A quarter of all display-ad spending in the U.S. will occur via real-time auctions for ad impressions by 2015, according to research firm eMarketer's first forecast of the growing ad-buying trend. But eMarketer is cautioning that its growth numbers are a bit more "conservative" than some other estimates, owing in part to uncertainly around how quickly mobile and online-video-ad spending will ramp up as well as the extent to which Facebook will open up more of its ad inventory to real-time bidding.
Here's my list of "old school" practices you ought to chuck, and "new school" practices to champion instead:
1. Out: Micro-management, or the need to control every aspect of your company. In: Empowerment, the ability to give your people some rope--even rope to make mistakes without blame.
2. Out: Management by walking around the office; it is no longer enough to be visible. In: Leadership by watching and listening, engaging in conversation, implementing the ideas presented to you, and distributing the results.
3. Out: Pretending you know everything. You don't have all the answers, so why try to make people think you do? In: Knowing your leadership team members and trusting them. Choose great people who have the right skills and fit the culture. And get out of the way.
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The important question then becomes this: is there any correlation between the hidden factors that cause a business to offer daily deals and the hidden factors that cause the business to fail?
That's a much more difficult question to answer and one that ideally requires full access to the business accounts and the decision-making processes.
But there's another way to get at the question by crunching the data on a large number of businesses. It's this second 'econometrics' approach that Farahat and pals have used.
These guys studied 985 small businesses that offered Groupon daily deals in Chicago between January and July 2011. Of these, about 60 businesses failed. They then looked at the ratings and other information about these businesses on Yelp, dividing the businesses into catgories such as restaurants, spas, hair salons etc.
Finally, they constructed a mathematical model of each business that took into account the hidden factors that determine whether they offered daily deals and other hidden factors that led to the business failing.
What’s clear, however, is that Microsoft feels that social is simply another tool for collaboration, whether it be in the consumer or enterprise space. Microsoft bought Yammer for $1.2 billion in June, bringing its 5 million corporate users, including employees at 85% of the Fortune 500, into the Microsoft fold. At the time, Microsoft said that it planned to combine Yammer with products like Microsoft SharePoint, Office 365, Microsoft Dynamics and Skype. On Monday, Microsoft said that the SharePoint business has topped $2 billion in annual revenue, and two out of three enterprise workers now have SharePoint.
Google has introduced the ability to read and share reviews in Google Shopping. The company on Tuesday announced the addition of Shortlists to Google Shopping, allowing consumers to bookmark and then compare product features on Google Shopping and other sites across the Web before making a purchase.
Perhaps counter-intuitively, auction-based purchases via mobile (like eBay) attract higher levels of reach on an average weekday at 6% (perhaps monitoring bids or items previously placed via computer) and coupons sites and apps, such as Groupon, attain higher reach over the weekend at 8.5% of mobile shoppers.
This may be a reflection of the expansion of the category beyond the strict confines of the deal of the day model to something users can gain value from in a manner more in keeping with their lifestyles — catching up on recent deals they saw or missed.
for all the bad press Gen Y gets about multitasking, they are much more focused shoppers; Boomers are the ones with the distraction problem.
“The brain undergoes big changes in the 50s that marketers need to understand. While it improves its ability to understand a message holistically, it needs a simpler delivery. It slows down in its ability to process fast-moving, cluttered information,” she says. “And older brains have to work much harder to suppress distractions.”
Simply asking "what job is the customer trying to get done?" can be a powerful way to enable innovation, because it forces you to go beyond superficial demographic markers that correlate with purchase and use to zero in on frustrations and desires that motivate purchase and use.
Seductive simplicity hides a rich, robust set of opportunity identification tools. Through our experience utilizing the "jobs-to-be-done" concept in a range of settings, my colleagues and I have developed five tips for would-be innovators: the five Cs of opportunity identification
This is an interesting walk through the history of the smartphone from HTC's perspective. It points out key products, moments and announcements from the companies that pioneered the mobile computer. As the timeline enters the age of ubiquitous mobility, it brings in key stats about mobile usage in terms of data, time, and people. There are also some kind-of-funny jokes.
Online community strategy may be entering a new phase of experimentation, finds ComBlu in its latest report, “The State of Online Branded Communities.” In its evaluation of 219 communities across 92 brands and 15 industries, ComBlu finds that the proportion of brands that could be classified as having a cohesive strategy dropped from 42% last year to 37% this year, while the proportion in the experimental stage grew from 50% to 55%.
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