile information for quick consideration by buyers and/or systems.

Without the ability to pre-judge a piece of content, buyers will be forced to waste more and more time wading through assets that don’t help, which adds over 20% to the time it takes to make decisions.   Want evidence? Only five years ago, buyers found relevant content about fifty percent of the time. New IDG Connect research of enterprise buyers within the US reveals the relevance hovers just over forty percent and it adds about 3.5 weeks to the buying cycle. Add on that buyers want to self-search and are busy and impatient and one thing is clear: vendors, agencies and media organizations must take more responsibility to speed the process of how one confirms the degree of relevance of a piece of content without requiring its consumption to do so. That process of force feeding is simply unfair.

IDG Connect proposes standards around how digital content is cataloged and profile information is shared with buyers and automated systems to speed getting relevant content to those who need it most. A content identification method can be simple and powerful to help increase the value of offered content.

The need is all about unintelligent assets. Beyond a clever title, they carry little that identifies them by audience, buying stage or the recently minted term persona.  Here is how we can do this.

Document-based assets should have a given location that lists its profile attributes. Rich media should do the same through abstract or description information that are attached to audio, video, tools or games. Your identification tag does not have to be like those of every other vendor. In fact, you choose attributes from among many to label the asset. You do this based on how you segment your audience and look for those attributes that will be most helpful. The ultimate number offered will be driven by the product or service, its complexity, the audience and asset scope. Here are some examples where I’ve defined the attribute for example purposes:

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How Twitter Has Changed Over the Years in 12 Charts

The Atlantic

It’s been eight years since Twitter debuted. Like the rest of the social networks that have survived, it has changed, both in response to user and commercial demands. The user interface, application ecosystem, geographical distribution, and culture not what they were in 2010, let alone 2006.

But each Twitter user sees the service through his or her own tiny window of followers and followed. It’s hard to tell if everyone’s behavior is changing, or just that of one’s subset of the social network. Now, new research from Yabing Liu and Alan Mislove of Northeastern with Brown’s Chloe Kliman-Silverattempts to quantify the way tweeting has changed through the years.

“Twitter is known to have evolved significantly since its founding,” they write, “And it remains unclear how much the user base and behavior has evolved, whether prior results still hold, and whether the (often implicit) assumptions of proposed systems are still valid.”

While their paper is directed at fellow researchers, their results might be of interest to anyone whose ever used Twitter. They combined three datasets to come up with 37 billion tweets from March of 2006 until the end of 2013. The key thing to know is that they talk about two different datasets: What they call the “crawl” dataset constitutes all the tweets, and what they call the “gardenhose” dataset constitutes only a sample of either 15 percent of all tweets (until July 2010) or 10 percent of all tweets (after July 2010).

OK, with that caveat, here are some of their most interesting findings.

Click to see charts and continue reading 

Late to the enterprise mobility party, Microsoft arrives with big plans

CITEworld

After last week’s launch of Office for iPad, the announcement of the Microsoft’s Enterprise Mobility Suite, and the news from the company’s BUILD conference this week, it seems that Microsoft has finally gotten to the enterprise mobility party in terms of devices and in terms of infrastructure.

With Windows Phone 8.1, the company is finally building a range of enterprise security and management capabilities into its mobile platform. Microsoft is also making it easier for developers to write code that crosses all of its platforms, something that’s useful for consumer, business, and enterprise app development.

While most of the focus this week has been on devices and developer resources, Microsoft is also making some powerful plays in terms of enterprise mobility infrastructure. When I spoke with Microsoft vice president Brad Anderson back in January, it was clear that Microsoft had high aspirations in terms of entering the enterprise mobility space. At the time, Intune’s mobile management capabilities were far from complete  – and, for iOS and Android, they still are below the benchmarks of many EMM vendors at this point. But it was clear that Microsoft was going to be making rapid improvements and expanding the scope of its capabilities.

The scale of that strategy came into focus as Satya Nadella announced Office for iPad alongside a new vision of Microsoft as a “mobile-first and cloud-first company.”

The Enterprise Mobility Suite builds together a range of technologies that are likely to add up to being more than the sum of their parts.

The suite builds on the multi-platform mobile management capabilities that Microsoft began implementing last year and advanced in January. Those capabilities, part of the company’s  Intune cloud-based device management solution, included support for managing iOS and Android devices in addition to devices running various flavors of Windows.

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The Ins And Outs Of Buying Media Via RTB

MediaPost

RTB is growing even faster that we expected. eMarketer predicts that U.S. advertisers will spend $8.69 billion on RTB ads by 2017. RTB’s growth isn’t just from display advertising — it’s now rapidly expanding into mobile and video, and some even predict that it will eventually move to TV.

There are many ins and outs of buying media over RTB, which can be confusing for brands that are just beginning to enter the marketplace. The variables in pricing, management systems and types of campaign deliveries can be daunting. Here’s what we’ve learned along the road to successfully delivered ad impressions:

Valuing a Bid

There is a level of sophistication that brands must take into account when it comes to bid management, and I’m not convinced it is as prevalent in the market as many may think. It’s pretty obvious that flat-bid pricing exists, since many bids are won around “round numbers” like $1 or $1.50. If the market was truly using really variable bid pricing, it would be highly unlikely for those bid numbers to remain as static as they do. Although publishers setting (round number) floors on their pricing is one reason that prices don’t fall further.

Sophisticated players value every bid differently as they let the data inform/determine the market value of the person you are bidding for. Data such as context, time of day and ad sequence all add up to give a specific value at any given moment in time. The only way to do this is to have optimization engines that can calculate bids based on outcomes you are looking for (CPA, CPC, or other metrics).

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5 challenges of big data

Marketing Interactive

In a recent study by the World Federation of Advertisers on the contentious subject of big data, top marketers have highlighted some of their biggest challenges. Whilst 88% of the respondents said it was vital for current and future business decision-making, 54% struggle to cope with the huge volume of data being generated.  (See the infographic below)The other 4 challenges include:

  • To deploy insights practically across the business (49%)
  • To find business analysts and data scientists with the right skills (49%)
  • Unprepared to take advantage of the opportunities of big data (74%)
  • Improved understanding of ROI as their primary reason for investing in this area (70%)

The study is based on on responses from 47 different multinational brands, collectively responsible for USD35 billion in marketing spend each year. Conducted in conjunction with The Customer Framework, the survey revealed that big data efforts work best when three key conditions are met:

  • The company has a clarity of purpose around its big data efforts

The most successful respondents were those who identified a clear purpose to their exploration of big data. Nearly 61% claimed to have a clear definition of the purpose of big data. Because every company has access to a multitude of different data sources of varying quality and ownership, the absence of a ‘purpose’ or hypothesis can lead to wasted investment, the WFA said.

  • The company ignores the hype around big data and starts small 

Starting work with small data sets can enable marketers to more easily meet with success in identify insights that can be applied across the business. This helps to demonstrate that it’s worth investing more in the right people and tools. It also allows marketers to boost their expertise and enable them to ensure that work on larger and more disparate data sets truly generates better commercial insights.

Click to continue reading and view infographic 

How Nielsen’s OCR Will Impact Digital Video Advertising

MediaPost

For decades, the gross rating point (GRP) metric has been used in television advertising to calculate campaign exposure with respect to reach and frequency against a target demographic audience. GRPs are  now available for digital video advertising through Nielsen online campaign ratings (OCR). The ad industry had been pushing for the ability to compare TV buys to digital video — and it’s finally arrived, opening the door to a new kind of conversation between TV and digital buyers.

Digital buyers need to prepare for this before it happens. They have an opportunity to evaluate digital video advertising through the lens of a TV buyer before it’s forced on them. If there’s ever a time to be proactive about something, it’s now. Here’s how a digital buyer can be proactive with respect to GRP measurement:

First, recognize that the only impressions that matter to a TV buyer are those that reach the target demographic. For example, if the on-target demo is men ages 18-34, any impressions that reach anyone outside this demo will be considered wasted impressions. So, evaluating a digital buy on TV standards means considering off-target impressions as waste.

Second, develop an in-depth understanding of how well the digital video impressions bought for a campaign match the campaign’s on-target demo. It would be easy here to assume that, thanks to audience buying, a digital video buy would have very low levels of off-target waste. However, when Nielsen OCR is used to evaluate the on-target percent of a digital buy, it’s using different data than any third-party demographic data used for audience buying today. Digital buyers will want to understand the discrepancies between the targeting they’ve been using and the on-target percent evaluation that’s built into OCR.

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