Who Is The Fairfax Cone Of 21st-Century Marketing?

Jim Nail

Or the David Ogilvy . . . or the Bill Bernbach . . . or the Rosser Reeves . . . or even the Lester Wunderman? All of these Mad Men played outsized roles in laying down the rules of advertising and marketing that have dominated the craft for the past half century.

I've been wondering more and more about who among today's marketing leaders will join this pantheon as I see marketing diverging from the tenets I was schooled in during my early ad agency career.

Apparently, Interpublic has decided that Howard Draft isn't among them, since they have removed his name from the door, reverting from Draftfcb to FCB -- or even the original Foote, Cone, Belding name. Their rationale was to simplify the name, but then they go on to say they will still append the geography (FCB Chicago), the specialty (FCB Health), the name of acquired agencies (FCB Inferno), or even "a highly respected creative leader" (FCB Garfinkel). Yeah, that's a lot simpler. And I guess a leader who takes the agency in a new direction and shakes up an entire industry doesn't make the cut. Sorry, Howard.

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How "Data In, Data Out" Solves Social Marketing Challenges

Nate Elliott

It turns out that marketers aren’t very happy with the social relationship platforms that help them manage their Facebook and Twitter accounts; in fact, most would recommend you not choose the technology partner they did.

There are lots of reasons for this dissatisfaction, but the biggest is that most vendors just aren’t solving the problems that social relationship marketers face. Yesterday we published a new report detailing social relationship marketers' top challenges:

  1. Measurement. Most just don't know what impact, if any, their Facebook pages and Twitter accounts have.
  2. Content. Marketers struggle both to decide what type of content to publish, and then to find good content assets to use.
  3. Staffing. Many say they just don't have enough human resources to handle the every tasks of social relationship marketing.
  4. Scheduling. Marketers don't know when to post their content for maximum impact.
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Why Won't Marketers Recommend Their Social Vendors?

Nate Elliott

In 2013, we published a Forrester Wave™ evaluation on Social Relationship Platforms — the technologies that help marketers publish content to social networks like Facebook and Twitter, as well as monitor and respond to customer posts on those sites.

We evaluated established SRPs like Spredfast, Sprinklr, Shoutlet, Adobe Social, and salesforce.com’s Buddy Media, and found that none of them were good enough to fall into our “Leaders” category. Why? For one thing, most had significant gaps in their offerings.

But we also found that many of their customers weren’t terribly satisfied. Even though all the clients we spoke with were referred to us by the vendors themselves — and so presumably were amongst each SRP’s happiest customers — most had some reservations about the features, functionality, and service the vendors provided. In several cases, we were shocked by how little the reference clients thought of their technology partners.

One year later, we decided to check in on whether marketers had grown any more satisfied with their social relationship platforms. For a new report out today, we asked 56 marketers who used a variety of SRPs whether they’d recommend their vendor to a colleague — and found that overall, social relationship platforms have a Net Promoter Score of -16. Yes, that’s negative sixteen.

 

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The Native Advertising Answer Is Publishers’ Problem

Ryan Skinner

[Recently, I wrote that overly optimistic or pessimistic predictions of native advertising’s future were the result of vast (and naïve) assumptions. I concluded that a more accurate prediction would not hinge upon grand theories about how great native advertising is or isn’t, but rather a wily assessment of many factors – the foxlike approach of Isaiah Berlin’s Hedgehog and the Fox. I said I’d offer such a foxy assessment. Here’s that assessment.]

First, let’s consider the two grand theories of native advertising – the hedgehog positions:

1) Native advertising is the best thing that could have happened.
According to this theory, native advertising at last frees the world from interruptive or parasitic advertisements and allows both the publisher site and advertiser to work toward a shared goal: the best possible experience for the user or reader. Success will be measured directly by readers actually choosing to consume stuff from brands, which means it’ll all be worth more and publishers will earn a bigger cut.

2) Native advertising is the worst thing that could have happened.
According to this theory, native advertising depends fundamentally on confusing the reader into clicking on an advertisement by disguising it as unpaid site editorial. As a result, readers will lose their trust in the sites’ editorial integrity and abandon the site. This loss of integrity will destroy the halo effect, whereby a site’s editorial integrity reflects positively on the advertisers associated with it.

True hedgehogs could expound on these arguments at length (they have a tendency to do that), but I’ve represented the basic positions.

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Justice Department To Aereo: Drop Dead

Jim Nail

Mediapost quotes the Justice Department's filing siding with the broadcasters' argument that Aereo is infringing on their copyright by saying:

“Because [Aereo's] system transmits the same underlying performances to numerous subscribers, the system is clearly infringing.... Although each transmission is ultimately sent only to a single individual, those transmissions are available to any member of the public who is willing to pay the monthly fee.”

“A consumer’s playback of her own lawfully acquired copy of a copyrighted work to herself will ordinarily be a non-infringing private performance, and it may be protected by fair-use principles as well.”

As I've said before, I'm no lawyer, but I'm having trouble following this line of reasoning. This core issue is whether the Aereo stream is a "lawfully acquired copy of a copyrighted work," but if I put an antenna on my house, I lawfully acquire the content in question. This doesn't explain why a single-subscriber antenna in a data center doesn't lawfully acquire the content.

If it hinges on multiple people paying to view the same underlying performance, why didn't Sony lose the Betamax case, since the VCR made the same underlying performances available to anyone who paid the amount to buy the device? What if Aereo changed its model from a monthly fee to purchasing an antenna, and maybe a tiered monthly fee for different amounts of storage?

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Comcast And FreeWheel: Cementing An Addressable Future For TV Ads

Jim Nail
In case there was any doubt that TV advertising is going through its biggest evolution since the ascent of the 30-second ad in the 1960s, Comcast's acquisition of video ad platform FreeWheel should lay those doubts to rest.
 
While this $320 million acquisition of a behind-the-scenes ad tech company seemingly pales next to Comcast's splashy $45 billion bid for Time-Warner, it is a more important transaction for the evolution of television advertising. FreeWheel provides essential functionality for the networks to maximize revenue as their advertising inventory splinters across computer, tablet, and smartphone devices as well as cable, Internet, and mobile delivery systems.
 
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Today's The Deadline To Enter The 2014 Forrester Groundswell Awards

Nate Elliott

We've already got dozens of great entries online for this year's Forrester Groundswell Awards  and we'd love to see your best social programs as well. Winners receive a nice shiny trophy, a winner’s badge for your website, a free pass to the Forrester Marketing Leadership Forum in San Francisco, a chance to accept the award on stage, and lots of recognition in Forrester speeches and reports.

But you can't win unless you enter  and the deadline is midnight (ET) tonight. Get your entries in, and hopefully we'll see you in San Francisco this spring.

Oracle Buys BlueKai To Add Data Capabilities To Its Stack

Susan Bidel

On February 24, Oracle announced it was buying data management platform BlueKai for an estimated $350 million, to add to its enterprise marketing suite.

This acquisition is the latest in a string of big-ticket purchases that Oracle has made recently to further flesh out its marketing offerings. In 2012, it acquired Eloqua, a marketing automation firm, and in 2013, Oracle bought cross-channel marketer Responsys. There have been smaller acquisitions along the way, too. The combination is meant to position Oracle as a serious competitor to established enterprise-level marketers, specifically, salesforce.com and Adobe.

I think that marketers should take notice of this latest move by Oracle and ask themselves a few questions about it. More specifically:

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Broadcasters To Supreme Court: Save Our Business Model

Jim Nail

This article in MediaPost summarizes the broadcasters' case against Aereo this way:

Calling Aereo a “direct assault” on the broadcast industry's business model, a coalition of TV companies indicated in court papers that Aereo's continued existence could mean the end of free over-the-air television.

In my reading of the Constitution, I see neither a right to free TV nor protections for an existing business model (snark over). 

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Samsung’s Galaxy S5: More Content, Software, & Services Needed To Truly Differentiate The Experience

Thomas Husson

Instead of launching their new flagship device at a separate event like last year, Samsung decided to leverage Mobile World Congress to cast a shadow on some other devices’ announcements. Expectations have been high in the past two weeks about what Samsung could announce. And while the atmosphere was not as crazy and irrational as for an Apple announcement, you could still feel today in Barcelona that expectations have been raised for the new smartphone sales leader.

As I pointed out in my post two weeks ago on what to expect at MWC, the Barcelona trade show is strongly biased on hardware specs. No exception to the rule here. The Samsung Galaxy S5 looks very promising on that front: faster, thinner, better battery and camera, etc. What’s more differentiating here is the positioning of the S5 as a fitness phone. It comes with a growing range of smart wearables, such as the Gear Fit – a fitness wristband with a curved screen – with a nice design. This is a way for Samsung to better engage users, especially when used in conjunction with new services like the enhanced S Health 3.0. It offers more tools to help people stay fit and well – providing a comprehensive personal fitness tracker to help users monitor and manage their behavior, along with additional tools including a pedometer, diet and exercise records, and a new, built-in heart rate monitor. Galaxy S5 users can further customize their experience with an enriched third-party app ecosystem and the ability to pair with next-generation Gear products for real-time fitness coaching.

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