Advertising & Marketing Events
Event Date Location

Agenda 15

03/30/2015 - 04/01/2015 Amelia Island FL

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.

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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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.

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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.”

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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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Gen Z Influencers to Brands: Let Us Be Ourselves — and Forget Tumblr

Ad Age

He let his fans dictate his agenda, sending collages of visual messages, or snaps, at each tourist stop. “At the end of the day,” he said, “I’d give a shout-out to Marriott for hooking me up with the hotels.”

That kind of brand marketing thrives on the platform, explained the 27-year old, who was commissioned for similar work byDisney and has worked for AT&T and Samsung. To demonstrate what he won’t do on Snapchat, he adopts a salesman patois: “Ten dollars off at your next stay!”

Brands must be hands-off, giving social-media savants like him one brief: “be true to yourself.”

This was the overarching message from Mr. McBride and a trio of even younger players gathered on Wednesday by 360i, the Dentsu Aegis digital agency, for a panel on “Gen Z Influencers.” The agency roughly defines the generation as those born between 1997 and 2002, and while the influencers in question might not be in the generation, they’re definitely reaching them.

And marketers want to reach them, too, which is why they are increasingly turning to content creators with fame on mobile platforms such as Snapchat, Instagram and Vine. And they’re shelling hefty fees to do so — sometimes as high as five figures per snap, photo or video. The market’s potential became clearer two weeks ago, when Twitter agreed to buy Niche, a digital talent agency for social influencers.

It makes sense. The influencers, like the YouTube stars before them, understand the platforms. And they can often execute two of the most desirable, difficult tasks for advertisers targeting younger audiences: mobile and native.

With his off-kilter images, Mr. McBride, who tucks his stringy, long hair in a backwards cap and cultivates a surfer dude image, has amassed a huge following of over 350,000 Snapchat “friends” known as “Shonduras.” His most-engaged fans, he says, are often “14-year old girls.”

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6 Technology Innovation Sources for Outside-In Learning

CIO Dashboard

The speed and variety of new ideas makes technology innovation harder than ever before. For most of the last 30 years, those of us in the field of information technology only really concerned ourselves with one major new technology trend at a time – distributed computing, GUIs, OOAD or data warehousing. Now we have not one, but a flood of technologies: mobile, social media, big data and analytics, cloud, the Internet of Things and 3D printing, to name a few, rushing toward us all at once. The reassuring news is that there are as many sources of learning and opportunity to fuel innovation as there are technologies to consider integrating into your technology portfolio. But, you need to know where to look.

Most corporations have a history of learning about new technologies by tapping a few trusted vendors, attending a conference or two and and reading trade publications. Some of the more progressive companies look to universities. Even fewer today rely on the venture capital world and some have taken on their own corporate venturing. But, companies don’t have to invest millions to partner with a university or fund a venture business to innovate in today’s disruptive digital marketplace.

The barriers of entry to innovate have never been lower as easy-to-access communities with ideas and talent grow more and more plentiful. For a fraction of the cost of traditional outside-in innovation, you can open the door to intriguing worlds and be inspired to create a new product or business model, source talent or acquire a company. I guarantee that if you explore at least one of these communities your mind will start to swim with possibilities for how to push your company’s agenda forward. It’s time to fight fire with fire to stoke the flames of innovation by bringing the outside in.

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The Only 10 Slides You Need in Your Pitch

Guy Kawasaki

I am evangelizing the 10/20/30 Rule of PowerPoint. It’s quite simple: a pitch should have ten slides, last no more than twenty minutes, and contain no font smaller than thirty points. This rule is applicable for any presentation to reach agreement: for example, raising capital, making a sale, forming a partnership, etc.

  • Ten slides. Ten is the optimal number of slides in a PowerPoint presentation because a normal human being cannot comprehend more than ten concepts in a meeting—and venture capitalists are very normal. (The only difference between you and venture capitalist is that he is getting paid to gamble with someone else’s money). If you must use more than ten slides to explain your business, you probably don’t have a business.
  • Twenty minutes. You should give your ten slides in twenty minutes. Sure, you have an hour time slot, but you’re using a Windows laptop, so it will take forty minutes to make it work with the projector. Even if setup goes perfectly, people will arrive late and have to leave early. In a perfect world, you give your pitch in twenty minutes, and you have forty minutes left for discussion.
  • Thirty-point font. The majority of the presentations that I see have text in a ten point font. As much text as possible is jammed into the slide, and then the presenter reads it. However, as soon as the audience figures out that you’re reading the text, it reads ahead of you because it can read faster than you can speak. The result is that you and the audience are out of synch.

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Video: IT Mergers & Acquisitions (M&A) Across The 3rd Platform

IDC PMS4colorversion 1 Video: IT Mergers & Acquisitions (M&A) Across The 3rd Platform

How are vendors, IT enterprises, and investors making decisions with 3rd Platform technologies? Since 2012, M&A deals have been skyrocketing in both deal volume and value. In 2014, total IT disclosed deal volume jumped to $476 billion and had almost 1,300 deals associated with cloud, mobile, social, and big data technologies.

IDC’s Vendor Watch Service provides expert guidance on smaller, private tech vendors before they hit the public radar.

Click here to watch IDC Tech Talk videos: https://www.youtube.com/user/IDCTechTalk

IDC’s TechTalk highlights the latest industry trends for IT Executives, brought to you by IDC’s leading analysts. Browse topics from Cloud Computing, Mobility, Social Business, Big Data and more