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10/26/2014 - 10/28/2014 Stone Mountain Georgia

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IDG’s Social Media Marketing Success Story

Media Shepard

IDG worked with Samsung late last year to promote the company’s 10.1 Galaxy Note tablet. For Samsung, the goals were clear: promote the product during the holiday season in order to reach the campaign’s target business audience. IDG’s job was to leverage its industry contacts and brand following to create awareness and engagement.

That job fell to Colin Browning, marketing services director at IDG, who heads the Performance Marketing group within IDG Strategic Marketing Services. Browning’s team is responsible for the implementation, management, analysis, and optimization of social media and lead generation programs for clients.

mediaShepherd asked Browning to explain how IDG designed and implemented an effective B2B social media campaign: platforms used, specific approaches, goals, strategies and results.

mediaShepherd: What were the goals of the campaign? How were you defining “success” both for your client and IDG?

Colin Browning: The overall campaign goal was to increase the IT leadership’s awareness of Samsung’s new 10.1 inch tablet as a superior device for use in the workplace. For the social component we wanted to get the target audience discussing the broader advantages and flexibility of tablets while including Samsung’s messaging.

mS: There is often a fine line between promotional and valuable content, especially with custom marketing campaigns. How did you ensure that you would be pushing out valuable content to your audiences to facilitate real engagement? (Did the survey(s) you conducted play a role in this?)

CB: The program content, including the Twitter chat topics, were designed to be thought leadership based. While these are all informative pieces and conversations, they were also aligned to the key value propositions of the Samsung Tablet. This enabled us to have broader audience conversations about the use of the tablet in the workplace and what IT’s needs are, without coming across as overly promotional.

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Infographic: Everyday Big Data

Vouchercloud

Scientists and businesses often encounter difficulties in analysing huge data sets, otherwise known as “Big Data”. Its size is forever changing across many landscapes, with the amount of data created each day constantly increasing – now four times faster than the world economy. Every day we create 2.5 quintillion bytes of data, which is enough to fill 10 million Blu-Ray discs, which in turn is enough to make a stack the size of 4 Eiffel Towers. Big doesn’t seem to be quite ‘big’ enough a word to describe how data is evolving.

The most astonishing thing about Big Data is the speed at which it is increasing. 90% of the world’s data, for example, was created in the last 2 years alone. The number of people with access to the internet today is equal to the world’s entire population in 1960 (3 billion). Global communication has never been easier and it might not come as much of a shock that there are 204 million emails sent per minute. But there are also 216,000 Instagram posts and 217,000 tweets. This is social and business conversation at its best.

The data collected through all these interactions is helping to shape the way we live our lives. As you can see below in the data graphic by vouchercloud it is helping us to save money (comparison websites, reducing energy bills, monitoring our fuel consumption and tailored coupons based on our previous spending habits). It is helping us to get around more efficiently – urban transport is improved using real time data capture and managing traffic hotspots by changing bus routes or traffic light sequences to ease congestion. Even more topical and important, it is helping us to save lives; streaming patient data to recognise outbreaks of illnesses and disease, identifying those at risk and managing the costs of treating patients.

Data is improving and expanding across mobile, digital media and social media, and Big Data is innovating the future ahead of us.

Big Data GRAPHIC1 e1413817382616 Infographic: Everyday Big Data

Should publishers take Web design cues from print?

Digiday

With the relaunch of Bloomberg Politics this week, Bloomberg is extending Businessweek’s polarizing design aesthetic further into the Web. With splashy homepage visuals, Businessweek-esque pull quotes and a continuous scrolling feature that mimics page turning, the new site feels less like a purely digital site and more like a digital version of the Businessweek print magazine itself.

And Bloomberg is not alone. Publishers across the Web are taking more digital-design cues from their print brethren. Yahoo, for example, calls its tech, food and travel sites “magazines,” and Flipboard also leans heavily on print cues by mimicking page-flipping and by letting readers curate their own custom magazines — covers and all. It’s an approach that Apple also took with its own Newsstand and iBooks apps, which also try to replicate the experience of reading off paper.

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IDG Corporate Video 2014

idg logo1 IDG Corporate Video 2014

IDG is the world’s leading media, events, and research company reaching over 280 million technology buyings in 97 countries.

IDG Communications (a subsidiary of IDG) is the largest global technology media, data and services company. It delivers personalized and contextual-based experiences for the most powerful tech buyers.

From millennial tech enthusiasts to senior executives, IDG understands and reaches them all.

Mobile Infographic Video: Millennials vs. Generation X

IDG GlobalSolutions Color Mobile Infographic Video: Millennials vs. Generation X

A global content revolution is upon us. These days practically every piece of con- tent we discover, share or engage with comes as a stream of digital information – real-time search results, social media feeds or swathes of rich media ads and advertorial experiences.

Nearly all respondents aged 18 to 34 owned a smartphone, and 91% of 18- to 24-year-olds and 85% of 25- to 34-year-olds used social networking sites and apps on their smartphone. Only 38% of 18- to 24-year-olds owned a tablet, however. Tablet ownership jumps to 55% among 25- to 34-year-olds, and 65% report using another device or screen, primarily television (83%) at the same time as their tablet.

To download the 2014 IDG Global Mobile Survey white paper and view other infographics, CLICK HERE

Take the IT Salary Survey and Discover your Earning Power!

cw ss horizontal 2015 300x69 Take the IT Salary Survey and Discover your Earning Power!

Computerworld’s 2015 IT Salary Survey: What’s your earning power?  How does your salary compare with your IT peers? Computerworld’s 29th Annual IT Salary Survey will feature the latest IT salary trends and advice on where to find the best-paying jobs. This year’s survey participants can enter a drawing to win one of 3 American Express Gift cards for $500! The drawing is open to legal U.S. residents, age 18 or older.

Take our annual Salary Survey today!

http://tinyurl.com/k5dszeo

China’s social media adspend to triple

Warc

HONG KONG: Advertising expenditure on social media in China is forecast to triple over the next five years, overtaking Japan to become the region’s largest market, new figures have shown.

Data from analyst Forrester Research indicate that spending by advertisers in this channel will grow from $535m in 2014 to $1.7bn in 2019. In comparison, spending in Japan will double over the same period, from $864m to $1.6bn.

“Chinese consumers are addicted to social media,” Wang Xiaofeng, Forrester Research analyst, told the South China Morning Post, as she estimated that upwards of 95% of metropolitan internet users were on social networks.

Accordingly, marketers are following them onto the various domestic platforms that have sprung up, although sites such as Sina Weibo, QQ and Renren have been in danger of falling out of fashion as messaging apps like WeChat gain in popularity.

They have reacted with new initiatives and new focus. Thus, for example, Renren made a strategic shift earlier this year to focus on college students and the younger generation, while Weibo looked to integrate itself with TV shows and live events.

Read on…

They used to say ‘print or digital’. But do we need to choose?

The Guardian

Something significant happened under cover of pinkness while we were busy agonising over Scotland and Ed Miliband’s dodgy memory. The Financial Times emerged redesigned: new type, new column widths, new colour graphics. What’s significant about that, you say? Papers have fiddled and fettled throughout history. But this time the changes meant so much more. They cost many thousands of pounds, hard cash and hard choices – and they challenged the whole current orthodoxy of print life and death.

Newspapers, remember, are supposed to be dying fast – on a transition road to digital survival or oblivion. Transition is the mantra of the age, and the FT, gaining online subscriptions hand over fist, making big website money here and now, is by some lights the most successful exponent of this transforming state.

Yet here’s chief executive John Ridding on the importance of a redesign that “underscores our confidence in the unique and lasting value of print, which is profitable on its own, before advertising”. It is “an important part of our multi-channel offering for many readers, who increasingly consume our journalism is multiple formats”.

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Four New IDC MaturityScape Benchmarks to Assist CIOs, IT and Line of Business Executives to Achieve Industry Superiority

IDC PMS4colorversion 1 300x99 Four New IDC MaturityScape Benchmarks to Assist CIOs, IT and Line of Business Executives to Achieve Industry Superiority

New reports explore enterprise architecture, enterprise IT transformation, vendor and sourcing management, and service management

Framingham, MA – October 6, 2014 – International Data Corporation (IDC) today announced four new IDC MaturityScape Benchmark studies, providing organizations a unique opportunity to compare maturity against that of peers with the IDC MaturityScape system of dimensions and sub-dimensions. The four IDC MaturityScape Benchmark studies explore Enterprise Architecture, Enterprise IT Transformation (EIT), Vendor and Sourcing Management, and Service Management. These studies build on IDC MaturityScapes, unveiled earlier this year, which provide a structured way for organizations to identify their current level of capability or maturity, and the gap between where they are and where they should be to maintain competitive balance or achieve industry superiority.

  • ClicktoTweet, “@IDC Releases Four New #IDCMaturityScapeBenchmarks to Assist CIOs, #IT and Line of Business Executives to Achieve #IndustrySuperiority”

IDC MaturityScape Benchmark: Enterprise Architecture in the United States

This IDC study presents the results of IDC’s 2014 MaturityScape Benchmark: Enterprise Architecture Survey, a companion to IDC MaturityScape: Enterprise Architecture (IDC # 247401, March 2014). This pair of studies provides an opportunity for enterprise-class organizations to benchmark themselves against other similarly sized organizations in terms of their enterprise architecture maturity, to uncover maturity gaps among different dimensions, and to plan for improvement. These studies enable CIOs, IT executives, and other senior leaders to optimize decision making from both a business and a technical perspective.

IDC MaturityScape Benchmark: Enterprise IT Transformation (EIT)

This IDC study presents the results of IDC’s global 2014 Enterprise IT Transformation MaturityScape Benchmark Survey, and complements IDC MaturityScape: Enterprise IT Transformation (EIT) (IDC # 248141, April 2014). The new study enables organizations to assess their capabilities with regard to 3rd Platform strategy and innovation, to identify maturity gaps among different dimensions and areas of capability that need improvement, and to take actions to achieve the level of maturity that satisfies their business needs.

IDC MaturityScape Benchmark: Vendor and Sourcing Management in the United States

This study presents the results of IDC’s 2014 Vendor and Sourcing Management MaturityScape Benchmark Survey and is a supplement to IDC MaturityScape: Vendor and Sourcing Management — A Framework to Maximize Value and Drive Innovation (IDC # 247458, March 2014). This IDC study provides an opportunity for organizations to benchmark their VSM maturity against the industry standard, assess IT vendor and sourcing management competency and maturity and, most important, prioritize their VSM-related investment decisions.

For the full release, click here

Can This Advertising Innovation at “The New York Times” Save Sinking Ad Revenue?

Remember when newspaper print ads were practically a cultural institution? Stroll to the end of the driveway on a Sunday morning for that several-pounder edition and pore through the articles and the ads. Scan the sales at Macy’s, look for a new job, find a matinee time, decide which store has the best price on rib eyes — the Sunday tome was practically the gateway to the world. Then the Internet relentlessly and almost instantaneously stole print advertising’s relevance, leaving publishers searching for new ways to connect with readers and, just as important, generate revenue.

The New York Times Co. (NYSE: NYT  ) may have finally found that cup-of-coffee-worthy formula for advertising, infusing its smart editorial style into content that resonates with an advertiser’s audience in a way that preserves its integrity as a news source.

It’s been a long road back
It’s safe to say that the heyday of traditional newspaper advertising is over, but looking back at what once worked it seems there are a few ingredients for success: The advertising must be compelling and relevant enough to get consumers to spend time with it. But it must also fit its platform — that is, not compromise the spirit, tone and even journalistic mandate of its publication.

The Times recognized the need for innovation early, building one of the smartest and most clickable Internet portals for its flagship newspaper. Like many of its contemporaries, the company has replaced some lost ad revenue with digital advertising, but not nearly enough. It seemed something was missing. Across the Web, digital ad sales climbed dramatically in recent years, but stayed fairly flat at newspapers. Though moderately successful, banner and display ads and pieces from the ad exchanges never found a comfortable seat in the traditional news format. Ad perusers had plenty of other choices, after all, and consumers had left behind the notion of the newspaper as a place to shop.

 

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