In a perfect world, there would be no boundaries within companies and organisations. The practice often falls far short of the ideal theory.
Creative Nation (the creative production consultancy I am part of) address just that in their latest post. It also brought to mind the discussions which took place at yesterday's Jump event organised by the lovely people at eConsultancy. We talked about how the silos need to be broken down to create the seamless experience that customers expect. How true.
Why should consumers expect to receive a different message or customer experience when dealing with the online off-shoot of an offline company, servive, product or organisation? The obvious media issues aside, the message should be the same. Companies, organisations, service providers and product development and sales need to start having conversations with customers.
In a world where ROI is king, we all need to start thinking about how we can dissolve barriers and work together. Digital remains in the vanguard of these moves and many companies are starting to make moves in the right direction.
Tomorrow sees the AoP summit where simlar issues have long been discussed. In addition, there will be round tables on subjects like the place of content in the digital world, ROI and monetisation and how organisations can work better internally to deliver ROI.
We live in interesting times!
14 Oct 2010
29 Sept 2010
September 2010
It has been a busy month with a short break in-between. I am now working with Creative Nation as Digital Director, find out how and more about what we do from Creative Nation News.
Whilst on a brief break (to France) I got to thinking about how France was changing and how some of those changes (social and economic) seemed to entrench stereotypes, theirs of us, ours of them, everyone about everyone else. Then this came long - it's a hoot!
We've been engaged on some branding projects recently and whilst researching that I came across this little nugget - blue is the colour for sure. Personally I can't help thinking it a very 'safe' option, implying seriousness and solidity in much the same way as Estate Agents used to tell you to pain your front door dark blue in the 1980s.
Whilst on the subject of branding I was quite taken by this post from Felix Velarde about why Brands should engage with the social web. I'll be speaking at a conference in October on how Social Media has the scope to not only help Brands but also how it can (positively) change their internal structures and dynamics. Whilst on that subject, this post from Christian Howes of WebTrends tells it like it is . . .
. . . and finally, I couldn't agree more with this post from Inspired Outsiders, genius and so true.
Whilst on a brief break (to France) I got to thinking about how France was changing and how some of those changes (social and economic) seemed to entrench stereotypes, theirs of us, ours of them, everyone about everyone else. Then this came long - it's a hoot!
We've been engaged on some branding projects recently and whilst researching that I came across this little nugget - blue is the colour for sure. Personally I can't help thinking it a very 'safe' option, implying seriousness and solidity in much the same way as Estate Agents used to tell you to pain your front door dark blue in the 1980s.
Whilst on the subject of branding I was quite taken by this post from Felix Velarde about why Brands should engage with the social web. I'll be speaking at a conference in October on how Social Media has the scope to not only help Brands but also how it can (positively) change their internal structures and dynamics. Whilst on that subject, this post from Christian Howes of WebTrends tells it like it is . . .
. . . and finally, I couldn't agree more with this post from Inspired Outsiders, genius and so true.
15 Sept 2010
Social Media and Marketing
Some of the hype surrounding social media could do more harm than good for businesses. Let me explain why. Social media, used wisely and well, has the ability to do wonderful things for your business, but it's not the miracle diet pill of the marketing world.
We've all seen them, the 'twankers'. There’s no denying that social media continues to experience impressive growth. The potential for engagement and innovation is almost exponential.
Some executives remain sceptical about adopting a social strategy and I can see why. Social media is a young discipline. Few, if any practitioners have a background that is based in marketing (there are some admirable exceptions . . ahem!).
Social Media advocates often argue that the set in stone rules of traditional marketing stifle innovation. This is unfair.
It's probably fairer to say that traditional marketing fails to innovate as well as social media today. Traditional marketing is top-down. It was never developed as a system of thought and practice designed to create genuine one-to-one customer interactions. There is the rub.
Assuming social media is more influential than traditional media:
So, what is my point?
Falling broadcast and traditional media numbers have little to do with rising social adoption.
Broadcast media is a fluid, adaptable medium that continues to be the information service of choice for many people. We relax with the Sunday papers. We trust what we know.
Social media marketers must acknowledge that integrating successfully with other marketing channels and creating a multi-channel presence is the way forward.
Only by embracing tracking, analysis and cold, hard numbers can it ever work.
There is no other way.
We've all seen them, the 'twankers'. There’s no denying that social media continues to experience impressive growth. The potential for engagement and innovation is almost exponential.
Some executives remain sceptical about adopting a social strategy and I can see why. Social media is a young discipline. Few, if any practitioners have a background that is based in marketing (there are some admirable exceptions . . ahem!).
Social Media advocates often argue that the set in stone rules of traditional marketing stifle innovation. This is unfair.
It's probably fairer to say that traditional marketing fails to innovate as well as social media today. Traditional marketing is top-down. It was never developed as a system of thought and practice designed to create genuine one-to-one customer interactions. There is the rub.
Assuming social media is more influential than traditional media:
- Digital spends have increased massively over the past decade, those in print has steadily declined - yet revenues from digital have scarcely met those lost from print.
- People aren’t prepared to pay for general content any more. Whilst newspapers struggle, other broadcast areas' fortunes are increasing steadily. TV experienced a minor drop in penetration but studies now show increasing adoption in younger users.
- Free streaming services like Spotify have not reduced global radio audiences - quite the opposite.
So, what is my point?
Falling broadcast and traditional media numbers have little to do with rising social adoption.
Broadcast media is a fluid, adaptable medium that continues to be the information service of choice for many people. We relax with the Sunday papers. We trust what we know.
Social media marketers must acknowledge that integrating successfully with other marketing channels and creating a multi-channel presence is the way forward.
Only by embracing tracking, analysis and cold, hard numbers can it ever work.
There is no other way.
20 May 2010
Spotify cuts prices as streaming services multiply
Spotify is halving the cost of its ad-free music streaming service (in Europe) from £9.99 a month to £4.99. This is a naked bid to woo more customers. Mobile users have been kind to Spotify, but the numbers just don't stack up - 320,000 premium customers from over 7 million resistered users (just 4%).
The new Spotify tariffs:
Spotify Unlimited: £4.99 per month for ad-free music with no mobile access, offline, MP3 play or high-bitrate streams
Spotify Open: Ad-free, with no invite, mobile, offline, MP3 play or higher-quality streaming and limited to 20 hours a month
The £9.99 Spotify Premium package remains in place for higher-fidelity mobile access
Spotify Free also remains but still requires an invite
The new price (4.99 a month) is aimed at mainsteam target consumers, people who are the larger part of Spotify's seven million plus registered users and whose primary need is for desktop streaming.
In March, We7 showed the way for Spotify when it revealed a premium model at £4.99 per month for unlimited web-based play with the £9.99 per month model enabling addtional mobile access.
Napster too recently relaunched as a lower-priced, £5 per month streaming service, with five free MP3s each month.
Mog.com launched a per month All Access streaming service in the U.S.A in December and is soon set to launch in the UK.
£5 seems to be the magic number that consumers may sustain. Which streaming service will survive?
The new Spotify tariffs:
Spotify Unlimited: £4.99 per month for ad-free music with no mobile access, offline, MP3 play or high-bitrate streams
Spotify Open: Ad-free, with no invite, mobile, offline, MP3 play or higher-quality streaming and limited to 20 hours a month
The £9.99 Spotify Premium package remains in place for higher-fidelity mobile access
Spotify Free also remains but still requires an invite
The new price (4.99 a month) is aimed at mainsteam target consumers, people who are the larger part of Spotify's seven million plus registered users and whose primary need is for desktop streaming.
In March, We7 showed the way for Spotify when it revealed a premium model at £4.99 per month for unlimited web-based play with the £9.99 per month model enabling addtional mobile access.
Mog.com launched a per month All Access streaming service in the U.S.A in December and is soon set to launch in the UK.
£5 seems to be the magic number that consumers may sustain. Which streaming service will survive?
5 May 2010
News Corp subscriptions
Rupert Murdoch's News Corp will unveil what they described as an “innovative subscription model” next month. During the Q3 earnings call yesterday it was also announced that the group made revenues of $8.8 billion. Murdoch said the the group has been speaking with a broad base of potential partners.
One caller asked if there would be charges for charge for entertainment as well as news (clearly bearing in mind the imminent launch of the Times' paid-for-content model) , the response was affirmative.
Murdoch went on, “Everybody’s been negotiating with Apple about television shows, films - we do VOD, everything’s on there.”
So, will the new offer be be a competitor to iTunes Store, utilising News Corp's Hulu TV? We'll have to wait and see - watch this space.
Murdoch's approach to building a broad, cross-media empire is starting to make sense. As I've noted in earlier posts the time ripe to re-architect his various interests to take advantage of the synergies it offers.
We know that the Times websites will cost £1 a day, £2 a week or free with a print subscription from June, thoug details on the latter bundle are hard to come by.
Perhaps, as I've always maintained, Times Online could charge subs along with a BSkyB satellite TV subscription . . . Why stop there? Other News Corp offerings - say, movie tickets or previews - are just as likely in my view.
In a universe where content is king, and where News Corp controls a large proportion of the means of its production, it wouldn't suprise me if we are seeing the makings of the largest cross-border integrated paid-for-content model yet.
One caller asked if there would be charges for charge for entertainment as well as news (clearly bearing in mind the imminent launch of the Times' paid-for-content model) , the response was affirmative.
Murdoch went on, “Everybody’s been negotiating with Apple about television shows, films - we do VOD, everything’s on there.”
So, will the new offer be be a competitor to iTunes Store, utilising News Corp's Hulu TV? We'll have to wait and see - watch this space.
Murdoch's approach to building a broad, cross-media empire is starting to make sense. As I've noted in earlier posts the time ripe to re-architect his various interests to take advantage of the synergies it offers.
We know that the Times websites will cost £1 a day, £2 a week or free with a print subscription from June, thoug details on the latter bundle are hard to come by.
Perhaps, as I've always maintained, Times Online could charge subs along with a BSkyB satellite TV subscription . . . Why stop there? Other News Corp offerings - say, movie tickets or previews - are just as likely in my view.
In a universe where content is king, and where News Corp controls a large proportion of the means of its production, it wouldn't suprise me if we are seeing the makings of the largest cross-border integrated paid-for-content model yet.
4 May 2010
The Times, they are a' changing . . .
News International staff have been told to expect a 90% fall in traffic once the Times paywall is introduced in June this year. No suprises there.
The success metrics staff have been set include how successfully they have maximised advertising revenues, commercial revenues and subscription revenues, as well as the extent to which the paywall helps stem the fall in newspaper sales. It was always going to be about money. I wish them luck, it's a bold experiment.
My gut feeling is that it won't work - the Times+ model costs a fortune and isn't all that compelling a reason to fork out for access to the Times websites. As a consumer I want a high degree of relevance when I'm looking for content - I don't care about free tickets to Glyndebourne. This is, as I've said before in this blog, about retention and cross-selling to maintain revenues within the Murdoch empire.
Apple will shift its iTunes strategy by entering the cloud-based music streaming market, after it shuts down Lala, the music streaming service it acquired last year. It will face stiff competion from Spotify and We7. Spotify's recent upgrade allows users to import their music libraries into Spotify, putting the platform in direct competition with iTunes.
The digital downloads market in the USA and Japan is flatlining, with European markets set to follow a similar curve, the music industry desperate to find new ways of capturing audiences and revenues.
The success metrics staff have been set include how successfully they have maximised advertising revenues, commercial revenues and subscription revenues, as well as the extent to which the paywall helps stem the fall in newspaper sales. It was always going to be about money. I wish them luck, it's a bold experiment.
My gut feeling is that it won't work - the Times+ model costs a fortune and isn't all that compelling a reason to fork out for access to the Times websites. As a consumer I want a high degree of relevance when I'm looking for content - I don't care about free tickets to Glyndebourne. This is, as I've said before in this blog, about retention and cross-selling to maintain revenues within the Murdoch empire.
Apple will shift its iTunes strategy by entering the cloud-based music streaming market, after it shuts down Lala, the music streaming service it acquired last year. It will face stiff competion from Spotify and We7. Spotify's recent upgrade allows users to import their music libraries into Spotify, putting the platform in direct competition with iTunes.
The digital downloads market in the USA and Japan is flatlining, with European markets set to follow a similar curve, the music industry desperate to find new ways of capturing audiences and revenues.
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