Finding: Most of the brands with an active Facebook presence have focused early efforts on accumulating Facebook Fans, recognizing that there is a long term value associated with being able to continuously communicate with and market to these brand followers. Display advertising is one of the most prevalent ways of attracting Fans, with many campaigns today featuring social calls-to-action such as “Become a Fan” or “Like Us on Facebook.” These “socially-enabled” ads can help build an awareness of the brand’s presence on Facebook and deliver more brand Fans.
This significant and growing emphasis on Fan acquisition suggests that brands understand the long-term value calculation and are focused on winning Fans in this highly competitive environment for customers’ attention and loyalty
Common sense dictates that the best candidates for subscriptions are companies selling services and high-end products that are consumed rapidly and are not costly to ship. “Put yourself in your customers’ shoes.
The report advises media industry executives to focus on three major themes -- “understanding the connected consumer,” “new business models to reinvent the value proposition of advertising and content,” and “developing organizational models to harness new behaviors and grow revenues in the 'new normal'.”
In fact, advertising in the “new normal” will look like anything but normal, as the ad industry struggles to reinvent itself “in the image of the consumer.”
“The rise of unpaid or earned media reflects an innovative new mix of advertising, content and analytics, bringing sweeping change to the roles and business models in advertising. The rise of socialization is feeding into the widely-accepted concept of bought, owned and earned advertising among agencies and advertisers,” the PwC report concludes, adding: “A fourth category is emerging – 'managed' advertising, which involves the orchestrated use of social media, such as engagement with bloggers. Everything that agencies do for their clients now has an embedded digital component with the attention on measurement shifted towards earned, unpaid media reach and purchasing intentions.”
"Watch your thoughts; they become words. Watch your words; they become actions. Watch your actions; they become habits. Watch your habits; they become character. Watch your character; it becomes your destiny." —Lao-Tze
The power of laughter at work The time has come to revert back to our childhood tendencies. Let's take laughter and embrace it. Let's use its power in the workplace to transform it into a place of positivity, productivity and engagement. Why? Laughter is a powerful tool which can achieve astounding results for businesses. Research conducted in 2002 for an industry-wide study of 2,500 employees found that 93% of those questioned felt laughter on the job helped them to reduce work-related stress.
That said, laughter is much more than a tonic to reduce stress. Laughter is in fact a product of humour and instilling this at work creates a positive environment that builds bonds between colleagues, encourages positive and innovative thinking, creates better communication, and eliminates negative attitudes; the result of which is increased productivity and profitability.
Over the past few years, Adobe has been quietly but aggressively acquisitive. From its long ago acquisition of Macromedia, through Omniture, Day Software, Nitobi and Efficient Frontier Technology, Adobe has built up a portfolio of capabilities that enables it to make a determined tilt at the marketing function within an organisation. Flash is still there, but HTML5 is the real focus now. For those who have gone to the trouble of learning Flash, Adobe has now enabled all Flash output to be exported as HTML5 – in other words, although Adobe continues to support Flash for those who have guilt up the skills, it is now adding to the writing on the wall so kindly left by Steve Jobs.
In my work with companies on pricing strategies, it's common for executives to feel compelled to offer loyal customers something for free. My immediate question is: "Why?" Giving something away for free as a gesture of thanks has become almost reflexive in business. But when you examine the strategic value and underlying costs of these programs, I've found that loyalty discounts are rarely necessary to close a deal, nor are they always highly valued by customers.
Of course, you should always say "thank you" to customers. But "free" can be more expensive than most think. Small discounts may seem innocuous, but they come straight off the bottom line. Consider a company with a 10% operating margin: A typical $100 sale transaction breaks down to $90 in costs and $10 in profit. A 5% loyalty discount — $5 off a $100 sale — results in a 50% decrease in profits. The costs remain the same, but instead of earning $10 from the sale, profit is reduced to $5. What appears to be a small discount — in this case, 5%, — can significantly impact profits. It's important to share with your front-line workers how costly these discounts can be to the company's bottom line.
Classes of annoying customers By David Pescovitz at 11:18 am Tuesday, May 22 Joel Anaya, a Hospitality Business Management student from Washington State University, studied entries from Web sites like dinnersfromhell.com, flightsfromhell.com, and notalwaysright.com to identify seven classes of annoying customers. Now, Anaya's data set was certainly limited, but his breakdown seems pretty good to me. I'm not sure though if "loud talkers/laughers" would fit under "Service rule breakers." From Washington State University: In analyzing the different accounts, Anaya came up with the following categories of customer sabotage. • "Badmouthers," the most common saboteurs, used profanity and raised their voices.
"It's crazy what a few bad words can do, how uncomfortable they can really make other customers nearby," says Anaya.
• "Paranoid shouters," a close second in Anaya's tabulations, are "really irate customers who don't know how to handle themselves." They are like badmouths but start yelling at the first sign of inadequate service or a perceived injustice.
• Customers with poor hygiene were a close third. "Quite frankly, they smelled," says Anaya. Or they sweat on to other people, picked their noses, sneezed openly, or all of the above. They are most often found on airplanes.
• Some customers make outlandish requests, like the one who insisted on paying at a grocery store in pennies while others had to wait.
• "Service rule breakers" don't follow social norms, like waiting their turn instead of cutting in line.
• "Bad parents with bad kids" refuse to discipline unruly children whose behavior is bothering others.
This category made Anaya nervous, as if he might be blaming the parent on a flight whose child is crying uncontrollably. But he let the data speak for itself.
"I just made it objective," he says. "'This kind of customer affected this kind of service experience.'"
• Unknowledgeable customers will belabor service workers with endless questions or minor quibbles while others have to wait.
Mobile payments have moved from science fiction to reality, providing ease of payment, increased security, and efficient tracking using a device most of us carry around already. The result? The number of merchants accepting mobile payments is exploding, many of these new users trying out mobile commerce for the first time.
The innovation fails to deliver at the initial level of high expectation. Enthusiasm for the novelty wanes, and people move on to the next supposed game changer.
When you understand the hype cycle, you can navigate its high and low points:
“The innovation trigger” – Developers introduce an innovation that creates buzz in its industry and in the media. “The peak of inflated expectations” – The innovation inspires optimistic predictions. Companies rush to adopt it before their competitors introduce it. “The trough of disillusionment” – Results fall short of expectations, and early supporters become doubtful when innovations fail to match initial expectations. But, still, they often contain an element of lasting value. They simply need additional testing, development and deployment to reach their full potential. Such innovations go through two additional stages in the hype cycle: “The slope of enlightenment” – Early adopters work out the innovation’s kinks and find the benefits. “The plateau of productivity” – The innovation is ready for general use.
1. Changing the learning experience: time, convenience, and integration of information can change the educational experience. In Oblinger’s contributed chapter she drills down on six specific ways that IT is transforming the learning experience:
Augmented reality “which uses mobiles and context-aware technologies to allow participants to interact …in a physical setting) Assessment that incorporates “detailed observations of performance.” Apprenticeship models that blend online and onsite experiences with professionals (see NanoHUB.org) Hard fun including games, simulations and immersive experiences. Feed-forward: “Along with providing feedback, the learning experience should draw learners into new experiences, engaging them in “wanting to know” and connecting them with how to learn more. Recommendation systems can sup- port ‘feed-forward’ mechanisms, e.g., suggesting the next course or experience.” Structured autonomy with a pathway with prompts that help learners past obstacles. 2. Guiding & personalization: IT allows students to make better decisions, such as about course selections, transfer options, and degree programs.
To boost degree completion rates, “Choosing the best course, sequence of courses, and program of study is a game changer for students and institutions.” Oblinger includes examples of examples of course advisory systems such as Austin Peay State University’s course recommendation system, Degree Compass.
3. Learner-centered designs put students at the heart of program design. Driven by big data analytics learning models and support services can be customized.
Increasingly students are unbundling and rebundling with an “ability to mix-and-match in new ways makes it possible for institutions to change traditional models.” Oblinger cited WGU, P2PU as examples.
Ask them. Really, don't assume how often people want you to check in or how often they need to hear from you. Everyone has a preference, ask them what they want and don't be shy about telling them how you like to work. Both parties may have to give a little.
Ask open ended questions. Especially in the early stages when people don't fully trust each other, a closed-ended question like "will you make the deadline?" or "how's it going?" is likely to get a mono-syllabic (and slightly misleading) answer. Instead, try asking "what is happening that could prevent us from making the deadline?" or "what could we do better to help you?".
Actively discover each other's work preferences. Very often, when people understand how someone else likes to work, they are happy to make adjustments and things improve quickly.
There are many tools out to help us discover how we like to work, and how we can work together as teams. Among the easiest to implement and understand are tools and training that use DISC, Insights, or 16 Types (also known as a Myers Briggs Type Indicator, or MBTI)
When we manage people the way we want to be managed, we may be complying with the golden rule, but not getting 14-carat results
Xylobands, LED-illuminated wristbands that can be controlled, en masse, via radio signal. Xylobands are doled out to concertgoers pre-show, turning the crowd into a gigantic and visually-controllable display. Here's what it looks like in action:
TV is still the media elephant in U.S. living rooms, but the way Americans watch television and other forms of video programming is changing so rapidly that a top Nielsen executive says the media ratings giant has begun working with its clients to “redefine” the very nature of the households it measures. The reason, Pat McDonough, senior vice president-insight and analytics at Nielsen, said Monday during the opening session of the Advertising Research Foundation’s annual Audience Measurement conference in New York, is that Americans increasingly are accessing video programming from non-traditional devices and in non-traditional ways.
Despite continuing economic uncertainty at home and abroad, U.S. out-of-home advertising will enjoy a cumulative annual growth rate of 4.9% from 2012-2016, increasing to $8.2 billion over that period, according to PricewaterhouseCoopers, which just released its latest global advertising forecasts.
That’s about the same as PwC’s forecast for the global out-of-home marketplace overall, which the consultancy sees expanding at a CAGR of 5% for 2012-2016. It’s also higher than the predicted growth rate for the broader U.S. economy, with most economists predicting GDP will grow by low single digits over this period, at best.
As Donovan notes, the surge has been supported by the introduction of new devices that appeal to various price and feature preferences. In April, 16.5% of mobile phone subscribers reported using a tablet, representing an increase of 11.8 percentage points in the past year.
Growth in market penetration was even more apparent among the smartphone population, with nearly one in four using a tablet device in April -- an increase of 13.9 percentage points in the past year. A lower 10.4% of feature phone owners use a tablet, suggesting that smartphone ownership is highly predictive of tablet adoption in the current market.
A demographic analysis of mobile device audiences indicated that tablet and smartphone audiences closely resemble one another in terms of gender composition, with tablet users just slightly more likely to be female than smartphone users.