To cover all bases, it is important to recognise that consumers are not using these channels in a mutually exclusive manner. They are using both native applications and browser-based apps, so the best strategy is to develop both types.
The decision to invest in an app or in a mobile website depends on the company’s target audience and the functionality of the app. Companies also need to consider time, budget and resources to develop each solution.
Native, web or hybrid mobile app development?
Source: Worklight
An inherent trade-off
Source: Worklight
Friday, July 29, 2011
The fight gets technical: mobile apps vs. mobile sites | Econsultancy
Wednesday, July 27, 2011
To Spread Your Brand On #Facebook, Don't Target Your Fans--Target Their Friends | Fast Company
ComScore recently released a white paper based on the data that shows why brands should focus more on the friends of their fans, and engage the most hardcore users with interactions that will ripple throughout their network's newsfeed. The data was collected through a massive survey of privacy-flouting Facebookers who volunteered to have their complete Internet behavior vigorously tracked. Here's the key stat, as far as marketers are concerned: A meager 16% of company messages reach users in a given week, largely because the Facebook newsfeed usually only displays popular posts and few fans go to the brand's page on a regular basis.
The solution is to reach friends of fans through messages that are shareable, and promotions that require voting, checking in, or other interactivity. "Friends of fans represent about the most untapped potential in Facebook marketing," says ComScore VP of Marketing Solutions, Graham Mudd. For example, Starbucks's impressive 23 million fans pales in comparison to the number of friends of those same fans: 670 million. In other words, for popular brands, the friends of fans represents "a very large proportion of the Facebook universe."
ComScore's research finds a high degree of similarity between the tastes of friends. As a result, brand impressions of friends account for nearly double of what can be achieved from marketing to fans alone
Tuesday, July 26, 2011
Internet #Strategy Briefing | Econsultancy #ux #crm #scrm #free #mobile
Downloads
Internet Strategy Briefing (1.4 MB PDF)
Econsultancy’s 46-page Internet Marketing Strategy Briefing, which is is free to download, covers some the most significant online trends and is recommended reading for anyone interested in digital marketing strategy.
The report, which includes case studies and examples of best practice, includes sections on customer centricity, channel diversification, data, social media and content strategy.
Friday, July 15, 2011
Tuesday, June 21, 2011
Training Secrets From Inside The Googleplex
Every other Friday, the company hosts a “Product Spotlight,” a dial-in conference call which Learning and Development Manager Debbie Newhouse tells Fast Company is run like a Jon Stewart-style “talk show" (well, minus any adult toy-themed spinning wheels). A moderator interviews a product manager about a particular new feature, as sales agents across the country, and around the world, listen in. Sometimes there are also slides or video to follow along with online, and the agents get to ask questions via chat. Maybe it's more like Leno.
Read more at www.fastcompany.com“People learn best from experts,” Newhouse says, “but they learn best from experts who are not droning on and on.” The secret to the Product Spotlights, she says, is that rather than relying on product managers to dream up a course, the moderator simply guides them to the aspects of the product most relevant to the sales staff.
Related articles
Friday, June 3, 2011
A Detailed Look Into the Groupon IPO Filing
"Our business has grown rapidly as merchants and consumers have increasingly used our marketplace," Groupon wrote in the S-1. "However, this is a new market which we only created in late 2008 and which has operated at a substantial scale for only a limited period of time. Given the limited history, it is difficult to predict whether this market will continue to grow or whether it can be maintained. We expect that the market will evolve in ways which may be difficult to predict."
Other risk factors for Groupon include: failure to retain or acquire subscribers; failure to stave off net loses due to operating expenses; failure to add or maintain new merchants; failure to hold off competition and clones; failure to recover subscriber acquisition costs (marketing expenses such as the infamous Super Bowl ads); disruption of email chain or email restrictions; international growth problems.
Those are the highlights of Groupon's risks, though the S-1 does go on for about 10 more pages outlining potential harmful market conditions including government regulation of e-commerce or losing members of the managerial team.
Read more at www.readwriteweb.com
Wednesday, May 25, 2011
The Internet Is 20% Of Economic Growth
The whole report is downloadable as a 50-odd page PDF here, but we've pulled out the best charts for you. They're fascinating.
But where it's most striking is how much it contributes to GDP growth: 21% in mature countries, more in the past 5 years than previously.
Image: McKinsey Global Institute
The Internet has a 3.4% share of GDP in the countries McKinsey analyzed
Image: McKinsey Global Institute
Countries that create strong Internet ecosystems reap huge economic benefits
Image: McKinsey Global Institute
Related articles
Wednesday, April 27, 2011
The Right to Management Competence - Linda Hill & Kent Lineback - Harvard Business Review
What good management comprises — what bosses do to make their people productive — isn't really a mystery. We can argue about the exact wording, but the basic elements aren't in doubt. We've summarized them in what we call the "3 Imperatives": Manage yourself, manage your network, manage your team. In writing about these elements, we've described them in terms of what good managers do and what all managers should strive to do. But it's not hard to rephrase them from a direct report's point of view — in effect, a "Direct Reports' Bill of Rights" — as follows.
Every direct report should be able to expect that the boss will:
- Be Trustworthy. Trust is based on competence and character, and so people can expect the boss (a) will know what to do and how to do it, and (b) will possess fundamental values, standards, interpersonal skills, emotional maturity, and levels of caring that support the work and those doing it.
- Exercise influence beyond his or her group. Every group works in a web of interdependence within a broader organization and beyond. Success — through, for example, securing needed resources, attention, and cooperation — depends on the boss's ability to exercise influence in that broader context through a network of ongoing, mutually supportive relationships.
- Create a team of his or her group. A group is a collection of people who work together. A team is a group whose members are mutually committed to pursuit of a clear purpose and the achievement of goals based on that purpose. In a team there is a "we" separate from the individuals involved and the people in that "we" believe they will all succeed or fail together. Why is this important? Because members of a team are more engaged and committed and as a group are more innovative and productive. A competent manager knows how to transform a group into a team — by fostering a compelling purpose, worthwhile goals and clear plans, productive work processes, and a culture of "we."
- Recognize individuals and support their development. People want to belong and be recognized for themselves. Thus, an effective manager knows individual team members, works with them, supports their development, and recognizes their contributions — all within the context of the team.
If Cash is King, #Apple’s is an Emperor [Updated] | asymco
Apple’s cash for short-term and long-term marketable securities totaled $65.8 billion at the end of the March quarter. Cash increased by $6.1 billion.
The increase in cash is net of approximately $900 million for prepayments and capital expenditures related to the strategic supply agreements that Apple announced last quarter.
The following chart shows the historic cash, short-term and long-term liquid assets Apple holds.
The enormity of the overall size of this cash can be put into several perspectives:
- The funds are big enough to place Apple’s CFO office in the top 100 largest fund managers in the world and larger than any hedge fund manager.
- Cash growth in one quarter was higher than the market cap of many companies. For example, if pre-payments were added back, the cash increased by about the market cap of Motorola Mobility.
- Current cash is worth more than Nokia, RIM and Motorola Mobility’s market caps, put together.
- Apple’s cash is worth half of Google’s enterprise value.
- About two years ago, in January 2009 the stock traded at a price of $78 with at least one analyst placing a target of $70 on the stock. Today Apple’s cash is worth $
6770/share. - If you owned $100,000 of Apple stock, $19,000 of that would be cash and only about $80,000 would be “at risk” capital.
- If Apple had no revenues, the current cash would sustain operations (SG&A and R&D) for over 7 years or until the middle of 2018.
Wednesday, April 20, 2011
Wednesday, April 13, 2011
6 steps for boosting online marketing relevance - iMediaConnection.com
First determine the relevance factors to analyze. There are six key factors of message relevance you should examine closely, and I rank them in the following order: lifecycle management, segmentation, personalization, contact management, interactivity, and testing and measurement. Analyzing your relevance across these six factors can help you distinguish areas of strength and weakness so that you can develop an action plan to improve the overall performance of your marketing campaigns. Six relevance factors are a lot to take on, so I recommend taking one at a time, starting with lifecycle management.
Check out the details at the source..
Wednesday, April 6, 2011
HOW TO: Improve Engagement on Your Brand's #Facebook Page [STATS]
- Business and Finance: Engagement peaks on Wednesday and Thursday, though this industry tends to spread its posts even on Monday through Friday.
Tip: Post on Wednesday.
The findings for the retail vertical.- Retail: Sunday is a big day for engagement on the shopping and retail front, but only 5% of entertainment posts go up on Sunday. The industry’s posts lean heavily toward Friday, which has below-average engagement.
Tip: Target shoppers on Sunday.
- Fashion: Engagement peaks on Thursday, but dips on the weekend. The industry pushes the most content on Tuesday, the day with the lowest engagement.
Tip: Optimize engagement on Thursday.
- Healthcare and Beauty: Like fashion — perhaps because consumers are shopping and preparing for the weekend — healthcare and beauty brands see the most engagement on Thursday. But a lot of content is posted on Mondays and Fridays, when engagement is lower.
Tip: Post content on Thursday.
- Food and Beverage: More than the other verticals, the food and beverage brands do a good job of spreading their posts throughout the week and weekend. But in this case, engagement peaks on Tuesday and Saturday and dips on Monday and Thursday.
Tip: Target Tuesday.
- Sports: Not surprisingly, especially during football season, Sunday is king for sports brands and teams on Facebook. This data is affected by the fact that Super Bowl Sunday fell during the data collection period, but Sundays remain strong during other weeks, too.
Tip: Increase your post volume on Sunday.
- Travel and Hospitality: The highest engagement occurs on Thursday and Friday, when the week is winding down and people are looking to escape from the office.
Tip: Get these eyeballs at the end of the week.
Joe Ciarallo, Buddy Media’s director of communications, says a lot of smart brands already target their audiences when they’re most engaged. For those who don’t, Ciarallo says they should consider scheduling Facebook posts to go live during times of high engagement at night and on weekends.
Be Concise
The data indicates that the length of the post can determine engagement just as much as the time of the post. The bottom line: Keep it short and sweet. Posts with 80 characters or less — the length of a short tweet — garnered 27% more engagement than posts that were more than 80 characters. But brevity is far from a common practice — only 19% of posts in the study were shorter than 80 characters.
And while the content should be short, the URL probably shouldn’t be — posts with a full-length URL had three times the engagement of their shortened bit.ly, ow.ly and tinyurl counterparts. The reason is likely because readers want to know where the link will take them. Ciarallo says a brand-specific URL shortener, like bddy.me or on.mash, keeps a post short while also providing context.
Ask For Engagement
Words ranked in order of their effectiveness at converting Likes and comments.If you’re looking to get Likes on a post, all you have to do is ask. Ciarallo says simple, outright instructions — “Like us if…” — are much more effective at getting a Like than a post with a long explanation of why you should “like” something. Remember, “liking” only takes one click and then the “liked” item is syndicated on a user’s own page, so don’t be afraid to ask for the thumbs up.
The same goes for comments — outright saying “post,” “comment” or “tell us” motivates fans to engage. If you’re seeking answers, put a simple “where” or “when” or “would” question at the end of the post — you’ll get 15% more engagement than if the question is buried in the middle. Shy away from “why” questions, as they seem invasive and ask much more of a user than a “what” question, Ciarallo says.
Tuesday, April 5, 2011
Web Ink Now: When failure is cheap, why not give it a go?
In the old days of offline marketing, we planned our "campaigns" months or even quarters ahead. It was expensive and time consuming to do a print direct mail campaign or plan a trade show exhibit. So we planned only a dozen or so initiatives in a year and expected each one to contribute a positive ROI.
But today, it is simple and free to create a YouTube video or blog post or to write an ebook in order to market a business online. Like the college application and job search markets, creating valuable information for attracting new customers is much, much easier than in the offline world.
Yet most marketers treat these online initiatives like an old offline campaign. They take time to get everything perfect. They plan months ahead, losing opportunities to communicate in real-time. They create only a dozen things online in a year rather than hundreds.
If you're like many marketers I meet, you need to do much more than you're doing now.
Marketers need to plan for failure
The problem with information on the web is that nobody knows with certainty which video or ebook will succeed, so finding success is partly a numbers game requiring investment in many ideas.
I don't know if anyone will care about this blog post. It could attract 10,000 or more readers by being tweeted by hundreds of people. A journalist at a mainstream publication could quote from it. Someone might read it and that sparks them to invite me to speak at a conference. Or it could fall flat. It could "fail." That's the game, just like those job & university applications.
You never really know which one is likely to succeed, so the more good ideas, the better.
Monday, April 4, 2011
The Enterprise #SocialMedia Adoption Path - Digital Influence Mapping Project
McKinsey observed in a 2009 study that 20% of the businesses active in social media were reaping 80% of the benefit. No mystery but there was a correlation between the level of activity in social media and the business value achieved. This chart summarizes the path that many brands take. It will last years.
Monday, March 28, 2011
Seth's Blog: Faster, Better and More
The trifecta of competition:
Faster than the other guy. Faster to the market, faster to respond, faster to get the user up to speed.
Better than the other guy. Better productivity, better story, better impact.
and More. More for your money. More choices. More care. More guts.
You have more competition than you did yesterday. I expect that trend will continue.
Thursday, March 24, 2011
Friday, March 4, 2011
Four New Types of CIO for the Future
Wang is a global traveler who meets with CIOs on a constant basis in his role as principal analyst and CEO of Constellation Research, an independent firm with a key focus on the transitions the enterprise is experiencing.
In the report, he proposes four new types of CIO: Chief "Infrastructure" Officers, Chief "Integration" Officers, Chief "Intelligence" Officers, and Chief "Innovation" Officers.
"The top CIOs will seek mastery of all four personas," Wang writes. "Others will bring expertise within the four personas into the team."
Chief Infrastructure Officers
Infrastructure officers will do much of what is expected of modern CIOs: reduce infrastructure costs, manage legacy technology and ensure smooth IT operations. Top priorities for infrastructure officers will include eliminating "shelfware," adopting virtualization and cloud technologies, and renegotiating contracts.
Chief Integration Officers
Another term for this might be "Chief Connection Officer." The integration officer will connect various IT systems. One important task will be bridging legacy and cloud services.
Chief Intelligence Officers
We don't need to tell you that data is the future. The intelligence officer will be tasked with getting the right data to the right people on the right devices. Their top priorities will be establishing and measuring key performance indicators, improving data quality and choosing the right business intelligence and analysis tools.
Chief Innovation Officers
We've seen this title thrown around a lot over the past few years. A few months ago, Business Week did a piece on this role. According the article, AMD, Citigroup, Coca Cola, DuPont, Humana and Owens Corning all have chief innovation officers.
According to the Constellation report, innovation officers will focus on identifying disruptive technologies and finding ways to apply them in the enterprise.
Wednesday, February 23, 2011
3 Ways to Encourage Risk-Taking - Harvard Business Review
Over the past few years, the economy has forced many companies to play it safe and take few, if any, risks. If your company culture has become — or always has been — risk-averse, try doing the following three things to turn it around:
- Evaluate risk-taking. Take an honest look at your company or unit and assess whether people avoid risks. Utilize interviews, skip-level meetings, or anonymous surveys to gauge whether people feel anxious or hold back ideas.
- Make idea-sharing safe. Create a "safe space" where managers and employees can voice their concerns, feedback, and ideas — without fear of retribution.
- Experiment. Ask a team in a part of the company you want to grow to conduct a series of rapid-cycle experiments to test new ways of working. Make it explicit that failure is acceptable as long as learning comes
from it.
Tuesday, February 22, 2011
Is this the start of the second dotcom bubble? | Business | The Observer
Alan Patrick, co-founder of technology consultancy Broadsight, says we are at the beginning of another bubble and that the first breaths have been blown: "A bubble is defined by too much money chasing assets, greater production of those assets, then the need to find a greater fool to buy them."
So far, money is chasing a small group of companies – Facebook, Groupon et al – that could prove to be good investments, says Patrick, who also writes the Broadstuff blog. That was true of other bubbles too: at the start of the US property boom, for example, it was the best houses in the best locations that took off first. Only later did people start speculating on grotty flats in Florida.
According to Patrick, there are 10 tell-tale signs that a bubble is being blown:
■ 1. The arrival of a "New Thing" that cannot be valued in the old way. Dumb-money companies start paying over the odds for New Thing acquisitions.
■ 2. Smart people identify the start of a bubble; New Thing apostles make ever more glowing claims.
■ 3. Startups with founders deemed to have "pedigree" (for example, former employees of New Thing companies) get funded at eye-watering valuations for next to no reason.
■ 4. There is a flurry of new investment funds catering for startups.
■ 5. Companies start getting funded "off the slide deck" (that is, purely on the basis of their PowerPoint presentations) without actually having a product.
■ 6. MBAs leave banks to start up firms.
■ 7. The "big flotation" happens.
■ 8. Banks make a market in the New Thing, investing pension money.
■ 9. Taxi drivers start giving you advice on what stock to buy.
■ 10. A New Thing darling buys an old-world company for stupid money. The end is nigh.
This time social media is the New Thing. Its most earnest acolytes claim that the likes of Twitter and Facebook are a revolution in human communications unseen since Gutenberg started printing the Bible. They aren't making money, but they are worth a fortune. Two smart cookies – Arianna Huffington, founder of the Huffington Post, and Michael Arrington, creator of the influential technology blog TechCrunch – have sold their publications to AOL, a company not noted for the astuteness of its recent decisions. Tick off stage 1.
The second stage looks tickable, too. Fred Wilson, investor at Union Square Ventures and a veteran of the 1999/2000 dotcom bubble, has been sounding the alarm for some time. In a recent interview with TechCrunch, Wilson said he was worried that a two- or three-person startup could get a $50m-$100m valuation. "To me that's not in the realm of reasonable," Wilson said.
He even went as far as to name names – in particular Quora, a questions-and-answers site set up by Facebook alumni Adam D'Angelo and Charlie Cheever that raised $11m in funding last year at a price that valued the company at $86m. Now it is reportedly fending off offers for $330m. See stage 3 above.
Mark Cuban, the investor who made a fortune in the first dotcom boom, has compared the current funding frenzy to a pyramid scheme. In another recent interview, David Cohen, managing director of the well-known Silicon Valley start-up fund TechStars, says there is a bubble in the number of companies financing startups. Cross off stage 4.
The last dotcom boom really took off after the flotation of the internet software company Netscape in 1995. Patrick says this time it's likely to be Facebook that lights the fuse. So far, private investors have been locked out of the New Thing. But JP Morgan is setting up a fund, and Goldman Sachs recently tried to get its clients' money into Facebook. That would take us all the way to stage 8, in which case we're just waiting for stages 9 and 10 – where cabbies get in on the act and the game goes into reverse.
Friday, February 18, 2011
A Bias against 'Quirky'? Why Creative People Can Lose Out on Leadership Positions - Knowledge@Wharton
In a paper titled, "Recognizing Creative Leadership: Can Creative Idea Expression Negatively Relate to Perceptions of Leadership Potential?" to be published in the March 2011 issue of the Journal of Experimental Social Psychology, Mueller and co-authors Jack A. Goncalo of Cornell and Dishan Kamdar of ISB undertook three studies to examine how creative people were viewed by colleagues. The troubling finding: Those individuals who expressed more creative ideas were viewed as having less, not more, leadership potential. The exception, they found, was when people were specifically told to focus on charismatic leaders. In that case, creative types fared better. But the bottom line is that, in most cases, being creative seems to put people at a disadvantage for climbing the corporate ladder. "It is not easy to select creative leaders," says Mueller. "It takes more time and effort to recognize a creative leader than we might have previously thought."
That reality should be of concern to those who sit in corporate boardrooms around the globe. In a recent survey of 1,500 CEOs by IBM's Institute for Business Value, creativity was named the single most important attribute for success in leading a large corporation in the future. That finding is hardly surprising to Mueller. "There is research that shows that those who have their own creative ideas are better leaders," she notes. "Those individuals know how to recognize good ideas, are open to them and know how to get creative ideas through [the organization]. Selecting creative leaders is the critical challenge organizations face."
But understanding the need for creativity within a large company is not the same as actually fostering it. Indeed, Mueller's work shows that those who think outside the box may be penalized for it. In the first study included in the paper, Mueller and her colleagues examined this trend at a division of a large multinational refinery in Central India. A total of 346 employees took part in the study, with 291 of them being evaluated for leadership potential and 55 employees making those evaluations. The raters were asked to fill out questionnaires on these 291 individuals, grading them on both the degree to which they came up with new, useful ideas and the extent to which they were likely to "become an effective leader" and "advance to a leadership position." In analyzing the data, Mueller and her team controlled for the likelihood that some creative types were simply not interested in moving up the management ranks.