Experience: 20+ years working with Technology, Internet and Marketing firms around the world. Last 10 years worked as CEO based in China
One of the largest capitalist economies in the world, Australia is the world’s sixth-largest country by total area yet comes 51st in a list of countries by population. So how does marketing in Australia differ to the rest of the world, and what similarities, if any, does a country with less than 0.5% of the world population, have with China, which with almost 20% of the world’s population, tops the same list. Kathryn Cave talks to Dr. Mathew McDougall, Founder and CEO of Digital Jungle to find out more about Marketing in Australia.
What are the unique opportunities in targeting customers in Australia?
One of the unique opportunities in targeting B2B customers in Australia is that the market is relatively small, which leads to great referrals. Most of the major players in the industry know each other, which leads to great opportunities for clients. If you win a client and do an exceptional job, competitors and friends in the industry will notice, because it is easier to monitor a small market. If handled correctly this can lead to many new relationships, but of course, this goes both ways; if you win a client and do not deliver an exceptional product, others in the industry will also take notice.
The US is still the spam capital of the planet, according to a new study. However, using a different set of metrics, it is being outperformed by the like of Belarus, Peru and Iran. In other words, developing countries are punching above their weight and out-polluting America in the online anti-social behaviour markets. On the other hand, the economic powerhouse of the West is ahead on sheer volume in the race to be the number one conduit of commercialised electronic junk. But, say the experts who produced this report, it’s the developing economies that could be hardest hit by the rise of spam.
America is the biggest spam source in the world, according to The Spampionship, a new league table of the 12 biggest spam-producing nations compiled by security vendor Sophos. China is fast emerging as a major source of unwanted email and Russia is in at number three after doubling its share of the spam market. To paraphrase music chart compilers, America has held onto the number one spot but China is in at number two with a bullet. (Or should that be a botnet?)
The Spampionship is not intended to be a roll call of shame, according to Sophos’s head of technology, Paul Ducklin. He claims that the table is meant to be a thought provoking study rather than a finger-pointing exercise.
“We want people to think about security and the consequences of spam,” says Ducklin. “People tend to think it’s harmless, but it’s damaging of lot of economies.”
Two words that are continually brought up in conversations at company meetings are “integration” and “cloud.” According to leading analyst firm Gartner, by 2016 the growth of cloud computing will increase to become the bulk of new IT spend. The relative cost of cloud services as compared to handling integration in-house has historically hindered executives’ decisions to implement cloud services and brokers. However, the undeniable benefits to cloud-based integration have now come to the forefront of consideration for C-level decision makers looking to relieve their companies of compliance challenges and security risks, while increasing the speed of data being transferred and analyzed. Putting the two words together, cloud integration is now more important than ever to tackle increasingly complex integration challenges.
As such, 2014 will be a disruptive year for integration providers, cloud services, Big Data and C-level executives looking to take full advantage of what data integration has to offer. Below are three trends companies can expect to see and incorporate into their businesses in the next year:
We’ve talked in the first two posts about how the digitization of everything is disrupting marketing and changing the face of commerce. Organizations are having to change the way they operate, and that’s causing roles in the C-suite to evolve.
The digitization of everything is doing three primary things:
Increasing the speed and access for everyone to find and interact with relevant people, information, and products/services.
Creating a fast-paced, never-ending game of “survival of the fittest” among corporations.
Moving more of the customer journey into digital channels.
These three factors are forcing organizations to focus on being found among an ever growing sea of competitors – and also on responding in context to their audience with something that resonates.
This requires an increasing depth of customer understanding. Companies need to understand what customers want to accomplish, the motivations behind their actions – and be able to provide meaningful responses, at scale, across a growing spectrum of channels.
Each time a vendor does this well, it raises the collective bar of customer expectations, until someone does it better. This constantly repeating, ever shortening cycle puts an enormous amount of pressure on every company to relentlessly innovate. Those that don’t, struggle or die.
The increasing reliance of the CMO on technology to help them know and respond to customer needs, coupled with the availability of cloud infrastructure and applications, is forcing both the CMO and CIO to re-evaluate their roles.
When Ronan Farrow, the young human rights lawyer with a Hollywood lineage, debuts as an MSNBC host on Monday, he will have some prodigious computing power backing him up.
MSNBC has struck a partnership with Vocativ, a digital news start-up, to provide the new program — “Ronan Farrow Daily” — with up to three taped video segments a week. Vocativ mines the Internet for exclusive news and other content with data-collection software traditionally used by governments and corporations.
Phil Griffin, president of MSNBC, said Vocativ’s marriage of big data and conventional reporting was an innovative approach to journalism. “It is an additional tool for us,” he said. “And who knows where it is going to go for the entire NBC News group.”
News organizations are in a mad rush to team with new companies that they hope can give them an edge in finding story leads. In forming alliances, they are also seeking to attract younger viewers who are more likely to get their news from sites like Twitter and Facebook than from the evening news.
“Bring your own device” (BYOD) is a phrase that has been on the lips of many a technology professional for the past two years, but classifying it, quantifying it and facing up to it has become paramount as more and more enterprises recognise it as an area for risk mitigation.
Whether you label BYOD is a trend, a movement or a culture change, the fact remains that more employees are bringing more devices to the office, consuming resources and then crossing network boundaries to their home LAN, or a public Wi-Fi hotspot.
“In the Middle East most [mobile workers] have a minimum of three devices connected to the Internet from the private side,” Wolfram Fischer, vice president, Europe Middle East and Africa, Aruba Networks, told ITP.net.
And these users are demanding. It has no longer become practical to bar their access to the corporate domain as many of these devices are used for one or more productive, work-based tasks.
BYOD has many faces. When addressing the phenomenon, corporate bodies must consider a number of issues that cross department lines. First of all, who is in charge? IT? Not necessarily, as Fischer explained.
This interview with Satya Nadella, his first since taking over as chief executive of Microsoft, was conducted and condensed by Adam Bryant.
Q. What leadership lessons have you learned from your predecessor, Steve Ballmer?
A. The most important one I learned from Steve happened two or three annual reviews ago. I sat down with him, and I remember asking him: “What do you think? How am I doing?” Then he said: “Look, you will know it, I will know it, and it will be in the air. So you don’t have to ask me, ‘How am I doing?’ At your level, it’s going to be fairly implicit.”
I went on to ask him, “How do I compare to the people who had my role before me?” And Steve said: “Who cares? The context is so different. The only thing that matters to me is what you do with the cards you’ve been dealt now. I want you to stay focused on that, versus trying to do this comparative benchmark.” The lesson was that you have to stay grounded, and to be brutally honest with yourself on where you stand.
While news publishers are starting to turn to paywalls and move away from an almost complete reliance on advertising, game publishers are already creating experiences that attract millions of paying users and, according to Shai Drori of Appsfire who spoke at the event, “most revenue for mobile games is coming from in-app purchases, not advertising.”
Mobile games are generally categorised into two groups when it comes to monetisation: pay-to-play and free-to-play. Pay-to-play apps act much like the paywall of The Times of London, in that one must pay before downloading the app and accessing any of its content.
Free-to-play apps are free to download, and generally a portion of their content is available to all, while certain levels, power-ups, or accessories must be unlocked via in-app purchases.
After coming to the fore in 2013, it remains a key—if not the key—buzzword of 2014 (and, yes, we’re only two months in). But beyond buzz, programmatic is a legitimate force in advertising.
Not only will it account for just under 30 percent of all display ad spend by 2017, already,85 percent of advertisers are using it, in some form. We also can’t ignore the very real benefits with respect to streamlined workflow, cost efficiencies, and transparency between partners. So, it’s not a matter of who will ultimately use programmatic, but how quickly everyone will use it.
And we’re seeing this play out in the market. Just recently, Federated Media and Demand Media both made headlines, deciding to completely forego their direct sales efforts to focus solely on the still young, but increasingly successful, programmatic and RTB category.
The news fit neatly into the ongoing, polarizing direct versus programmatic debate, while heightening that schism and making the sexy, all-programmatic approach appear to be better suited for the long-term. But, while this was a very compelling narrative, it just isn’t true.
B2B marketing budgets are rising, but ad pages are declining. This ongoing shift away from traditional advertising creates an expertise gap that publishers should be looking to fill more aggressively with a broad set of marketing services.
Content, of course, lies at the center of this shift – which is good news for publishers. In Ad Age’s annual BtoB marketing outlook survey, 52.5% of marketers said theyplan to increase total marketing budgets in 2014, the first time since 2011 that more than half of B2B marketers expected to spend more than the prior year. Three-quarters said they planned to spend more on content marketing,
The findings are in line with other recent studies. A study by Econsultancy and Adobefound that content marketing was a top priority among 44% of B2B marketers, clearly outdistancing other digital marketing activities. Forrester, in a joint study with the Business Marketing Association, found that that 59% of B2B marketers plan to increase content marketing expenditures in 2014 and that B2B marketers overall expect to spend what analyst Laura Ramos called a “fairly sizable” 12% of budgets on content marketing in the year ahead.
“As buyers rebuff conventional outbound approaches like email and sales calls, marketers must capture their attention through inbound approaches that offer more enticing fare — like benchmarks, social interactions, videos, and games — instead of the conventional product pitch,” Ramos wrote.