IDG SONAR is a “data enhanced” demand generation program that provides actionable sales intelligence at the company and individual decision-maker levels. Through expansive web mining of behavioral analytics and one-on-one qualification, IDG’s Sonar identifies organizations with an intent to make technology purchases and delivers highly qualified, sales ready leads from within that company. Sonar allows your sales team to target the hottest leads and teams of purchase decision-makers inside of organizations that are ready to buy
An Advertiser’s Guide to Targeting, Technology, and Transparency
Global digital advertising is nearly an £88 billion industry and advertisers continue to spend more and more on digital. AudienceScience® has found that the way in which advertisers buy media and target their digital advertising is changing, helped by advances in technology, but there are still major hurdles that inhibit an advertiser’s digital success. In order to better understand this shifting landscape, AudienceScience worked with both BSB Media and The Vision Network to launch the second annual International Media Image Survey (I-MIS), a unique study conducted during May and June 2014. Run in conjunction with the International Advertising Association, Warc and M&M Global, the study provides insight into advertisers of various sizes, ranging from Small Advertisers (<£12m) to Mega Advertisers (£40m+). Interviews were conducted by InSites Consulting with senior decision makers at over 80 advertisers globally, and were administered via an online questionnaire.
Global advertisers are changing the way they buy and target digital media. More than half of Mega Advertisers (£40m+) plan to spend more on programmatic buying and real-time bidding (RTB).
The way advertisers buy media is changing.
Advertisers continue to shift more money towards programmatic buying and RTB, with 88% of advertisers planning on buying as much or more media via programmatic buying and RTB. This shift accompanies advertisers shifting budget away from traditional, content-based ad buys and towards data-driven audience targeting. In fact, 82% of advertisers plan on allocating a larger percentage of their budget to audience-targeted buys.
Advertisers are taking greater advertising ownership.
For greater digital success and increased efficiencies, advertisers are starting to realise that they need a better understanding of digital ad technology. 43% of advertisers plan to bring more responsibility in-house for digital planning and 47% of advertisers feel that having in-depth technology knowledge in-house is a factor that will help make them most successful in digital advertising.
Opacity and complexity remain major problems for digital advertising.
Major advertiser trade groups like the World Federation of Advertisers (WFA) have made advertising transparency a major theme in 2014. This should be no surprise: advertisers see opacity in digital advertising as a significant issue, and one that’s only getting worse. 69% of advertisers said that media trading transparency across the industry has either stayed the same or declined compared to a few years ago. Most advertisers feel that this lack of transparency and the overall complexity of the ecosystem are the biggest problems with digital advertising today.
1. Could you tell me a little about your background and how you came to be the CEO at lDG Communications?
Certainly. I have been involved in the information technology media industry for more than 20 years, and have had the privilege of being with IDG for the past ten in various leadership positions. With the dramatic transformation of media in the digital and mobile age, you can imagine the thrilling ride these two decades have been.
“I’ve always been a passionate advocate of staying relevant for the modern marketer and consumer, and IDG offers more opportunities for doing just that.”
Before joining this remarkable company ten years ago, I held a series of management positions at UBM (formerly CMP Media) including Vice President and Publisher of InformationWeek and, later, Vice President and Group Publisher of the InformationWeek Media Network and Co-Founder of Optimize magazine. Now as the CEO of IDG Communications Worldwide, I oversee IDG’s B2B and consumer business across 97 countries.
“It’s an exciting time for IDG — and for me — as we continue to make major strides as a modern media company with innovative technology and unparalleled data services that BtoB technology marketers around the world rely on.”
2. Via ABM360, what is the core marketing technology capability that you are attempting to bring to a marketer? Where does your product fit in vis a vis the customer life cycle?
Technology marketers continue to be challenged by delivering the right message, at the right time, to the right buyer. ABM360 reflects IDG’s core capabilities across all facets of technology marketing and focuses on identifying company purchasing behavior and the people driving these decisions. It is the only truly global account-based marketing solution that leverages digital display, data and demand generation, solutions to help marketers identify purchasing intent.
“The ABM360 suite is designed to span the entire customer life cycle, nurturing important prospects and key clients across all phases including acquisition, conversion, retention, and loyalty.”
3. Are there any new features or upcoming upgrades that you’re excited about and would like to give us a sneak peek into?
In the coming months, IDG will be layering new products into the ABM360 suite that leverage predictive analytics and additional advanced data segments. These are just some of the innovations that marketers have come to expect from IDG.
For marketers, the digitization of business has opened up a new world. No longer are they forced to launch campaigns while blindly relying on gut instinct and hoping for the best. Marketing and advertising campaigns that succeed do so by integrating a range of intelligent approaches to identify customers, segment, measure results, analyze data and build upon feedback in real time.
In today’s global economy, there is a great urgency to be able to conduct data-driven marketing campaigns, as organizations are under pressure as never before to deliver results. “Data-driven marketing” is the practice of employing data to achieve marketing goals and measure results, through engaging customers and delivering greater value to the business. This builds upon a number of forces, such as increasingly digitized operations and increasingly demanding and digitally connected customers.
Data insights have long played a role in efforts to drive business growth and reach new and existing customers. Insights generated by customer and transaction data have helped answer the four w’s of marketing—who, when, where and what, says Dr. Ravi Dhar, professor of management and marketing, and director of the Center for Customer Insights at the Yale School of Management. “It’s always been about who buys it, when did they buy it, where did they buy it, and what did they buy.” The challenge is now to answer the fifth “w” question—why. To correlate data to the “why,” information needs to be brought together from across the enterprise and market landscape to be transformed into actionable insights. “This is really critical to making good decisions, but the data can’t tell you the ‘why’ by itself. You need good managerial understanding to be able to answer the ‘why.’”
Data-driven marketing opens up a wealth of new perspectives and opportunities for businesses, and ultimately, it’s all about customers. A successful data-driven effort needs to be accompanied by efforts to listen to and engage with customers. Datadriven marketing is customer-centric marketing.
Businesses are only just starting to understand the power and potential of data-driven marketing. Ultimately, a data-driven organization learns to employ data analytics as part of all marketing campaigns, from conception to post-campaign review. Within a data-driven enterprise, information can move freely and is consistent across all channels. Within organizations that have achieved high levels of customer intelligence, there is a data-centric culture that is supported from the top down, and decision makers at all levels are provided training and support in mastering the power of data to better reach their markets.
“There’s really very little excuse in today’s marketing department to not use data,” says Russell Glass, head of B2B product for LinkedIn, and coauthor of The Big Data-Driven Business (Wiley). “With the cost of processing, storage and tools having gone down so much, if you’re not using data to make your decisions, or at least to inform your decisions, you’re probably not doing your job.”
The fraudster’s bag of tricks runneth over. Bidel’s report cited bad traffic, domain laundering, in-app ad stacking, phantom apps – when a user clicks to download an app, only to find that the app doesn’t exist but the click was recorded – mobile emulators and shady redirects as issues already plaguing the mobile ecosystem.
“Location is increasingly important on the mobile side for targeting and offline attribution purposes,” said Michael Tuminello, director of product at video platform Innovid. “But mobile location data is frequently inaccurate due to the lack of standards and a complicated ecosystem.”
Adding GPS coordinates to a bid request ups the price, and in some cases it’s legitimate, but a lot of the lat/long information available on the open exchange is coming from players who have no business providing it.
Location spoofing isn’t black and white, however, said Alec Greenberg, VP of media operations at Dstillery.
For example, when an app asks a user to share his or her location and that user declines, the app still gets some sort of data – albeit general information like, ‘This person is in Brooklyn” – relayed from a local cell tower. Broad data like that is far less useful in terms of driving foot traffic than precise lat/long data – it’s also not opt-in, considering in that case that the user had declined to share location data – but Greenberg isn’t convinced the players purveying it are necessarily always malicious rather than just opportunistic.
But the end result is the same and Dstillery isn’t taking any chances.
“We throw out 50% to 70% of all the GPS coordinates we see every day because they’re questionable,” Greenberg said. “That’s a huge percentage.”
Throughout this report, you’ll see how technology marketers have changed their content marketing practices over the last year and how they compare with the overall sample of B2B marketers who completed our annual content marketing survey. Among all groups we studied this year, technology marketers are the most likely to use content marketing. They’re also the group that is most focused on lead generation as the primary goal for their content marketing efforts. Producing engaging content continues to be a challenge for technology marketers; however, 73% are presently working on initiatives to improve in this area. View the infographic below to see which content marketing initiatives B2B tech marketers are working on today and tomorrow…
IDG Communications today announced strategic enhancements that will allow IDG.tv to give marketers unprecedented video reach, distribution and targeting in 97 countries and provide even more compelling video content to its audiences.
The company is unifying all of its video content from its tech media properties on a global basis, and recently launched IDG Studios, creating core content for its channels as well as original, episodic programming on IDG.tv for both enterprise and consumer technology audiences.
According to comScore Video Metrix, IDG was the #1 tech property in video in March 2015 with 9.93 million total unique viewers, thanks to its trusted and engaging insights, analysis and reviews from premium trusted media brands including CIO, NetworkWorld, MacWorld, PCWorld and outpacing its the nearest competitor AOL Tech by over 3.5 million unique viewers.
“IDG is a global, tech video content and distribution powerhouse. Our premium owned and operated brands and the broad reach of IDG TechNetwork, is a winning combination,” said Dina Roman, General Manager, IDG.tv. “Add to that a slate of original programming that offers unique sponsorships for marketers, and a unified, scaled global distribution platform that we can curate and control, IDG continues to provide a wide variety of targeting opportunities across an affluent, tech-savvy audience.”
As part of its new unified content strategy, IDG.tv will offer a consistent video programming calendar, with seasonal consumer and technology event-based themes, across all of its properties as well as on more than 500 sites in the IDG TechNetwork. IDG Studios’ new and original episodic programming will include original content for viewers, such as Hardcore Hardware, Breakout Startups and WorldTech Update, as well as custom editorial series created on behalf of some of the world’s largest technology marketers.
Kyle Kramer, a proven digital video expert, was recruited from Vox Media to serve as IDG’s VP of Video Programming. Kramer served as Head of Production at Vox Media where he oversaw studio operations and award-winning production for all Vox Media properties, including The Verge, Polygon, SB Nation, Eater, Racked, Curbed & Vox.
This week’s marketing news roundup focuses on marketers wasting time on ‘dirty’ data and which email subject lines are most effective.
Data is vital for B2B marketing but it looks like marketers could be wasting their time and effort on dirty data. According to a Spear Marketing Group recent poll, 54% of US B2B marketing executives estimated that over 25% of their marketing database included old, inaccurate, unusable or duplicate leads. Furthermore the majority of respondents described the accuracy of their data as “fair,” or “bad”. This problem also often manifests itself as a barrier to marketing across multiple channels.Econsultancy has found that 42% of marketers say inaccurate contact data is the biggest barrier to multichannel marketing.
‘Dirty’ data is not only wasting marketer’s time, it also affects the bottom line. Experian Data Quality research has found that the cost of inaccurate data has a direct impact on the bottom line of 88% of companies, with the average company losing 12% of its revenue.
Even though marketers have identified this problem, it looks like they’re reluctant to use solutions to overcome it. With 46% of respondents not employing such tools to automatically enrich, append, clean or de-dupe leads before they entered the system.
Email Subject Lines
Email subject lines can determine the success of your campaign. With so many emails flooding into mailboxes, competition is getting stiffer. And no matter how good your email design is, it won’t be seen if your email subject if it’s not engaging. Return Path’s recent study analysed nine million subject lines received by more than nine million subscribers to discover which subject lines are gaining the most success.
You may have often heard that shorter subject lines increases your read rate chances however the study has found no relationship between subject line length and read rate. Subject lines with 61-70 characters had the highest read rate and almost twice the read rate of subject lines with more than 100 characters. Even though the study demonstrates a higher read rate in the study, longer character emails only comprised of just 6% and 3% of the study. While the most commonly used length was 41-50 characters, in one-quarter of emails analysed.
The research discussed that even though there isn’t a relationship between subject line length and read rate it explains marketers should not pay attention to length. Mobile devices display subject lines in different ways and the research suggests that it’s more important to place a CTA at the beginning of a subject line if the audience is primarily mobile.
Handing off customers, from marketing to sales to customer service, seems a bit jolting in today’s digital world. These days, customers own the online social relationship, and they don’t want to be passed around like a hot potato. They demand one group to guide them through the customer journey.
More often than not, this group is the digital marketing team.
Death of a salesman
Already there are signs that marketers are pushing out salespeople. Forrester predicts one million B2B sales jobs will disappear in the coming years, as customers research and purchase goods online. At DEMO Traction in San Francisco last week, many startup tech companies said they don’t even employ salespeople.
On the post-sale side, a fight has broken out on social media between marketers and customer service pros over control of the customer relationship. Customers don’t want to pick up a phone and call customer support anymore. They want answers online, where marketers hold sway yet aren’t good at providing customer service.
“Initially seen as an outbound channel for marketing, social media soon also saw consumers seeking customer service, something marketing teams were ill-prepared to handle,” writes Forrester analyst Ian Jacobs in a brief entitled Take Social Customer Service Beyond Your Own Walled Garden.
There are four significant trends making account-based marketing (ABM) a major focus for B2B marketers:
Rising customer expectations are the most disruptive trend in business today. Customers no longer make categorical distinctions between their personal and professional brand relationships. They expect all companies to provide highly valuable personalized experiences all the time. Companies that differentiate their customer relationships on the basis of account-specific insights and responsiveness raise customer expectations and create competitive advantage. Expectations are set very early in the buyer’s journey long before they interact with Sales, so marketing plays a crucial role in demonstrating value add from the very first touch.
Customer acquisition costs have changed dramatically. Saturation is a problem for many technology product categories, especially second platform solutions in the enterprise arena. As segments near or reach saturation, new customer acquisition costs soar and it becomes imperative to more efficiently find new customers, get the most out of existing customer relationships, and defend them from competitors. The scale efficiencies of marketing vs. sales are critical to accomplishing these objectives cost-effectively.
Subscription revenue models dramatically extend the time it takes to recoup cost of sales. Ideally, revenue and profit increase over time, but that is dependent on retention and expansion of the relationship which require constant care and nurturing. As a result, marketing must play a central role in optimizing the ongoing customer relationship.
Technology has enabled an increasing number of account based marketing program components to be scaled beyond a small group of select customers. Online communities, micro sites, personalized content, crowd sourced product features, and other digital elements are easier to offer at scale. As a result, they enable companies to gain additional margin and raise expectations in segments beyond their largest customers. These are the tools the digital marketer must leverage for delivering value to the account.