Monday, May 26, 2008

What are you doing now?

[With thanks to The Washington Post]


To Wit: Twittering


By Rob Pegoraro
Thursday, May 1, 2008; Page D01
Politicians can have their message of the day, but on the Web, anybody can have their message of the hour -- or the minute.

Short updates on social-networking sites have become a new sort of public writing, the equivalent of text-messaging the Web.

As with texting, conciseness matters here; one popular site even limits updates to 140 characters. (See, this paragraph just hit that mark.)

The best-known example of the genre may be Facebook's "status update," in which you can share your latest tidings with friends.

For many Facebook users, it's their favorite part of the site, both reality-show entertainment and creative outlet.

These updates can be mundane, such as recaps of travel (everybody likes to complain about security lines!) and night-life agendas.

They can also be deliberately cryptic, part of the fun of quasi-public speech meant to enlighten close friends and puzzle others.

(What to make of one co-worker's declaration Tuesday that he "doesn't see what the big deal is"?)

Facebook's status updates have plenty of competition at other online social networks, each with its own style and grammar.

MySpace invites you to pick a word to label your mood; the business-networking site LinkedIn lets you describe your current project.

The site to make the most of this concept, however, doesn't offer much but status updates.

Twitter's home page ( http://twitter.com) simply asks people "What are you doing?"

hen this San Francisco start-up challenges them to say their piece in 140 characters or less.

That limit, tighter than even a text message's 160-character cap, forces brevity and encourages frequency.

So do the usual ways to post an update: cellphone texting, IM services, or a box on Twitter's site that counts down as you near that limit.

You can opt to write only for friends, but Twitter co-founder Biz Stone e-mailed that "80-90" percent of users choose publicity.

Follow their example, and others can search for you and click a "follow" button to get your updates, or "tweets."

You can then converse bulletin-board-style, posting new tweets to answer one another. You can also swap private messages.

Your reward for successful solipsism: a public count of how many Twitterers follow your updates.

You can further express yourself by adding a portrait and background image and changing the colors of text on your page.

And you can publish your tweets on other sites -- many Facebook users include Twitter updates on their Facebook profile pages.

Market researchers say relatively few users have taken up this two-year-old service's offer, but their numbers are growing rapidly.

Twitter itself won't reveal user numbers, and conventional Web traffic estimates ignore its phone and IM users.

ut the New York-based research firm Hitwise reported that its "page views" in April were 900 percent higher than they were a year ago.

Twitter's users have interpreted its open-ended invitation as foolishly and as imaginatively as you might imagine.

Some have broadcast utter drivel, such as their latest snacks, and others have dealt with more serious matters.

At least one user has proposed marriage -- and received an affirmative answer back on the site.

Last month, another user used his phone to report his jailing in Egypt, after which friends successfully lobbied for his release.

Some jokers impersonate famous characters. "Darth Vader," for example, has some 7,500 followers reading his riffs on "Star Wars."

In a less mischievous vein, somebody has been posting Metro's service alerts to a Twitter page.

A growing number of businesses and organizations have taken the hint and began setting up their own presences on Twitter.

JetBlue, for example, answers travelers' queries and warns about weather-related delays.

The Barack Obama and Hillary Clinton campaigns also post updates on Twitter, though John McCain's has resisted the temptation.

And me? I've begun to use it as a mix of notepad and gossip column, sharing random observations with whoever may read them.

To date, Twitter users have not been troubled by ads or any other evidence of a profit motive.

An about-us page says Twitter "has many appealing opportunities for generating revenue" but wants to build its audience first.

My bet: Expect to see the same Google ads that you spot everywhere else, and soon. 1999's dot-com exuberance vanished long ago.

The real risk, though, is not the failure of this site or others like it. It's that the daily routine of zapping off these short snippets of text will erode your ability to think in complete paragraphs or read anything long enough to require a tap of a page-down key, much less a flip of a page. And as you spend ever-more time recording your exploits -- like a sociologist sentenced to conduct endless field research on himself -- you will abandon all hope of ever living in the moment.

That would be bad.

Living with technology, or trying to? E-mail Rob Pegoraro atrobp@washpost.com. Read more athttp://blog.washingtonpost.com/fasterforward/

http://www.washingtonpost.com/wp-dyn/content/article/2008/04/30/AR2008043003358_4.html?nav=rss_technology

The frustrations of Search when it comes to clients

This post is with thanks to MediaPost's - Search Insider

The Common Thread of Consumer Content


Posted May 16th, 2008 by Chris Copeland

“No man is an island, entire of itself”
-John Donne

Search marketers have spent more time on the proverbial island than the cast of “Lost.” All of the adages about “playing at the kids’ table” to “functioning in a silo” have been appropriate at various times over the past decade. This practice of “siloed” work has been perpetuated by marketing departments that have seen search as an IT function or a “Web” thing. Marketing agencies have seen it as a boutique offering that can be acquired or developed using a handful of people with varying talents, and surprisingly, it has been perpetuated by the search engines themselves.

A few months back, I was sitting with a high-profile client at an all-day event with one of the major engines. The event was designed to allow the client’s CMO an opportunity to visit the campus, experience the search engine’s way of life/thinking and dive into a variety of areas that held interest for this advertiser. We do a fair amount of meetings like these, and they frequently involve the following cast of characters: The Mobile guy, The Social expert, The Analytics guru, The Emerging Media specialist and the standard Paid Search/Display advertising team. In some cases, the net gets a bit bigger and TV, radio and print get thrown into the discussion.

Yet, for all the brain wattage and opportunity that exists, these meetings usually lack one simple thing: a thread. Advertisers have watched the marketplace become more and more fragmented and their audiences become more and more empowered to make their own decisions with little to no regard for the advertisers or its products. As this happens, one of the challenges becomes, how do we create touch points for our brand with consumers? As we like to put it, how do we connect advertiser content and consumer intent? This becomes even trickier when you start looking across platforms.

Let’s take the cast of characters in the room as I described above. In a normal situation, the individuals are allotted 30 minutes to discuss what’s now and what’s coming tomorrow in their space and inside their organization. They will cover it as it pertains to the advertiser and how consumers are consuming. They’ll then thank everyone and have a seat while the next cast member rises to give his audition for what the vendor hopes is a successful casting of all parts with one read-through. And while these discussions and pitches are often enlightening about the vendor’s point of view and differentiation in the marketplace, they lack a cohesion with each other.

One of the knocks over the years at varying times for several of the major search engines has been that they seem to be throwing things against the wall. If you put a product a day into Beta, surely something will come out a hit, right?

But what we are finding more and more is the ability to connect at different stages, with varying messages that all lead down the purchase/decision funnel. We’ve done research that shows the ability through search marketing to push consumers down the funnel. For search marketer and advertisers, this means the ability to take consideration seekers (as defined by their keywords) and turn them into purchasers. However, the funnel is not a channel-exclusive vehicle.

Search is an action, not a destination. No one searches because they just want to; they search because they need to in some way. So the purpose of search is a piece of the greater funnel that exists. Searching may be the pay off created by television, or it may be the start of the research phase that will ultimately lead to a conversion in-store or via a phone call. Yet without the thread between vehicles, digital or otherwise, there’s little chance to pay this off properly.

But, let’s be clear on one point: The thread is not about creative. It’s not as simple as saying that we use this phrasing in our television advertising so we should do the same in our rich-media units and search creative. The thread is about themes and connectivity to the consumer on his or her journey.

In my next column, we’ll explore what happens when the thread runs into the persona problem, and how marketers and their agency partners can begin to formulate thread-worthy approaches to consumer intent.


This entry was posted on Friday, May 16th, 2008 at 8:30 am and is filed under Chris Copeland, Search. You can follow any responses to this entry through the RSS 2.0 feed. You can skip to the end and leave a response. Pinging is currently not allowed.
4 Responses to “The Common Thread Of Consumer Intent”
Paula Lynn from Who Else Unlimited; hollywood5459@verizon.net says:
May 16th, 2008 at 9:58 am
Impressed. “for whom the bell tolls; it tolls for thee.” Most people do not know it is a John Donne quote. Which opens a discussion - the influencing factors that create the need for the original search. Where does that bathrobe need come from? Or advise. Or…

Jeff Martin from Sales Driven Marketing LLC says:
May 16th, 2008 at 12:02 pm
Great article, and I think it helps suggest there’s still a need for good marketing plans. New media, including search, is great at tracking, but at the end of the day, new media and search is only one piece of a well organized, well executed, comprehensive marketing plan.

Jeff
www.SalesDrivenMarketing.com

Leslie McKerns from McKerns Development says:
May 16th, 2008 at 6:23 pm
You are right, Chris - No one searches because they just want to; they search because they need to in some way. And there’s the problem. The company never thinks from the point of view of the searcher. It is so frustrating trying to find something on the web - it’s like going to TJ Maxx with a shopping list, you won’t find those things but you may stumble upon other things.

Themes and connectivity have to do with analyzing backwards - we have this thing, now how would people go about looking for it? And as far as touch points, analyze why they are searching (need) and what about this product would have particular appeal (relevance).
http://www.mckernsdevelopment.com

Meredith Speier from RMG Connect says:
May 20th, 2008 at 5:10 pm
Great post Chris. As a planner, I often struggle with getting this message across to clients (and sometimes even internal team members). I would take your thought even one step further…while the thread is that single element that ties the entire consumer-brand communication together, it is the intent part of the equation that we as marketers need to nail. Knowing what makes a customer tick, which part of the purchase cycle they’re in, and what has driven them to the point they are are critical in pushing the right message to connect content to intent.


http://blogs.mediapost.com/search_insider/?p=789#comments

The Customer-Centered Innovation Map

[This post is in thanks to Harvard Business Review]

By thoroughly mapping the job a customer is trying to get done, a company can discover opportunities for breakthrough products and services.

by Lance A. Bettencourt and Anthony W. Ulwick

We all know that people “hire” products and services to get a job done. Office workers hire word-processing software to create documents and digital recorders to capture meeting notes. Surgeons hire scalpels to dissect soft tissue and electrocautery devices to control patient bleeding. Janitors hire soap dispensers, paper towels, and cleansing fluid to help remove grime from their hands.

While all this seems obvious, very few companies use the perspective of “getting the job done” to discover opportunities for innovation. In fact, the innovation journey for many companies is little more than hopeful wandering through customer interviews. Such unsystematic inquiry may occasionally turn up interesting tidbits of information, but it rarely uncovers the best ideas or an exhaustive set of opportunities for growth.

We have developed an efficient yet simple system companies can use to find new ways to innovate. Our method, which we call “job mapping,” breaks down the task the customer wants done into a series of discrete process steps. By deconstructing a job from beginning to end, a company gains a complete view of all the points at which a customer might desire more help from a product or service—namely, at each step in the job. With a job map in hand, a company can analyze the biggest drawbacks of the products and services customers currently use. Job mapping also gives companies a comprehensive framework with which to identify the metrics customers themselves use to measure success in executing a task. (For a description of these metrics and a discussion about how to gather and prioritize them, see Anthony W. Ulwick’s “Turn Customer Input into Innovation” in HBR’s January 2002 issue.)

Job mapping differs substantively from process mapping in that the goal is to identify what customers are trying to get done at every step, not what they are doing currently. For example, when an anesthesiologist checks a monitor during a surgical procedure, the action taken is just a means to an end. Detecting a change in patient vital signs is the job the anesthesiologist is trying to get done. By mapping out every step of the job and locating opportunities for innovative solutions, companies can discover new ways to differentiate their offerings.

Anatomy of a Customer Job

Over the past 10 years, we have mapped customer jobs in dozens of product and service categories that span professional and consumer services, durable and consumable goods, chemicals, software, and many other industries. Our work has revealed three fundamental principles about customer jobs.

All jobs are processes.

Every job, from transplanting a heart to cleaning a floor, has a distinct beginning, middle, and end, and comprises a set of process steps along the way. The starting point for identifying innovation opportunities is to map out—from the customer’s perspective—the steps involved in executing a particular job. Once the steps are identified, a company can create value in a number of ways—by improving the execution of specific job steps; eliminating the need for particular inputs or outputs; removing an entire step from the responsibility of the customer; addressing an overlooked step; resequencing the steps; or enabling steps to be completed in new locations or at different times.

When mapping the job of washing clothes, for example, a company would quickly discover that the step of “verifying that stains have been removed” often comes at the end of the job sequence, after the clothes have been removed from the washing machine, dried, folded, and put away—too late to do much of anything about it. If the washing machine itself could detect the presence of any remaining stains before the wash cycle ended—resequence when verification takes place—it could take the necessary actions at a much more convenient point in the job. If the machine could be designed to remove the need for inputs such as stain removers and bleach, that would be even better.

All jobs have a universal structure.

That universal structure, regardless of the customer, has the following process steps: defining what the job requires; identifying and locating needed inputs; preparing the components and the physical environment; confirming that everything is ready; executing the task; monitoring the results and the environment; making modifications; and concluding the job. Because problems can occur at many points in the process, nearly all jobs also require a problem resolution step.

http://harvardbusinessonline.hbsp.harvard.edu/hbsp/hbr/articles/article.jsp?_requestid=22689&ml_subscriber=true&ml_action=get-article&ml_issueid=BR0805&articleID=R0805H&pageNumber=1

Guest Post: How the Chinese Internet Becomes a Platform for Earthquake Grief (A local perspective)

With thanks to Web Strategy by Jeremiah

Posted: 23 May 2008 08:01 AM CDT

Jeremiah: Paul Denlinger of Beijing is an internet expert on China, and I’ve offered him the opportunity to help share from an insiders perspective. Keeping in the theme of internet strategy and how the web impacts business, (and in this case the world) Paul, a resident of China, shares his perspective.

Although a long post, please show him the same respect that you do for me.

------------------------------------------------------------------------

Chinese Internet Becomes Platform for Earthquake Grief

-A guest post by Paul Denlinger

The Sichuan earthquake of May 12, which first registered as 7.8 on the Richter scale, has now been revised upwards to 8.0. As of Thursday May 22 in Beijing, the number of fatalities has so far reached more than 52,000, missing are 30,000, while injured are 400,000 and the number of homeless has reached 5 million. The final death toll is projected to be around 72,000. The Chinese government has appealed to foreign governments for aid and assistance, and Russia, Japan, South Korea, Singapore, Taiwan and Hong Kong have all sent teams to aid in the search for survivors in the rubble, and for body recovery. With the huge number of refugees, there is also a severe shortage of tents to house them, and many foreign governments including the US, UK, Russia, Germany and Italy have all sent cargo aircraft to Chengdu, the nearest major city, to drop off needed supplies.

The Chinese government reacted swiftly to the tragedy, with Chinese premier Wen Jiabao flying to Sichuan the afternoon of the earthquake. He won wide praise for his swift action, and was photographed and taped talking and holding newly-orphaned children, telling them that the government would care for them, and would be committed to helping them rebuild their lives. He was photographed weeping when the bodies of two young children were removed from the rubble of their collapsed school. After several days of non-stop work directing rescue teams, making sure that they got all the help they needed, the exhausted Wen returned to Beijing, and was replaced by Chinese president Hu Jintao, who in one of the more memorable scenes, was seen holding an 8-year old boy, and telling his family that the government was committed to helping them rebuild, and to finding the bodies of their loved ones.

Military rescue teams from the People’s Liberation Army (PLA) were dispatched from all of China’s 31 provinces to aid in the rescue effort. The first two days after the earthquake there was heavy rain in the area, and in a few instances, paratroopers were dropped into stranded villages to help the local inhabitants. In one instance a dangerous night drop was made into an isolated village, and the mission was so high-risk that the 15 men were required to write their wills before departure. There continue to be mudslides in the area, and the government says that so far more than 200 volunteers have been killed in mudslides, trying to get supplies to the villagers.

The earthquake struck in a mountainous region of Sichuan, at the foothill of the mountains which run to the west and become the Tibetan plateau. A mix of Han Chinese and ethnic Tibetans live in the area, mostly in small villages surrounded by mountains. The main earthquake struck at 2:28PM, and an estimated 7,000 school classrooms collapsed. Schools were particularly hard-hit since many of the primary school students were taking their afternoon naps, or had just started their afternoon classes. There are many stories of children escaping from their classrooms to their sports field, only to be buried alive when the mountain surrounding the school collapsed on them. For many of their families, their bodies will never be recovered. In other instances, parents rushed to their children’s schools to dig out their children, only to find them dead. In some of the more horrifying stories, the quake was so severe that mountains which were separated by valleys with villages in-between moved together, completely obliterating the villages and their inhabitants.

In most of these village households, three generations of families live together, including grandparents, children and grandchildren, as is the usual Chinese custom. In many of the households, the parents of the children are migrant workers in Shanghai, Beijing and the more prosperous cities of China’s east coast. Upon hearing of the tragedy, and being unable to connect with their families on their mobile phones, they took trains back to Sichuan to search for their families. Many returned only to find that their whole household had been wiped out, or to find that their only child had already been buried in a mass grave. In some cases, there was a single survivor, with no surviving relatives. Most of these people were severely injured, and on learning that their families had been wiped out, said that they too wanted to die.

But then something curious started to happen, something which hadn’t happened before in Chinese society. Strangers started going to hospitals in Chongqing and Chengdu, and started caring for people whom they were not related to, effectively adopting them. All during last week, the news started to spread, not only of the need to send supplies, but also to care for the survivors. Stories of this kind spread quickly though China’s officially-controlled newspapers and television, and spread even more quickly on the Internet, especially Chinese BBSes such as Tianya, which are the most popular community tool for unofficial news. Other popular outlets for information are Twitter and a Chinese version of Twitter, Fanfou. The most popular IM client in China is QQ, which has more than 500 million registered users.

The news spread very quickly about the scale of the disaster, and strangers started organizing themselves online to take supplies to the disaster area. Google China and Baidu, China’s leading search engine, soon created specialized searches for relatives. Then on the weekend of May 17 and 18, some Chinese started designing online memorial sites where visitors could sign a book and give a white flower in mourning for the earthquake victims. These sites were designed and set up by volunteers without any payment from the government or corporations. As of May 22, one site had more than 262,000 unique visitors.

Late on the evening of May 18 Beijing time, the Chinese government announced that there would be three official days of mourning, from May 19-21, and recommending that game and entertainment sites shut down during the mourning period. Robert Scoble interpreted this event out of context and turned a human tragedy into a political event, narrowly framing it in terms of politics and human rights, and suggested that this meant that the Chinese government was enforcing a government crackdown during the mourning period, as could be evidenced from his comments, and those of his followers, on his Friendfeed account.

In fact, the Chinese government’s Central Publicity Department, which is in charge of content on the officially controlled media, was playing a catchup game with China’s Internet population, which is now the largest in the world, as well as the general population of China. As people learned more about the scope of the tragedy, they wanted to do more, and even more, the government sensed that they needed a public outlet to channel their grievance. The problem was that, in China’s long history, there never has been a defined way to remember and mourn ordinary citizens who have been killed in an enormous natural disaster. For this reason, the government prescribed that all cars and citizens would stop where they were on May 19 at 2:28PM, exactly one week to the day from the time of the earthquake, and while air raid alarms sounded, they would stand still for three minutes. They did this on Monday, as can be seen in this Youtube video and this interesting account of the event. Many websites have voluntarily changed their colors to black and white during the mourning period, while some have added the Chinese character for "mourning" to their websites, and many Chinese have chosen to wear black and white during the mourning period. All of this has been done without government orders of any kind; it has all been organized on the Internet through BBSes and people who voluntarily spread the message. Many other sites have set up donation badges to facilitate online donations to help organizations, and there have been blood drives as well. There have also been a few sites, including Google and Baidu, which have created people search sites, so that relatives can look for their loved ones. Most newspapers and magazines, all of which are controlled by the government, have moved to publishing in black and white only.

While younger Chinese have turned to the Internet, older Chinese have devoured huge amounts of TV programming and newspapers, all of which are state-owned and are now fully devoted to reporting the aftermath of the disaster. Unlike in the past, all of this reporting about the disaster is what the audience demands from the bottom up, not what the government wants to give to the people in a top-down fashion. In order to show the people that the government is on top of things and doing its job, state-owned news agencies have been working round the clock to provide news about the situation in Sichuan. When not reporting about rescues, stories detailing the amount of goods and supplies being sent to Sichuan from the various cities and provinces of China form a solid wall of disaster reporting. In keeping with the Chinese affinity for numerical data, precise numbers of boxes sent, trucks dispatched, tons of supplies sent, trains sent, etc. are all reported in these stories. In contrast with the past, Chinese government officials have promised a higher degree of transparency and accountability to the people. Many Chinese have also started openly asking questions on the Internet and on television and radio, including why so many schools collapsed, and if dams in the region may have caused soil erosion.

Whether it is television, print or the Internet, there are endless stories of people living just because they ran a different direction from the rest of their family, or because someone left home on a shopping errand, only to find their home flattened and all their family killed by falling debris. Ever since the end of WWII, China and Japan have had a rocky relationship, but the dispatch of Japanese rescuers to aid the rescue process, has won significant praise and goodwill from Chinese citizens.

Maybe most interesting has been a publicly-driven drive for corporate donations of money and supplies to the earthquake victims. Sina, one of China’s three leading portals, has set up a corporate donation page which lists amounts Chinese corporations have given (minimum amount for listing: 10 million yuan or US$1.4 million). As of the afternoon of May 21 Beijing time, total corporate donations listed on the page had come to 5.58 billion yuan or US$797 million. On the Chinese Internet, netizens have been especially loud in driving corporations to donate more, and in some cases, have publicly attacked corporations for being too cheap in their donation amounts. In most cases, the criticized companies have quickly upped their donation amounts in reaction. Corporations have also looked sideways to see how much their market competitors have donated, and have matched or trumped their donations, sometimes setting off donation bid wars to win praise from the public and favorable PR.

For the past ten days, Chinese have spent most of their time glued to their TV sets or on the Internet, collecting every scrap of information about this huge human tragedy. The outpouring of emotion has been enormous. As the mourning period draws to a close, the next phase will begin, that of reconstruction. Without a doubt, the Chinese Internet will continue to play a major role.

Paul Denlinger is an Internet consultant based in Beijing who publishes his own blog at the China Vortex.

Additional Resources:

Danwei
Shanghaiist Earthquake Special Report
EastSouthWestNorth blog
China Web 2.0 Review
The China Vortex - Let’s See How Many Ways We Can Get This Wrong


http://www.web-strategist.com/blog/


http://www.web-strategist.com/blog/2008/05/23/guest-post-how-the-chinese-internet-becomes-a-platform-for-earthquake-grief/

Friday, May 23, 2008

William Morris, Media Execs Create 'Agency 3.0'

Thanks to Ad Age - Madison+Vine for this post


Partnership Reflects Drastic Changes in Hollywood, Advertising and Technology

By Claude Brodesser-Akner

Published: May 21, 2008
LOS ANGELES (AdAge.com) -- About all they have in common is the word "agency" -- but that appears to be enough for now.

Hollywood's oldest talent shop, the 110-year-old William Morris Agency, is partnering with a triumvirate of digital media, wireless and advertising executives to create a joint venture called Agency 3.0, a digital-marketing-services company seeking to marry digital technology to strategically developed content.

Greg Johnson, a partner in Agency 3.0, told Ad Age that TV advertising 'is becoming less effective,' in part because 'it's highly disconnected from the creative process.'


Power players
That trio of executives includes Peter Adderton, founder of both Boost Mobile and Amp'd Mobile; Greg Johnson, a former chief creative officer at McCann Worldgroup and Digitas; and Steve Stanford, who created rival talent agency ICM's digital media group and who had more recently served as general manager of HBO and AOL's broadband comedy joint venture.

In an interview with Ad Age, Mr. Johnson said TV advertising "is becoming less effective," in part because "it's highly disconnected from the creative process."

His partners' new venture aims to "bring the ad dollars that much closer to the creative process," Mr. Johnson said.

Time for a new approach
"There's a whole new world in the marketing, distribution and monetization of digital media, with unique demands for new approaches to both design and implementation," said Jim Wiatt, William Morris' CEO. "We recently announced a digital-media venture fund, and now with Agency 3.0, we'll be providing services as well as making investments in this sector."

Peter Adderton is the founder of both Boost Mobile and Amp'd Mobile.


Mr. Stanford, who also founded and served as CEO of Voce premium wireless, noted that thanks to the protracted Writers Guild of America strike (which hinged, aptly enough, on digital distribution of content), the recent upfront advertising presentations made by broadcast TV networks reveal a business that has been totally reshaped by digital. NBC Universal's upfront ad presentation, for example, touted all of the NBC Universal properties, including various cable networks, web operations and amusement parks -- not just its 52-week network-TV schedule.

"People would spend millions on pilots and have no idea if anybody would watch them," Mr. Stanford said. "Today, things have changed; a show that has sponsors already in place has a much better chance of airing."

The new advertising joint venture's chief creative officer will be Scott Anderson, the former creative head and co-founder with Mr. Adderton of Boost Mobile and Amp'd Mobile. Like the rest of the team, he will be based at William Morris' Beverly Hills headquarters.

http://adage.com/madisonandvine/article?article_id=127229

Helping an Agency (and Clients) Branch Out Into Content Space

Thanks to Ad Age - Madison+Vine for this post.


Entertainment-Industry Vet Brian Murphy Brings a Different Perspective to TBA Global

By Jonathan Lemonnier

Published: May 20, 2008
NEW YORK (AdAge.com) -- TBA Global recently announced the creation of a new branded-entertainment division, TBA Deep, to be headed by Brian J. Murphy, exec VP-branded entertainment (Deep stands for "digital, entertainment, engagement and programming"). A veteran of the entertainment industry, Mr. Murphy spent a decade as exec VP of Warner Music Group, and was responsible for the joint venture of Warner/Avalon (which would later become Warner/TBA).


Brian J. Murphy


During his time at Warner, he also helped create the first joint divisional strategic marketing programs between General Motors and Warner Bros. Films/ Warner Music Group, one of the original branded-entertainment initiatives. He later founded Fearless Entertainment, a branded-entertainment specialist firm, and led it as CEO for seven years until it was picked up by TBA last March.

Madison & Vine spoke with Mr. Murphy to get a quick sense of Deep's purpose, the branded-entertainment industry and the advertising industry's current obsession with content ownership.

M&V: Why create a new division for branded entertainment?

Mr. Murphy: It's what's we've always been doing. Fearless was in the branded-entertainment space for seven years and was acquired by TBA Global last March so it could develop on branded entertainment. TBA's core business is a combination of marketing and communication, with particular success in business-to-business initiatives. ... We created Deep in order to clarify to the market where these capacities of TBA reside. It's a way of branding our division, and giving it visibility. TBA aren't an advertising agency, they're not PR and they're not a sales promotion company. TBA is from the consumer marketing side. The brand thing is new.

M&V: How did Deep come about?

Mr. Murphy: Well, our co-chairman Irving Azoff's background is in the entertainment industry. Mr. Azoff heads the Frontline Management talent company, one of the best in the world. ... PQ Media recently mentioned that branded entertainment is due to become a $25 billion market this year. That's where the marketing community is going. That's part of the reason [TBA] acquired Fearless.

M&V: There's a lot of talk about agencies trying to monetize content they create for branded entertainment as a bulwark against diminishing revenue from traditional sources. What is your take on that?

Mr. Murphy: We started out as entertainment professionals who got involved in marketing, so we are approaching this issue differently. The traditional agency model looks at the declining revenues from traditional sources, and uses content creation and ownership as a new revenue stream. We flip that model over. We start out from an entertainment model. We create entertainment exclusively for brands, and we also create properties that we then own and license. Most brands are not interested in owning [intellectual property], they are interested in achieving marketing objectives. TBA's business is healthy. This isn't just a margin play.

M&V: What kind of assets does Deep have?

Mr. Murphy: We have groups of strategists and architects bred on consumer/entertainment/digital thinking. We also have dedicated groups of sales people from TBA. The value in being in TBA is that the production services, creative, etc., are all integrated and accessible when we need them.

Our acronym begins with "digital" because we live in a digital ecology. One of our premises is knowing that and manipulating it. TV has been mandated to become fully digital and interactive by 2009, but even now live events and concerts are experienced as much digitally on huge screens as they are live. New York cabs have interactive screens in the back for passengers. It's not just cellphones and computers.

M&V: What is your impression of branded entertainment today?

Mr. Murphy: If you are marketing your brand through any kind of entertainment, then you are in branded entertainment. Clients are demanding more and more from branded entertainment, because that's how people are living.

From a brand standpoint, what is important is being able to control their destiny in the world of entertainment, which wasn't always possible before. If branded entertainment doesn't do that for them, there is no point. They're the ones who are putting the money down.

Brands need to think about how they fit organically in what they are trying to do. You have a sophisticated consumer population out there. If you are transparent and organic, they will welcome you. If not, they will tear you apart. In some cases, the product may not be in the entertainment content created at all.

The key questions are: Is this the best way to get things done? What is that brand doing in essence?

M&V: Does it bring back the expected return on investment?

Mr. Murphy: When people spoke of impressions back in the day, what was that? Is that ROI? Engagement that turns to sale, or word of mouth, that's real ROI. A lot of companies have all the brand awareness in the world. What they need is to convert that into sales and lifetime consumers. The typical lifespan of a 30-second spot is about three months. Typical lifespan for content can be one to two years, depending on the approach. It's a strategic standpoint rather than a tactical standpoint.

How effective something is depends on your objectives going in. We like to stress to our clients the importance of having clarity on the objectives you are trying to accomplish. Metrics are only a piece of the entertainment branding result. What are you trying to do?



http://adage.com/madisonandvine/article?article_id=127201

Agency websites

Thanks Wendy!

http://www.akqa.com/

http://www.aa-rf.co.uk

http://www.tbglondon.com

http://www.daredigital.com/

http://www.globalbeach.com/

http://www.craikjones.co.uk

http://www.thegrandunion.com/

http://www.digitalanddirect.com

http://www.togetheragency.co.uk/

http://www.work-club.com/