Digital content readership is changing massively. And the guys at Uberflip have done some research around how data was used between February 2010 and February 2013 via Google Analytics and Uberflip Metrics. The infographic that highlights their findings shows how much mobile content usage and consumption is evolving, as well as how much content is shareable.
From a global perspective, mobile content consumtion in terms of visits makes up 21% (from 1,6% in 2010) while desktop traffic is decreasing continously. But mobile is not the only winner in this field. Video is increasing massively as well since 2010: 22% (from 6% in 2010) of internet users are putting video into their content portfolio.
People also change their way of sharing content these days. While in 2010, users were used to sharing their content via email, in 2013 the figure of sharing content via email went down to 53.3% in February 2013 (from 93.3% in 2010). Facebook and Twitter seem to be the big winner here: 27,4% of people are sharing content via Facebook (compared to 3,4% in 2010), and 9,7% via Twitter (compared to 0,5% in 2010).
As a fan of the series “Mad Men” TV series, I have to share this comparison of the sales profession development with you. When we compare the decades from 1950-2010, we realizte that there were some significant differences. From Don and his friends’ wild office parties and massive whisky as well as martini consumption to a straight organized reality where sales automation has taken over and social media rules the communication between people.
Although, we still here at the universities and in seminars from the advertising Gods like Leo Burnett and David Ogilvy, Don Draper’s world has seen a radical shift in sales profession. But in which direction…? The guys from Leads360 have created an infographic that defines the main trends we saw lately…
- 1960: In-person pitch.
- 1970: Door-to-door vacuum pitch.
- 1980: Not really specified in any direction…
- 1990: In the beginning email messaging, later customer relationship management (CRM)
- 2000: Social integration (Social Media)
- 2010: Intelligent sales automation
“Over the last 50 years, many of these fundamental sales strategies have remained incredibly valuable,” states the infographic. Maybe you find the reasons why when reading through it.
Today, we are talking of Facebook as the barbeque with “friends and fans” and of Twitter as the chatter at the toilet. Well, it seems that we haven’t moved away from socializing. Maybe we just need to add some drinks next to our screens…
The main concern with new inventions on the web is alway privacy for most users. However, a new study finds that Millenials are less concerned about their privacy as elder people might be. The survey conducted by the USC Annenberg Center for the Digital Future and Bovitz Inc. states that 70% of Millenilas (18-34) agreed with the statement, “No one should ever be allowed to have access to my personal data or web behavior”, compared with 77% of users 35 and older.
“Online privacy is dead — Millennials understand that, while older users have not adapted. Millennials recognize that giving up some of their privacy online can provide benefits to them. This demonstrates a major shift in online behavior — there’s no going back.” Jeffrey I. Cole, Director USC Annenberg Center for the Digital Future.
The question is whether, the discrepancy of 7% between the two figures shows some significant change in the adoption of online privacy. Getting the data from the Millenials is not much of a challenge. 51% of Millennials are open to exchange their contact details for a coupon or deal, and even more 56% would share their location for a coupon for a local business. Even in targeted adverting, 25% of Millenials evaluate trading personal information for more relevant ads.
“Millennials think differently when it comes to online privacy. It’s not that they don’t care about it — rather they perceive social media as an exchange or an economy of ideas, where sharing involves participating in smart ways. Millennials say, ‘I’ll give up some personal information if I get something in return. For older users, sharing is a function of trust — ‘the more I trust, the more I am willing to share.’” Elaine B. Coleman, Managing Director of Media and Emerging Technologies, Bovitz.
For me the study shows that there is some kind of change happening in terms of data privacy. The question is how concerned are people really about their data privacy? Is it just the Millenials that don’t care too much? Or are they not mature enough to understand the potential of data fraud?
We had written about a Curata content marketing survey some months ago. Now, I came across another research which is making it’s way through the web, and I am glad as I have been asked at a University St. Gallen event for some new insights on the topic today.
The Content Marketing Institute’s 2013 benchmarks shows what the challenges for marketers are: producing enough content (64%), producing the kind of content that engages an audience (52%), or producing a variety of content (45%).
Sounds like we have heard that before, right…?
If you think lack of budget is still the issue, you might find yourself being in the wrong corner. Just 39% of the respondents said that they lack budget. Furthermore, traditional restrictions and limits like buy-in/vision (22%) or finding trained content marketers (14%) is falling out; not even senior level buy-in is their biggest challenge (7%).
All lies? Well, seems like that… And when just 14% say, they are having problems hiring in this field, i would suggest some clever journalists or PR managers have found a way to market themselves.
So, a questions arises that also came up today in my moderation: What is the real issue, why marketers don’t challenge the content marketing business?
We have probably all heard what Outbrain told us today in their speech that push is the new pull, advertising becomes marketing, creation the modern editorial, campaigns are the always-on of tomorrow which makes sprints the new marathons. Still, the question is whether marketers understand why this should become the new budget engine for a change in an emerging shift towards content marketing and away from advertising?! Maybe marketers need to understand what makes them a media-house? Content curation, distribution and measurement might be more of a big bang theory to address…
The challenge might actually arise in the definition where content marketing gets propelled. Many marketers see still search engine advertising (SEA) their wholly grail. If companies get turned around into SEO engines, the whole result-driven aspect of the fluid content marketing world would not be questioned any longer. It just depends on getting the right people engaged inside the office and to find the commitment that lets the formerly outsourced world stand in the shade. And have companies ever understood the value of content? Content is not a test budget! It is an attitude towards business, towards communication, towards social business. Or have you ever put into question why you send out newsletters, flyers, whitepapers, or even company brochures? Blogs, status updates, tweets… written in an intelligent way, is increasing the way your conversations will arise…
Are you really hiding in the content marketing fields, marketers – or is it a real challenge…?
In a recent report called “2013 Mobile Future in Focus” comScore released their outlook for mobile trends. The report shows the U.S. mobile and connected device landscape in 2012, which is meant to the set the stage for the international expansion of the mobile revolution. It offers insights into mobile media consumption, mobile networks, platforms, as well as OEMs. It also includes key mobile market insights from the United Kingdom, France, Germany, Spain, Italy, Canada, and Japan.
The report illustrates the following trends for the mobile year 2013…
Multi-mobile use shapes the “Brave New Digital World”
The U.S. is surpassing 125 million U.S. consumers and tablets in mobile consumption. More than 50 million own smart mobile devices which make consumers being always connected. Americans spend more than one out of every three minutes online on mobiles. Does this show the end of the desktop?
Smartphones surpass 50% penetration and start ‘Late Majority’ of adopters
In 2012 the U.S. smartphone market became the year of mobile by finally surpassed 50% market penetration. It enters the “late majority” stage of the technology adoption curve. Smartphone subscribers increased 29% from a year ago and 99% from two years ago. 72% of all newly-bought devices were smartphones.
Android and iOS Control U.S. Smartphone Market
Google’s Android OS and Apple’s iOS dominate the U.S. smartphone landscape with almost 90% of the market today. The well-developed app ecosystems makes it even more difficult for competing platforms to narrow the gap.
Samsung makes splash in smartphone OEM market
Samsung strongly competes more and more with Apple that is still the leading smartphone OEM. The year-over-year increase of more than 100% from Samsung and a two-year increase of more than 400% shows how much they are challenging Apple. The gap between the two competitors is steadily narrowing though.
High-Speed mobile connectivity speeds up mobile content consumption
Wider availability of high-speed internet access has increased the average user’s media consumption experience. Default Wi-Fi accessibility for smartphones and tablets like in coffee shops contributes to the new workplace and a better browsing experience for users. But also the availability of better networks speed (4G and LTE technology) will leverage the mobile content adoption.
The report shows that 2013 was kind of the “year of mobile”. With the rise of smartphone adoption to an over 50% penetration but also tablets becoming more prevalent, it seems that the world is moving more and more away from desktop internet usage. Mobile devices make up the digital media consumption of consumers these days. Obviously, marketers and media companies need to adapt their businesses to the emerging mobile multi-platform world but should also see the opportunity of mobile car technology (Google Glass Project), Augmented Reality (IKEA), QR codes (Adidas) or “mobile storytelling” (AUDI).
So now up to you. What has changed in your mobile adaption from last year? What are you missing in terms of mobile marketing development? And what would you be open for when marketers address you with mobile content?
According to some new research by the Global Web Index, Twitter is growing faster than any other social network in the world, leaving Facebook and Google+ behind. The index polled 31 markets for the research. In their definition, an “active user” is a person who has “used or contributed to Twitter in the past month.”
The study suggests that the number of active microblogging service users increased 40% between the second quarter to the fourth quarter of 2012. Thus, Twitter gets up to 288 million monthly active users. This is an increase by over 700% compared to 2009 when Twitter just had 35.47 million monthly active users.
The research also shows that the engagement rate per user went up with 59% of Twitter handle holders being active on a monthly basis these days. Taken from a global perspective, 21% of worldwide Internet users are now active monthly Twitter users.
The study also shows the percentage change in active (last month) behaviours for Twitter users via PC and via mobile. “Comment about my daily activities” or “Comment on a friends post” is defined as the lowest ranking growth activity from both sides. The positive impact for brands is that Twitter finds more use in marketing which can be seen from “Organizing an event”, “Posting comments about brands”, “Using branded apps (with Twitter)” or “Asking friends about products”. All of these figures show that the 3Rs of the social customer get more impact through Twitter.
How do you use Twitter? Or why don’t you use it? Give us your views on which social platform is most efficient to you…
Year after year, Edelman is publishing their Edelman Trust Barometer. The 2013 version just came out and it is offering some helpful findings, pictures and illustrations how C-level managers, employees and brands can build trust. Edelman polled 31,000 people in 26 countries and as they have the comparison of the last three year (2011-2013), it is interesting to see the changes in the “Edelman Trust Index”. From a global perspective, the positive signs are that the global trust index goes back to normal after some bad development in 2012.
Definitely, one of the main messages the report gives, is that the general public and better “educated citizens” don’t really trust government officials (13%) and business CEOs (18%) to tell the truth. Business CEOs ended up second to last with 43% only. So, it is not only the marketers that lack credibility in the eyes of their CEOs internally – externally the CEOs seem to be the people – employees, customers and partners – just the human brand economy CEOs need to become successful with their business. The most trustworthy people seem to be academics and experts, followed by technical experts.
The study offers an interesting list of 16-trust building attributes (named “trust performance clusters”) every organization should pay attention to, and live and breath. All points make sense and every single one seems worth-while being considered and double-checked with your own organization.
Leadership seems to face a crisis at the moment. The study makes clear that people distrust their company leaders, or don’t seem to get what they want from their bosses. Globally, the employees expectations in the areas business performance, integrity, products, purpose, and services always score low numbers and don’t hit public’s expectations. Especially under engagement, when it comes to how leaders are taking care and treating their employees, the leaders fall short in their ratings: just 24% feel that businesses do what ever they can to meet the employees’ demands.
“We’re clearly experiencing a crisis in leadership. Business and governmental leaders must change their management approach and become more inclusive… They must also pass the test of radical transparency.” Richard Edelman, President & CEO, Edelman
From an industry sector’s point of view technology wins in building trust (77%). Banks and financial services (50%) as well as media (53%%) rank lowest in trust scores. Edelman thinks that transparency in their business processes might help. Also, the way these economies are explaining their businesses could improve trust building as shareholders want to know how these companies operate and make money. Social Media could play an important role.
As long as people don’t understand how organizations operate, what companies and brands do with the money they invest in their products and services, they will doubt that they really get best value and service for their money. Even more, when companies don’t take their responsibility to open communication serious which most companies do when they don’t respond internal and external comments through social platforms. The more companies become social businesses and open up their communication, the more they create an atmosphere of transparency and collaboration, the more customers will engage with their community centers, the more people trust that companies really do whatever they can – WITH the help of employees, partners and customers.
“This confirms the democratizing trend of recent years with influence and authority moving away from CEOs and government leaders to experts and peers,” finds Edelman. And we agree with them.
Watch their video summary and then start checking on your own trust building tactics. And let us know if you experience the leadership issue in some way as well, or not…?!
There were days when I thought it is better to stay out of the discussions around the changed terms and conditions for Frequent Travellers and lounge access. A long time did my trips hit the airports with the lounges where Lufthansa still values the status of a Frequent Traveller (FTL) as a “superior customer”. “Acces granted for FTL passengers!”
Now, in just some weeks it happened to me twice that I got the answer: “Access denied for FTL passengers!” I think, it is time to write some words in order to give Lufthansa the chance to reply to all the clutter that goes live on the Web. So, Lufthansa – please listen up.
Amsterdam Schiphol and London Heathrow! In both airports Lufthansa cancelled their contracts with the lounge partners for FTL passengers. However, there are rumours going on that in 2014 when the new Terminal 2 opens, that situation might change. True? Wrong? We don’t know! Lufthansa, is not monitoring or listening it seems.
The lounge access topic might have some financial background. Still, I wonder if Lufthansa knows what kind of economical impact this might cause. Lufthansa, do you believe in the power of Social Media? Seeing your massive activities on social networks I assume you do. But, why do you not answer the conversation that is led by some link in position 1 on Google for the quest: “Lufthansa FTL London Heathrow”? Doesn’t that show how much Lufthansa values FTL passengers? Sorry, Lufthansa! In my eyes, you want to get rid of the FTL status. Correct…?
And let me give you another reason why I believe that. I am just illustrating briefly the situation of a business man traveling around Europe quite often, and in my eyes approx. 50 times is often.
If I am allowed to have access to the lounge, I don’t lose time. Time is money, is efficiency, is essential for doing my business. Access means: No need to find a quite and comfortable place, buy my drinks and food, or ask myself why I pay your Bought Media. Lufthansa, understand that FTL passengers think about the benefit of paying you the extra thousand year-on-year to get to that status?
Amsterdam, London, or anywhere else. The lounge is the main value for FTL passengers to continue flying more often with you than with other airlines. No access to the lounge means, I will fly i.e. British Airways, one of you biggest competitors for the UK region. And there are many obvious reasons for this i.e. in London Heathrow: Cheaper flights, newer terminal, nice gates, better shops with more popular brands, a Fish restaurant, and, and, and… Do I have to continue the list? No? Thank you, Lufthansa, for making my time efficient and my critic spot on. That’s what I want you to understand!
In the end, the “lounge-access-thing” is just a numbers game. I doubt that your stakeholders at Lufthansa is good in understanding how to scale the business. Sorry Lufthansa, but I doubt you are clear about the long-term effect this “multi-level-lounge-access-nonse” might cause. Why? Let me tell you what happens, if I don’t have access to the lounge. Quite frankly…
No revenue for Lufthansa
Revenue for BA:
(without tax, petrol & stuff – average deal, booked early in advance, etc.)
Personal or Company Win: 80,- EUR
Result: Me or the company can safe money or be drunk & data addicted (ok, I am…), if I spend that on a bar at the gates in Heathrow!
I don’t believe the lounge rent, my two drinks and one sandwich costs those 80 EUR, right? So, not granting access to lounges for FTL passengers on different airport makes me think whether…
a) Lufthansa is testing whether you kill the FTL status.
b) Lufthansa doesn’t appreciate the money of Frequent Travellers.
c) Lufthansa has not made their business homework.
Lufthansa, please tick!
Taken it from an Earned and Owned Media perspective, I would suggest you know how often people fly with you, how much you could do with that, how you could engage on networks, how this would catalyse your brand perception, what that would do with people usually flying some oither airline, how this scales in sales. If not, contact The Strategy Web and we will tell you how Social Media scales your business, Lufthansa, predominantly if it comes along in a positive way.
Did I make the benefit of lounge access clear to you, Lufthansa? Next time I am flying, I will make sure I get my travel assistant check the lounge access before booking the flight. I cannot believe you are not interested in our business (feeding you), our needs (scaling your business) and our money (enabling acceleration and growth)?!
Gimme some arguments why I shall still fly with you when I am busy…??? Come on, Lufthansa!
In many meetings, and I had one of those calls today, I understand again and again that managers have limited knowledge of what “Duplicate Content” means when working with multiple sites and/or using similar content on those. Now, what does Google really say about duplicate content? Can your business place similar text blocks or complete texts on different blogs and websites? And how about same content but in different languages?
In a video clip Greg Grothaus, a Google engineer for search quality, explains what “Duplicate Content” stands for and what it means to businesses.
General answer: Is there a Duplicate Content Penalty from Google? No, it’s a myth! Google wants diversity in the results that Google displays on search results. That’s the reason why pages might be omitted from Google which makes sense.
Deep answer: There are typical downsides of “Dupicate Content”.
- Dilution of link popularity: Better have 20 links go to one page, then twice 10 to two pages.
- User-unfriendly URLs in search results: Useless URLs effect branding & decrease usability – so better leave it.
- Inefficient crawling: The less Google has to crawl, the better for the new content to be seen.
Best answer: Google does not like Spam. Spam will find penalty, if it is done with a systematic approach, or when there is the absolute same content on different pages with no changes at all.
Our Advice: Create fresh content! Or do you want to buy the same stuff or gadgets you already have received as a present for Christmas? See…?
Most professors might answer in a diplomatic manner: “There is always two sides of the coin!” Smart bloggers love to look into the future and prefer outlooks to reviews. However, those always rely on findings and insights which bring them to life in the end.
So, I have dared to head for an outlook in 2015, into the future of web strategy. As many managers are not quite familiar with the term “web strategy”, let me define it our way. In 2012, we have often realized that there is quite some misunderstanding what web strategy really means:
“Web Strategy translates the organisational targets and values in roadmaps for the top management and their teams in terms of all generated and doable business processes via the Web. Web Strategy creates a picture of the future of client communication which connects the networking trends of the Internet and the tools of modern web development with the individual business tactics of a cooperation in order to develop a superior company vision. ©The Strategy Web GmbH 2012″
Bearing this in mind, I have written a blog post that defines a futuristic view on some new job titles. It shall illustrate which old job roles might become critical as well as which new challenges arise in companies when changing or restructuring organisational frameworks in companies. So, let me define some new job roles that clever managers should be thinking about. Each top management should be thinking carefully whether or not they will need one of these job roles in their company. I am quite sure that these job roles will become important in the future on web strategy.
And don’t be surprised when I give those job roles kind of a hierarchy. The formula behind it is quite simple…Knowledge x Data x Content x Culture x Clients = Company Success
a.) Corporate Knowledge Officer
The main challenge for any HR department is to tie the pearls of the corporate value chain long-term. These employees are the knowledge of the company, the pillars of productivity. If one of those pillars leaves the company behind, the person takes the knowledge with them, and often all of their knowledge gets lost. But what if employees understand that the feeding hand of a company offers less pension protection by 2025? What if by 2020, Millennials, the generation that will make up almost 50% of the global workforce, will deny the traditional workplace mentality and start making their knowldge available more on a project basis? What if knowledge workers stop working for one company but prefer to share their knowldge in a “buy-my-brain” mode?
Leaders who believe in Social Business, those who want to secure knowledge and make it “always-on” available shall consider the position of a Corporate Knowledge Officer. They are game changers for analysts, market researchers and leading consulting corporations.
b.) Corporate Data Scientist
The world speaks Big Data. Buzzword or biz value? There were not many words you could hear in 2012 at web events, where “web stategy” still often is a foreign word. Why Big Data rules? Well, just look at how much data is being generated in 60-Minuten on the web, or how fast reactions and conversations evolve. That’s why data is becoming a challenge for the whole value chain of the company. However, which business is able to accomplish a job role which is said to become one of the sexiest in the future according to Harvard Business Review? Where is this person located in the excel sheets of businesses that unites the capabilities of a logician, explorer and mathematician in one person? There are not many avalaible yet. Corporate Data Scientists are those brains who know how to turn the process of 0 and 1 upside down in order to draw some conclusions for new content and values.
Leaders that don’t want to stop at data mining or business intelligence processes should figure out the value of the Corporate Data Scientist. They are challengers for PR and marketing decision makers who need to prove their credibility by showing facts to their CEOs.
c.) Corporate Content Officer
Content forms data. The problem? Content is the weakest production department of companies. In most cases PR experts or publishing houses have taken over the content production. Although most media companies are struggling themselves with unique content generation. But who is meant to do the content research? Who is able to write and schedule stories? Who can prioritize, aggregate and curate content? And where will companies find the publishing expertise to become a media company? If content marketing is the future, who will pioneer on the path from PR and marketing to the journalistic hybrid of corporate publishing and community management in the company?
Leaders who see conversations as an opportunity and understand the sense of integrated communities in websites will evaluate the position of Corporate Content Officers. They are the media coaches and editors-in-chief of businesses who bring all company departments to produce content for their special business area.
d.) Chief Culture Officer
The modern development in content and data generation as well as a new understatement for knowledge management is walking on the stage of change management. A stage that Grant McCracken featured in his book. Employees need to find the deeper sense in the evolution of new platforms in business processes. Employees need to understand the complete benefit of tools and tactics before they will be forced to make use of them. Especially, for those employees who do not like email communication but shall start working with communication streams and updates all of a sudden. Stream-Working is a culture of openness and transparency which is not everybody’s friend. And sometimes the best lighthouses might not embrace those changes.
Leaders who know about the challenges of working with multiple project platforms will appreciate the additional benefit of a Chief Culture Officer. This job role will be the prolonged arm of the management team, the “personified culture geek” and at the same time working very close with the HR team.
e.) Chief Customer Officer
Customer change the rules of the game via open communication, praise and critic. What was top-down is now bottom-up. Customers are kings. A sentence that made people cry some years ago. Today, the 3R’s of the social customer -Rating, Review, Recommendation- make managers and leaders start crying. They let whole revenue streams start shaking at times. Those managers who get their experience from digital conversations with customers, who appreciate when data becomes content, and who create a culture of cooperation and collaboration, then you live and breathe the values of empathy that customers are longing for. Then companies create the right fascination for brands, products and their own company.
Leaders who accept the community of customers as the ecosystem of perception, and who believe in brand advocates, critics and moaners as equal process partners will think about integrating a Chief Customer Officer as an institution that is meant to drive business growth. They will be game changers for sales people and customer service employees.
Never before have I spoken about and discussed so much about new job definitions and job roles in my life like in 2012. On congresses as a moderator, on B2B events as speaker, or as a rebellious start-up panelist.
Will one or some of these job roles become reality? You decide…