tag:blogger.com,1999:blog-223489722024-03-05T00:53:11.165-05:00Media ScrumThe changing media landscape - what does it mean to us as content providers, consumers of media, and purchasers of goods and services of which we are inundated by marketers and their messages. You can also follow me on Twitter: http://twitter.com/victorlleeVictorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.comBlogger58125tag:blogger.com,1999:blog-22348972.post-20197089516641717812017-02-12T07:41:00.001-05:002017-02-12T07:41:50.539-05:00Another giant leap for Apple / Wintel interoperability !!Because so much of my work these days consists of interacting with colleagues who are much more creative than I, we occasionally run into issues of technical compatibility. For example, they may send me a file in Keynote, while I only use Powerpoint.<br />
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My coworkers are quite accommodating of my technical ineptitude when I ask them to convert their Keynote file into Powerpoint, but I do have several concerns - why advertise our incompatibility? why make them do the work - after all, isn't the incompatibility my problem, not theirs? and finally, why broadcast my use of the retrograde Windows system? Some valid concerns; some less so.<br />
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In any case, I found a great solution to this problem - <a href="http://www.zamzar.com/" target="_blank">Zamzar</a>. For today, I used it to create a Powerpoint out of a Keynote. Tomorrow, who knows? It's so exciting, at least for someone like me who spends way too much time online!<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjV97HnQf5Pp870LkLiEDIB5jyCxYmUU9NtOE1i8kLZlr0YuHJo3wzyv2YlRKwiIoGZlHXgu8KREEE_zJICXZcFTQdop-yzoPkLQFVRJ_2B4znTQBYC77OgBy7Th8IvfNuVeR_i/s1600/temporary+image+%252358.PNG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="100" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjV97HnQf5Pp870LkLiEDIB5jyCxYmUU9NtOE1i8kLZlr0YuHJo3wzyv2YlRKwiIoGZlHXgu8KREEE_zJICXZcFTQdop-yzoPkLQFVRJ_2B4znTQBYC77OgBy7Th8IvfNuVeR_i/s320/temporary+image+%252358.PNG" width="320" /></a></div>
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More hints, tips, and possibly even useful advice to come. Watch this space!Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-7574205608648834262016-07-02T07:41:00.002-04:002016-07-02T07:52:57.300-04:00Trust and/or Competence ??I once had a boss, who will go unnamed, who had a tendency to hire people based primarily on the credentials in their resume. Granted, this probably helped me get hired in the first place - all modesty aside - but that practice looked very different from the inside.<br />
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After I was on board, I found that our hiring and recruiting proclivities diverged wildly. Whenever we had a senior-level vacancy, he looked for someone who had the best resume, worked at the most prestigious organizations, etc. My sense of it was that he was using the credentials as proxies:<br />
<ul>
<li>The credentials were a mark of competence - after all, if the candidate worked for Company X, he/she must be very good at what he/she does.</li>
<li>The candidate's stellar credentials would bring luster to our organization.</li>
</ul>
<div>
In other words, competence, or at least perceived competence, was the key, if not the only, factor.</div>
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I, on the other hand, preferred to hire people I knew or those who were referred to me by those people whom I knew. Of course competence and skills were important, just not solely important. I developed the philosophy, therefore, that I would prefer someone who had, in general, the skill set I was seeking, even with gaps. My familiarity with them provided me sufficient comfort that hiring them was the right choice: I was comfortable that they would do their best, despite the gaps, or that they would make the effort to close the gaps in their knowledge.<br />
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As usual, I concluded that I had come to this brilliant conclusion entirely on my own. And, as usual, it turns out that someone smarter than I had thought this through and taken my meager intellectual efforts to an entirely greater level. If nothing else, however, I might as learn from each such experience and benefit from someone else's feverish mind contemplating the same issue.<br />
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<a href="http://www.businessinsider.com/harvard-psychologist-amy-cuddy-how-people-judge-you-2016-1?utm_content=bufferac7c6&utm_medium=social&utm_source=linkedin.com&utm_campaign=buffer" target="_blank">This article from Business Insider</a>, citing the book <b><a href="http://amycuddy.com/presence/" target="_blank">Presence</a></b> by <a href="http://amycuddy.com/" target="_blank">Harvard professor Amy Cuddy</a>, encapsulates the question with which I had been wrestling and shines a light on the question:<br />
<h1 style="text-align: center;">
<span style="font-size: small;"><a href="http://www.businessinsider.com/harvard-psychologist-amy-cuddy-how-people-judge-you-2016-1?utm_content=bufferac7c6&utm_medium=social&utm_source=linkedin.com&utm_campaign=buffer" target="_blank">A Harvard psychologist says people judge you based on 2 criteria when they first meet you</a></span></h1>
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<a href="https://static5.businessinsider.com/image/5644bfa0112314ae008b4858-1647-2560/presence.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="presence" border="0" data-mce-source="Amazon" height="320" src="https://static5.businessinsider.com/image/5644bfa0112314ae008b4858-1647-2560/presence.jpg" width="205" /></a></div>
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Professor Cuddy posits that the two criteria are Trust and Competence. She argues that most people assume that Competence is more important, but that Trust must be established first.</div>
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<div style="text-align: center;">
<img alt="amy cuddy" data-mce-caption="Harvard social psychologist Amy Cuddy speaks at Cosmopolitan Magazine's 2014 Fun Fearless Life Conference." data-mce-source="Craig Barritt/Getty" height="240" src="https://static4.businessinsider.com/image/56992afee6183e1c008b9c18-1151-864/amy%20cuddy.jpg" style="text-align: center;" width="320" /></div>
<div style="text-align: center;">
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<div style="text-align: left;">
The question is particularly interesting when we consider that we are often on either side of the trust/competence question. If we are doing the hiring, we are looking for trust before we get to the question of competence, at least according to Professor Cuddy as cited in the article.</div>
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If, however, we are looking to be hired, we try to establish our competence in our interview, perhaps neglecting the need to establish trust first.</div>
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In other words, depending on which side of the conversation we are on, we may behave in a way that we would find unacceptable if we were on the other side - the interviewer wants to trust the interviewee, who is however concerned about establishing his/her competence! Talk about not being self-aware!</div>
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This is an interesting lesson because it applies to so much in life. While the prior episodes from my career that triggered this thought process were about hiring, it really applies to sales, dating and virtually any human endeavor involving more than one person - establish rapport/relationship/connection first, the rest will follow. </div>
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Do you trust me on this ?</div>
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Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-91851187102666487182015-08-12T07:42:00.003-04:002015-08-12T07:42:42.151-04:00Mobile Video Advertising Expected to Grow >3x Desktop Video AdvertisingOver the next five years - 2015-2020!<br />
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<div style="text-align: center;">
<img alt="DigitalVideoAdvertisingRevenueGrowth(US)" border="0" src="http://static4.businessinsider.com/image/5548ca8069bedd2076f3a0b4-400-/digitalvideoadvertisingrevenuegrowthus.png" style="float: right;" width="400" /></div>
Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-88498139931266074542013-10-09T13:03:00.001-04:002013-10-09T13:03:20.953-04:00<h1 class="null" style="text-align: center;">
<span style="font-family: georgia,times,times new roman,serif;">Is Privacy Dead ?</span></h1>
<h1 class="null">
<img align="none" data-cke-saved-src="https://d2q0qd5iz04n9u.cloudfront.net/_ssl/proxy.php/http/gallery.mailchimp.com/5fe1f364d945c490b0d7265b6/images/knight_small.gif" height="78" src="https://d2q0qd5iz04n9u.cloudfront.net/_ssl/proxy.php/http/gallery.mailchimp.com/5fe1f364d945c490b0d7265b6/images/knight_small.gif" style="height: 78px; width: 85px;" width="85" /></h1>
<span style="font-size: 18px;"><br /><strong><u>Introduction</u></strong>:
The day's topic was a provocative question that, in turn, generated
more, equally provocative questions: How much privacy? For whom? From
whom? And, as host Gordon Platt of Gotham Media put it, in kicking off
the September 26 event: Does it matter?</span><br /><br /><img alt="Gotham Logo" data-cke-saved-src="http://ih.constantcontact.com/fs128/1102176387525/img/46.png" height="17" src="http://ih.constantcontact.com/fs128/1102176387525/img/46.png" width="160" /> <img data-cke-saved-src="http://www.fkks.com/img/frankfurt_logo.gif" src="http://www.fkks.com/img/frankfurt_logo.gif" /><br /><br /><span style="font-size: 18px;">Moderator
Greg Boyd, partner at Frankfurt Kurnit Klein & Selz, introduced
additional complications: the depth and breadth of the topic,
exacerbated by rapid changes driven by societal values and technology
and legal and regulatory differences in jurisdictions that have to work
better and work better together.</span><br /><br /><span style="font-size: 18px;"><u><strong>Privacy (or lack thereof): Benefits vs. Costs</strong></u><br /><br />There
was a divide among the panelists between (a) those businesses reliant
on greater freedom of action who decried a lack of understanding by the
public/government/media and (b) those more cautious about the shifting
landscape - the media and operating companies.</span><br /><br /><img data-cke-saved-src="http://sr.photos2.fotosearch.com/bthumb/IMZ/IMZ004/pgi0256.jpg" src="http://sr.photos2.fotosearch.com/bthumb/IMZ/IMZ004/pgi0256.jpg" style="float: right;" /><br /><span style="font-size: 18px;">Emily
Steel, the U.S. media and marketing correspondent for the Financial
Times, discussed her beat, which includes data and privacy, and served
as the media representative, bearing the criticism of the marketers and
defending the venerable fourth estate.<br /><br />John Montgomery, the CEO
of Group M Interaction, a media investment company, argued that
consumers benefit by providing their information to advertisers and
marketers. He pointed out that the business is built on data and cited
Internet guru <a data-cke-saved-href="http://en.wikipedia.org/wiki/Vint_Cerf" href="http://en.wikipedia.org/wiki/Vint_Cerf" target="_self">Vint Cerf</a>
to the effect that there is no privacy. Furthermore, nothing on the
Web goes away or is unnoticed. He argued that his industry has done
badly re: educating consumers and society. A major theme is that
regulation is not the answer, unless we want to shut the Internet down.<br /><br />Similarly,
Kevin Lee, the CEO of Didit, a search engine and digital marketing
agency, made a distinction between privacy issues and anonymous tracking
of online users, a distinction he felt was not understood by Washington
and the news media.<br /><br />Ellie Boragine, the advertising and
commercial counsel at JetBlue Airways, represented a company
inadvertently caught in the privacy wars. As she put it, privacy issues
had not previously been considered part of the airline business.
Privacy had become a big issue lately as part of their marketing and PR
efforts, especially as the interests of their passengers collided with
those of national security - who is traveling where, when, and paying
for it how?<br /><br /><strong><u>Self-Regulation or Benign Regulation from Uncle Sam ?</u></strong></span><br /><br /><br /><img data-cke-saved-src="http://wac.450f.edgecastcdn.net/80450F/k945.com/files/2013/06/overly-attached-uncle-sam-2.png" height="322" src="http://wac.450f.edgecastcdn.net/80450F/k945.com/files/2013/06/overly-attached-uncle-sam-2.png" width="583" /><br /><br /><span style="font-size: 18px;">Montgomery
argued on behalf of marketers that privacy should be self-regulated,
not regulated, in order to keep the benefits to consumers and
advertisers. After all, 99% of the web is free, supported by
advertising, which in turn depends on information about consumers,
supplied voluntarily or otherwise. To provide an idea of the value at
stake, he offered an MIT study - an opt-in campaign is 65% less
effective, and if mandatory, would cost the ad/marketing industry $30
billion. Contrasting regulation with the needs of marketers, he argued
that things move slowly in Washington but quickly in this industry.
Making things even worse, he contended, regulators don't understand this
space.<br /><br />Steel pointed out that, understanding or not, regulators
are moving ahead. There are at least three Federal investigations, led
by the Federal Trade Commission, Senator Jay Rockefeller, and the
Government Accounting Office. As an example of how quickly the
landscape changes, since Senator Rockefeller began his investigation in
October 2012, mobile traffic has doubled.<br /><br />A major issue discussed
was that of profiling consumers, which could be discriminatory. It was
pointed out that Europe is more sensitive to privacy, partly due to
historical abuses by governments, but concern certainly seems to be
growing in the U.S.</span><br /><br /><img data-cke-saved-src="http://upload.wikimedia.org/wikipedia/commons/thumb/d/d2/PRISM_logo_%28PNG%29.png/200px-PRISM_logo_%28PNG%29.png" src="http://upload.wikimedia.org/wikipedia/commons/thumb/d/d2/PRISM_logo_%28PNG%29.png/200px-PRISM_logo_%28PNG%29.png" /><span style="font-size: 18px;">Montgomery
admitted that the NSA's PRISM program hasn't helped his cause as many
issues relating to privacy are being tarred with the same government
surveillance brush. He of course viewed his activities as benign: he
just puts a cookie on users' browsers to track them and serve them
relevant ads. He argued that a cookie does not constitute the dreaded
Personally Identifiable Information, since that is not his business
model. Therefore, people are unjustly concerned more about possible
negative ramifications of his information collection instead of
appreciating the wonderful benefits of the online ad business.<br /><br />He also argued that much of the concern was created by the news media, which likes a good fight. </span><span style="font-size: 18px;">Because
the news media is not covering the value side - a free ad-supported
Internet - but only the bad side of privacy issues, it is creating a
backlash</span><span style="font-size: 18px;"> among the public.</span><br /><br /><br /><img data-cke-saved-src="https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcSIvWje_yr59Q-0rIcK3bqdAiv_SiwKhedhz3i3VIx6Z2-bsPb7Jw" src="https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcSIvWje_yr59Q-0rIcK3bqdAiv_SiwKhedhz3i3VIx6Z2-bsPb7Jw" style="float: right;" /><br /><span style="font-size: 18px;">Kevin Lee </span><span style="font-size: 18px;">agreed that the news media likes to cover a fight. He also argued for a distinction between</span><span style="font-size: 18px;">
truly personal information vs. what consumers perceive as personal. He
did concede that not all proposed guidelines were unreasonable, perhaps
such as ones that cover disclosure and consumer control of
information. Furthermore, he admitted that even members of the tech
community can have difficulty comprehending nuances in the overlapping
areas of technology, consumer preferences and government regulation in a
constantly-changing environment.<br /><br />As an example, Ellie Boragine
listed how privacy concerns have created additional regulatory
obligations for airlines such as JetBlue. For example, national
security requires the airlines to disclose passenger information. At
the same time, however, while that passenger information is valuable to
advertisers, it has not been disclosed to potential advertising
partners. Of course, while the airline attempts to explain this
distinction to its consumers, the audience may or may not understand
such nuances.<br /><br /><strong><u>It's All the Fault of the News Media:</u></strong><br /><br />Moderator Boyd returned to the issue of the press's role in covering these questions.<br /><br />Steel argued that j</span><span style="font-size: 18px;">ournalists need to explore and explain. As she put it, the online </span><span style="font-size: 18px;">ad
industry "operates in the shadows." Before the press took a closer
look, nobody knew how much tracking was going on or how many companies
were receiving the information.</span><br /><br /><img data-cke-saved-src="https://encrypted-tbn2.gstatic.com/images?q=tbn:ANd9GcRoyGWM77cHjNJjUChjMAaPhQSGVitzt-cUBWKNwz57fhIw3OH0OQ" src="https://encrypted-tbn2.gstatic.com/images?q=tbn:ANd9GcRoyGWM77cHjNJjUChjMAaPhQSGVitzt-cUBWKNwz57fhIw3OH0OQ" /><span style="font-size: 18px;"> Furthermore, someone needs to safeguard the industry's self-regulatory actions. Acxiom, </span><span style="font-size: 18px;">which
is supposedly revealing what they know about consumers, actually failed
to disclose lots of information, including the calculations and
conclusions being made about people. Also, Capital One uses data to
present different offers to different classes of consumers. When does
making distinctions among consumers become illegal discrimination?<br /><br />Montgomery
argued that today's issues are nothing new: marketers have always been
profiling, but of course that they should be called out if they are
discriminating.<br /><br /><u><strong>Is It All the Responsibility of the Consumers ?</strong></u><br /><br />If
people do understand the trade off between benefits and costs of online
privacy, as Emily Steel argued, then, with sufficient transparency,
consumers can make their own decisions. </span><br /><br /><span style="font-size: 18px;"><span style="font-size: 14px;"><img align="none" data-cke-saved-src="https://gallery.mailchimp.com/5fe1f364d945c490b0d7265b6/images/tightropeadf659.jpg" height="320" src="https://gallery.mailchimp.com/5fe1f364d945c490b0d7265b6/images/tightropeadf659.jpg" style="float: right; height: 320px; width: 313px;" width="313" /></span></span><span style="font-size: 18px;">Montgomery questioned the concept </span><span style="font-size: 18px;">of
"harm," beyond one Senator's characterization of the invasion of online
privacy as "creepy." Since AdChoices provides consumer information in
every behavioral ad, then have they provided the twin Holy Grails of
transparency and choice?</span><br /><br /><span style="font-size: 18px;">As
somewhat of a counter-point, Kevin Lee argued that people don't read
privacy policies. But does that mean that people don't care or that
they should be protected from themselves?</span><br /><br /><br /><span style="font-size: 18px;"><u><strong>Summary:</strong></u></span><br /><br /><span style="font-size: 18px;">As
Boyd pointed out at the beginning of the session, the topic of online
privacy is complicated, frustrating and wide-ranging. The question - Is
Privacy Dead? - was never really answered. In such a brief session,
it's unclear what is the definition of privacy itself! Of course, that
is not going to keep this topic from being a critical and loudly-argued
one for quite a long time to come.</span>Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-36822533897041161762013-06-27T13:21:00.000-04:002013-06-27T13:21:15.214-04:00Bits, Bytes, and Bombs: The Uncertain Law of Cyber-Warfare<div class="MsoNormal">
<span style="font-size: 16pt;">Professor Matthew Waxman, Faculty
Chair, Roger Hertog Program on Law and National Security</span></div>
<div class="MsoNormal">
<st1:place style="font-size: 21px;" w:st="on"><st1:placename w:st="on">Columbia</st1:placename> <st1:placename w:st="on">Law</st1:placename> <st1:placetype w:st="on">School</st1:placetype></st1:place><span style="font-size: 21px;"> Alumni Breakfast, </span><span style="font-size: 16.0pt;">May 22, 2013<br />
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<span style="font-size: 16.0pt;"><br />
Last month, Professor Matthew Waxman of <st1:place w:st="on"><st1:placename w:st="on">Columbia</st1:placename> <st1:placename w:st="on">Law</st1:placename>
<st1:placetype w:st="on">School</st1:placetype></st1:place> spoke about cyber-security
to a gathering of law school alumni. The
topic certainly seemed to be of interest to alums – the session hosted by
Kirkland & Ellis attracted over 50 attendees – and Professor Waxman noted
that cyber-security was the legal topic that generates the most interest at <st1:place w:st="on"><st1:placename w:st="on">Columbia</st1:placename> <st1:placename w:st="on">Law</st1:placename> <st1:placetype w:st="on">School</st1:placetype></st1:place>.<br />
<br />
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<st1:place w:st="on"><span style="font-size: 16.0pt;">I.</span></st1:place><span style="font-size: 16.0pt;"> Is Cyber-security a threat?<br />
<!--[if !supportLineBreakNewLine]--><br />
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<div class="MsoNormal">
<span style="font-size: 16.0pt;">Professor Waxman was quite
unequivocal on this point: cyber-security is the number 1 threat to US. Of course, “cyber-security” is a broad term,
which he defined as broadly including four different types of threats:<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16.0pt;"><br />
- malicious hacking, often done for fun without broader motives<br />
- cybercrime<br />
- espionage – for political or corporate reasons<br />
- cyber attacks – which would essentially be cyber-warfare, with the intention
of crippling our ability to respond to an enemy via attacks on our
infrastructure, financial systems, etc.<br />
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<div class="MsoNormal">
<span style="font-size: 16.0pt;">There is something of a vocabulary
problem - what is a cyberattack, especially in something other than a
country-to-country context? Professor
Waxman argues that unless it is a massive effort, such as a Distributed Denial
of Services (DDOS) meant to cripple or take down a company or institution, such
activity does not really constitute a cyberattack.<br />
<br />
For example, is spam disruptive or criminal? In this situation at least, the solution
likely not to be legal, but based in the private sector, e.g., email providers
have algorithms to filter out spam, and those algorithms are always being improved.<br />
<br />
Professor Waxman felt that, while there are often warnings in the news media
from the government and other commentators about a large-scale cyber-warfare
assault, he feels that a massive attack – what is often termed a “cyber <st1:place w:st="on">Pearl Harbor</st1:place>” – is unlikely in near term. The real threat to the <st1:place w:st="on"><st1:country-region w:st="on">U.S.</st1:country-region></st1:place> is instead “death from a
thousand cuts” – small-scale attacks, thefts, intrusions, etc. that can create
a tremendous amount of cumulative damage. These sorts of attacks have apparently been
going on for quite a while, but the extent of their damage is not known,
perhaps because not all victims are aware that they have been infiltrated or
damaged and because victims who are aware – whether private-sector or
governmental – are reluctant to discuss such matters.<br />
<br />
One additional point that Professor Waxman raised about cyber-warfare – the <st1:country-region w:st="on"><st1:place w:st="on">U.S.</st1:place></st1:country-region> is conducting
a lot of cyber attacks – the federal government is just not talking about it. Referring to his experience as part of the
national security establishment at the Departments of State and Defense and the
National Security Council, he said that the highest levels of secrecy and
confidentiality were found regarding the offensive cyber capabilities of the <st1:country-region w:st="on"><st1:place w:st="on">U.S.</st1:place></st1:country-region><br />
<br />
<br />
II. Domestic law<br />
<br />
This is a critical but not well-defined area in cybersecurity. Since the <st1:country-region w:st="on"><st1:place w:st="on">U.S.</st1:place></st1:country-region> is a global technology leader,
it is dependent on its digital infrastructure for the workings of its
governments, private enterprise, and the society in general. Furthermore, the <st1:place w:st="on"><st1:country-region w:st="on">U.S.</st1:country-region></st1:place> in general is dependent on
private players to supply, maintain and improve the critical elements of our
technology infrastructure – phones, Internet, etc. – with 85% of digital
infrastructure being in private hands.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-size: 16.0pt;">He argues that we could strengthen
our technology infrastructure by encouraging the private sector to provide
higher security standards and to share more information between and among
private and government players. In
addition, the government could play stronger role in private sector
cyber-security, but this of course would be controversial. He cited the NSA are being the most capable
government agency in this arena – of course, this discussion from Professor
Waxman was before the Snowden leak controversy. It’s difficult to say whether this scandal
demonstrates the heightened need for private-government cooperation in
cybersecurity or the potential pitfalls of such cooperation.<br />
<br />
In any case, Professor Waxman cited several counter-pressures that existed
pre-Snowden that argued against increased private-government cooperation. For one thing, the technology industry is reluctant
for the government to do anything to stifle innovation, and we do have a
general national interest in promoting innovation. There is a general concern among the public about
regulation, and the various scandals since Professor Waxman’s talk have only
heightened the public’s sensitivity to regulations. These scandals have also exacerbated Professor
Waxman’s third roadblock: civil liberties concern of increased government involvement
in private-sector cybersecurity.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-size: 16.0pt;">As a result, he feels that information
sharing has been “patchy.” Sharing with the
government raises concerns about liability and privacy. Sharing among companies is also problematic
since they are often dealing with competitors. Furthermore, the interests among companies and
government are not necessarily aligned – sharing with the <st1:country-region w:st="on"><st1:place w:st="on">U.S.</st1:place></st1:country-region> government
may discourage other countries from doing business with those companies.<br />
.<br />
One additional item impeding increased governmental action in this area not
mentioned by Professor Waxman is that the technology industry is not a monolith
with a single set of objectives and interests. Often, there are competing sets of interests
that pit industry sectors against each other. For example, the heated disputes of the Stop
Online Piracy Act and the issue of Net Neutrality demonstrate that government
actions on behalf of one group of industry participants are often viewed as
harmful by another group.<br />
<br />
As a result, Professor Waxman does not expect any radical federal reform in
this area any time soon.<br />
<br />
<br />
III. Is international law therefore a solution?<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16.0pt;">Professor Waxman does not
expect radical reform, e.g., a cybersecurity treaty, in the international area either. As with obstacles to domestic law reform, the
major states don't have aligned interests. As he put it, half the world wants an open
Internet, and half wants to control the Internet – primarily <st1:country-region w:st="on">Russia</st1:country-region> and <st1:country-region w:st="on"><st1:place w:st="on">China</st1:place></st1:country-region>.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-size: 16.0pt;">Therefore, we are more likely
to see attempts at "translation" of existing international law
applied to the new technology, which of course had not been contemplated at the
time of the formulation of international rules of behaviors. For example, while there is well-established
international law on use of military force, there is not such a body of law on
cyber attacks. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-size: 16.0pt;">Therefore, when is a
cyberattack a military attack? One point
of view is that the answer is Never, since existing law talks about bombs and
bullets, not bits. Professor Waxman disagrees
with that view, and prefers to look at the effect of a cyberattack, e.g., the use
of a cyber attack to bring down airplanes or to cause a power plant to explode.
In other words, to create damage that is
the equivalent of that which could be done by a traditional, physical, military
attack.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-size: 16.0pt;">This can be helpful in some
situations, but not all. What if a cyber
attack were to cause something bad, but nothing blows up – i.e., it is not the
direct equivalent of a traditional military attack? For example, what if someone directly causes a
10% decline in stock market?<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16.0pt;"><br />
There are additional problems related to trying to equate cyber and military attacks,
such as attribution in a provable way. While
this can certainly be the case in a physical attack – e.g., who actually
planted that bomb? – the ephemeral nature of cyberspace likely compounds the
problem of reliably proving the source of an attack – just as China denies such
activities while the U.S. has pinpointed a single office building in China as
housing the Chinese Army unit responsible for such activities.<br />
<br />
Despite those denials, Professor Waxman cites Chinese attacks as creating the biggest
threat of cumulating low-level intrusions cited above. He argues that biggest current threat from <st1:country-region w:st="on"><st1:place w:st="on">China</st1:place></st1:country-region> is theft of
data relating to financial, technology, government secrets. They are, however, also looking for potential
vulnerabilities in our infrastructure that could be exploited at some point in
the future.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16.0pt;"><br />
The <st1:country-region w:st="on"><st1:place w:st="on">U.S.</st1:place></st1:country-region>
response to date has been so-called “naming and shaming,” which he does not
think it's a good solution. The most
hopeful comment he made on this topic was that <st1:country-region w:st="on">China</st1:country-region>
is not likely to attack the <st1:country-region w:st="on">U.S.</st1:country-region>
in a massive way since they own so much <st1:country-region w:st="on"><st1:place w:st="on">US</st1:place></st1:country-region> debt. Depending on economic considerations to outweigh
Chinese political and military interests does not seem to be a long-term
solution.<br />
<br />
The other irony in seeking clarity, as mentioned earlier, is that the <st1:country-region w:st="on"><st1:place w:st="on">U.S.</st1:place></st1:country-region> is quite
powerful in this area. It may have been
the first to cross the line and have committed the potential act of war with
the Stuxnet virus, which allegedly infiltrated the control system for <st1:country-region w:st="on"><st1:place w:st="on">Iran</st1:place></st1:country-region>’s nuclear
reprocessing facility and caused centrifuges to blow up. If someone did that to us, we would probably
view it as a act of war, justifying the use of military force in self-defense.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-size: 16.0pt;">As a result, it is probably
in the interest of many companies, including the <st1:country-region w:st="on"><st1:place w:st="on">U.S.</st1:place></st1:country-region>, to not call attention the
Stuxnet incident. General reaction from
rest of international community has been, as he puts it, "anxious
hand-wringing." Most countries probably
prefer the Stuxnet incident as a preferred alternative to either an Iranian nuclear
bomb or a direct attack by the <st1:country-region w:st="on">U.S.</st1:country-region>
or <st1:country-region w:st="on"><st1:place w:st="on">Israel</st1:place></st1:country-region>
on Iranian nuclear facilities.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-size: 16.0pt;">Stuxnet does, however, open a
Pandora's Box for the future. For
starters, we don't know what other countries are capable of. There have been official denials from <st1:country-region w:st="on">U.S.</st1:country-region> and <st1:country-region w:st="on">Israel</st1:country-region>,
and a low-key response from <st1:place w:st="on"><st1:country-region w:st="on">Iran</st1:country-region></st1:place>. Presumably, <st1:country-region w:st="on"><st1:place w:st="on">Iran</st1:place></st1:country-region> is embarrassed about its
vulnerability, but it does not want to make problem worse by providing
information about what was or was not done, how it was detected, etc.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16.0pt;"><br />
Professor Waxman cited a pattern of weapons development and usage in military
history. First, international players
try banning the weapon, but that generally doesn't work. Then, everyone tries to find out how it will
change warfare – but of course, forecasts usually vary widely and generally
miss the mark.<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16.0pt;">The recent NSA scandal also
hints at the extent of <st1:place w:st="on"><st1:country-region w:st="on">U.S.</st1:country-region></st1:place>
cyber capabilities. Further, to the
extent that the federal government’s defense of its activities is that it did
not spy on <st1:place w:st="on"><st1:country-region w:st="on">U.S.</st1:country-region></st1:place>
citizens, only foreign ones, that is unlikely to make other governments very
comfortable.<br />
<br />
<br />
IV. Private sector remedies<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16.0pt;"><br />
If you are being hacked, what are your rights? Can you hack back? What about in
self-defense? Professor Waxman noted numerous questions in the current law as
to where to draw the lines. He felt that the private sector is drawing the
conclusion that government can't provide security in the private sphere the way
it can in the public sphere, e.g., with police on the beat, courts, armies and
other law enforcement and defense infrastructure.<br />
<br />
There may be areas, such as cybersecurity compliance, where incremental
progress can be made on topics where there is general agreement. For example, requiring disclosures of data
breaches, and instituting liability for the misuse of stolen data. Fear of liability, especially for exposing
security breaches, have held back progress in this area even where the general
public could benefit. For example, increased
information sharing would strengthen the system overall, even though there are
disincentives to sharing individual experiences. This could potentially be addressed through legislation
to incentivize information sharing, and possibly even provide safe harbor for
liability from such episodes <br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16.0pt;">Unfortunately, it will be
difficult for the law keep up in an area of rapid technological change. Changes in law usually take time, and well-funded
competing interests make sweeping solutions difficult. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
<span style="font-size: 16.0pt;">With regard to self-help in
the meantime, Professor Waxman admitted that he assumes his personal computers
have been hacked and hijacked.<o:p></o:p></span></div>
Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-90466543838734790922013-05-17T11:19:00.000-04:002013-05-17T11:19:49.677-04:00Gotham Media: “Content and Commerce – Media Online”<br />
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;">Gotham Media had another of its great Digital Breakfast
seminars on April 17. This one was: “Content
and Commerce – Media Online” – certainly topics that keep a lot of people
occupied these days.<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;">This was the official description of the event:<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;"><br /></span></div>
<span style="font-size: 16.0pt;">“Online media remains a business without a
universal business model. Various models - subscriptions, display ads, product
placement, pre-rolls - have worked well for some but not for others. Many media
outlets are now trying to incorporate advertisers directly into their editorial
stream - turning advertisers into content producers. This so-called native
advertising or content marketing is further blurring the lines between content
and commerce. The results have sometimes caused confusion among publishers and
consumers alike. This panel of content and advertising experts will examine the
resulting tension between paid and editorial content.” <o:p></o:p></span><br />
<br />
<span style="font-size: 16.0pt;">The panelists were:<o:p></o:p></span><br />
<span style="font-size: 16.0pt;"><br /></span>
<strong><span style="font-size: 16.0pt;">Rick Kurnit</span></strong><span style="font-size: 16.0pt;"> (Moderator/<b>RK</b>)
- Frankfurt Kurnit Klein & Selz<o:p></o:p></span><br />
<span style="font-size: 16.0pt;"><br /></span>
<strong><span style="font-size: 16.0pt;">Glenn Hall (GH)</span></strong><span style="font-size: 16.0pt;"> - Managing Editor, TheBlaze.com; Fmr. SVP and
Editor-in-Chief, TheStreet.com; Fmr. Chief Innovation Officer, The Orange
County Register; Fmr. Managing Editor (Washington) Bloomberg News<o:p></o:p></span><br />
<span style="font-size: 16.0pt;"><br /></span>
<strong><span style="font-size: 16.0pt;">Eason Jordan (EJ)</span></strong><span style="font-size: 16.0pt;"> - General Manager, NowThisNews; Fmr. Exec in Charge
of Newsgathering, CNN <o:p></o:p></span><br />
<span style="font-size: 16.0pt;"><br /></span>
<strong><span style="font-size: 16.0pt;">Robert Rasmussen (RR) </span></strong><span style="font-size: 16.0pt;">- Chief Creative Officer, Story Worldwide<o:p></o:p></span><br />
<span style="font-size: 16.0pt;"><br /></span>
<strong><span style="font-size: 16.0pt;">Rebecca Sanhueza (RS)</span></strong><span style="font-size: 16.0pt;"> - Vice President & Deputy General Counsel,
Director of Business Affairs, TV and Video at Time Inc. <o:p></o:p></span><br />
<span style="font-size: 16.0pt;"><br /></span>
<span style="font-size: 16.0pt;"><br /></span>
<div class="MsoNormal">
<b><u><span style="font-size: 16pt; line-height: 115%;">Rick
Kurnit (RK)</span></u></b><span style="font-size: 16pt; line-height: 115%;"> started the discussion about the blurring of
content and commerce among media companies online by pointing that traditional
publishers have been entering the world of advertising, seemingly quite
successfully. The evidence is that the 19th
largest ad agency in 2012 was Meredith, with the 20<sup>th</sup> place being taken
by Conde Nast.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;">The questions he posed to the panel, based on this and
similar changes in the business, were:<br />
<br />
1. What's next in the movement to finance content through brand support?<br />
2. Response to Andrew Sullivan, launched a subscription-only website, being
aghast at brands sponsoring stories?<br />
3. Will major content creators survive? If so, what will be the role of advertisers? Will it be based on original content or
content aggregation?<br />
<br />
<b><u>Glenn Hall (GH)</u></b> pointed out
that the original business model of media depended on scarcity, generated by monopolies
and exclusivity. Now there is an abundance
and ubiquity of media.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;">Looking at the basics of the business from the perspective
of the media companies: <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;"><br /></span></div>
<div class="ListParagraphCxSpFirst" style="mso-list: l2 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-size: 16pt; line-height: 115%;">What
are we selling - content or advertising?<o:p></o:p></span></div>
<div class="ListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-size: 16pt; line-height: 115%;">Niche
markets could work for publishers at small scale<o:p></o:p></span></div>
<div class="ListParagraphCxSpLast" style="mso-list: l2 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-size: 16pt; line-height: 115%;">Could
media companies re-create exclusivity via <u>pay walls</u> - can the economics support
all of the operations of a publisher, especially, if, for example, smaller advertisers
may not be interested<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;">From the perspective of the advertisers, they may perceive
that advertising is not creating as much value in content, especially in
addressing their priorities:<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;"><br /></span></div>
<div class="ListParagraphCxSpFirst" style="margin-left: .75in; mso-add-space: auto; mso-list: l1 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-size: 16pt; line-height: 115%;">They want
to get their message out<o:p></o:p></span></div>
<div class="ListParagraphCxSpLast" style="margin-left: .75in; mso-add-space: auto; mso-list: l1 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-size: 16pt; line-height: 115%;">They
are looking for scale<o:p></o:p></span></div>
<div class="ListParagraphCxSpLast" style="margin-left: .75in; mso-add-space: auto; mso-list: l1 level1 lfo2; text-indent: -.25in;">
<span style="font-size: 16pt; line-height: 115%;"><br /></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;">One approach that many publishers and advertisers are taking
lately is <u>sponsored content</u>, about which Glenn said: <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;"><br /></span></div>
<div class="ListParagraphCxSpFirst" style="margin-left: .75in; mso-add-space: auto; mso-list: l1 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-size: 16pt; line-height: 115%;">It’s
not new – ads have always subsidized content<o:p></o:p></span></div>
<div class="ListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l1 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-size: 16pt; line-height: 115%;">Question
is still open as to how to create value for both advertisers and consumers<o:p></o:p></span></div>
<div class="ListParagraphCxSpLast" style="margin-left: .75in; mso-add-space: auto; mso-list: l1 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-size: 16pt; line-height: 115%;">Publishers
are trying to match content with advertising as they were doing anyway with
advertisers – their gun control article’s sponsorship link was clicked more
than the sponsor’s brand messages<o:p></o:p></span></div>
<div class="ListParagraphCxSpLast" style="margin-left: .75in; mso-add-space: auto; mso-list: l1 level1 lfo2; text-indent: -.25in;">
<span style="font-size: 16pt; line-height: 115%;"><br /></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;">Regardless of the approach, it’s important to have
transparency<br />
<br />
<br />
<b><u>Eason Jordan (EJ)</u>:<o:p></o:p></b></span></div>
<div class="MsoNormal">
<b><span style="font-size: 16pt; line-height: 115%;"><br />
</span></b><span style="font-size: 16pt; line-height: 115%;">NowThisNews.com
is positioned as the video news destination for the social mobile generation. In contrast, the average viewer on CNN is 63
years old.<br />
<br />
The business model is primarily syndication and ad revenue. There is, however, no preroll ads because the
consumer experience comes first, and preroll violates that approach. His feeling: you can't force feed consumers
advertising.<br />
<br />
Re: the question about Andrew Sullivan, EJ felt that Andrew Sullivan is not
against sponsored content entirely, but feels that it has to be appropriately
flagged.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;"><br /></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;">By the same token, he felt that the recent Atlantic piece
(advertorial?) about Scientology was not appropriate for that media brand.<br />
<br />
He is also looking to his audience as the final arbiter and distributor of his content. Regarding social advertising – If the content
is not worth sharing, then it shouldn't be shown to the NowThisNews audience in
the first place.<br />
<br />
<br />
<strong>Robert Rasmussen (RR)</strong><strong><span style="font-weight: normal; mso-bidi-font-weight: bold;"> took a marketer’s approach to the question of
content, commerce and brands. He felt
that </span></strong>Nike provided inspirational content to differentiate
products. The result was a two-way
relationship between the brands and consumers: "Brands do something for
consumers and consumers do something for brands"<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;">With regard to news and media, he felt that consumers today
want to be their own curators of news, rather than depending on media
companies, as they have in the past. At
the same time, brands want to create content but they don't necessarily have the legitimacy.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;">In addition, to create content, brands also need a point of
view. Brand stories have to be consistent
with the value that they provide to consumers, including actions they take
outside of the content they provide, as well as providing content.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;">He thinks that is makes sense for entertainment properties
(presumably, movies, television shows, etc.) to merge with advertising, in
addition to – or perhaps instead of – news brands. He does not, however, think that such a
merger is likely to happen, due to his view that entertainment doesn't respect
advertising<br />
<br />
<br />
<b><u>Scott Kurnit (SK)</u></b> feels that
everyone wants to obfuscate the line between content and advertising. Regardless, the effort by advertisers to view
advertising as content will backfire. He
expects that the backlash will be so severe that the effort will self-regulate
itself because people will shy away from it.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;"><br /></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;">He said that it should be clear that business now is
commerce – he is tapping a trend he called “crowd sourced social commerce”
through businesses such as Keep.com.
This approach is located in the middle of the demand funnel – that
interested consumers will share information with their friends. He views it as the new version of Home
Shopping Network for today – that the content is clearly commerce.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;"><br /></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;">He cited another ecommerce platform, Swizzle, through which
consumers can invite advertisers into their email. As he put it, Swizzle is: </span><span style="font-family: Symbol; font-size: 16pt; line-height: 115%; text-indent: -0.25in;"><span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><span style="font-size: 16pt; line-height: 115%; text-indent: -0.25in;">not
blending content and commerce, but </span><span style="font-family: Symbol; font-size: 16pt; line-height: 115%; text-indent: -0.25in;"><span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><span style="font-size: 16pt; line-height: 115%; text-indent: -0.25in;">probably
more importantly, not "trying to trick the consumer"</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<strong><u><span style="font-size: 16.0pt; line-height: 115%;">Rebecca
Sanhueza (RS)</span></u></strong><span style="font-size: 16pt; line-height: 115%;"> concluded the initial discussion by
reiterating key principles for publishers:<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;"><br /></span></div>
<div class="ListParagraphCxSpFirst" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-size: 16pt; line-height: 115%;">Transparency
is key<o:p></o:p></span></div>
<div class="ListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-size: 16pt; line-height: 115%;">Have to
avoid approaches that could be viewed an effort to obfuscate and blur lines<o:p></o:p></span></div>
<div class="ListParagraphCxSpLast" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-size: 16pt; line-height: 115%;">Publishers
have always served both advertisers and consumers, so the potential conflict
between their interests is nothing new<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;"><br /></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;">When the question was asked as to whether magazine
publishing in general, and Time Inc. in particular, would survive, Scott Kurnit
made the following points:<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;"><br /></span></div>
<div class="ListParagraphCxSpFirst" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-size: 16pt; line-height: 115%;">Time
Inc. won’t survive since it is not really serving advertisers and it cannot
otherwise support the cost of its content<o:p></o:p></span></div>
<div class="ListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-size: 16pt; line-height: 115%;">Ads
suck, by definition since annoyingly interruptive<o:p></o:p></span></div>
<div class="ListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-size: 16pt; line-height: 115%;">Magazine
publishers have not been able to make ads work on the web<o:p></o:p></span></div>
<div class="ListParagraphCxSpLast" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-size: 16pt; line-height: 115%;">Publishers
have therefore moved to gimmicks such as content marketing in order to trick
consumers<o:p></o:p></span></div>
<div class="ListParagraphCxSpLast" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
<span style="font-size: 16pt; line-height: 115%;"><br /></span></div>
<div class="MsoNormal">
<span style="font-size: 16pt; line-height: 115%;">RS countered that consumers want ads as part of the magazine,
so that part of the business, at least, seemed solid. She did concede, however, the Web and mobile experiences
might be different with regard to the advertising expectations.<br />
<br />
GH pointed out that media companies that Hall that have credibility with their
audiences can partner with advertisers.
For example, people who serve as the voice of the content can include
credible advertiser messages without necessarily sacrificing credibility, an
approach which is certain common on radio.<br />
<br />
RK pointed out that branded entertainment is a large business. For example, fashion advertising is generally
viewed as content – it tells consumers what's in style. Furthermore, brands can get credibility as a
trusted contented provider – the examples cited were Dove and Nike.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-size: 21px; line-height: 24px;">GH</span><span style="font-size: 16pt; line-height: 115%;"> agreed that trusted content providers can create
similar trust in the right brands for their audiences. He cited a story about the 2012 Aurora, CO,
shootings, in which an ex-Navy SEAL, in providing self-defense tips, suggested
carrying a high-luminosity flashlight to blind potential gunmen – certainly a
good match for brand and content.<a href="" name="_GoBack"></a><br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></span></div>
Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-22110289596830118242013-05-06T11:16:00.000-04:002013-05-06T11:16:10.709-04:00Augmented RealityJanuary 21, 2010<br />
<br />
<br />
My friend Bill Sobel, founder of Sobel Media, formerly known as NY: Media & Information Group, held his most recent event on Thursday, January 21, at the Samsung Experience in the Time Warner Center. The topic was Augmented Reality, which seems to have burst onto the scene as a consumer application.<br />
<br />
My notes are below, with the caveats that they are my best rendition of the discussion, with no claim to accuracy; much of the discussion has been paraphrased, rather than being a direct quote of the participants. I bring my own viewpoint and perspective to this discussion, which inevitably and inescapably influences my perception of the discussion. In other words, I am not contending that my write-up is “Fair & Balanced.”<br />
<br />
The session began with a presentation by one of the sponsors, Definition6, with whom Bill is also associated. Definition6 is an integrated integrated marketing firm with 17 years in that space. They just created Coca-Cola’s Happiness Machine viral video which has over 1 million views on YouTube and can be seen at http://www.youtube.com/watch?v=lqT_dPApj9U.<br />
<br />
The main topic of the session was Augmented Reality, which has burst onto the scene as a consumer application. The basic definition seems to be a combination of realtime digital media overlaid onto real reality.<br />
<br />
Esquire magazine created an AR application for its December 2009 issue. David Curcurcito (DC), Creative Director at Esquire, did a live demonstration in which the AR brought the AR magazine to life. Since it’s easier to understand by seeing rather than me trying to explain it in text, a demo can be viewed on YouTube at: http://www.youtube.com/watch?v=wp2z36kKn0s.<br />
<br />
Granger said that Esquire had been looking for new ways for readers to interact with the magazine. They consulted with Barbarian Group, who suggested AR. The application is triggered by holding the magazine cover, which displays a special code, up to a webcam. The reader can further control the AR interaction by tilting the magazine at different angles. For example, the main application involves the actor Robert Downey Jr. Other AR features brings the “Funny Joke from a Beautiful Girl” column to life. A further refinement is that she tells a racier joke after midnight.<br />
<br />
In seeking more than a novelty, Curcurcito pointed out that with AR, the editors can expand the number of images and other content since they are not limited by the number of physical pages. It also lets them provide added value. For example, a story about a jazz musician includes the ability to listen to their music while reading the story. <br />
<br />
Afterwards, Richard Carey, the moderator (Mod), introduced the rest of the panel: David Polinchock (DP), former Chief Experience Officer (CXO) at the Brand Experience Lab; Adam Broitman (AB), ringleader at Circ.us; and Doug Dimon (DD), Creative Director/Broadcast Design at Creative Bubble/NYC.<br />
<br />
DP said that he had started with virtual reality with online pioneer Jaron Lanier in 1991 - virtual reality being a totally immersive, digital experience vs. the digital/physical world connection of AR. He started the Brand Experience lab 6 years ago and saw his first AR demos about 5 years ago. He was very excited about the opportunity to create new levels of information and new functionality, such as building motion-capture into movie theaters so that the audiences could play a<br />
video game together.<br />
<br />
AB said that Circus is less than a year old and that he had come from Virtual Worlds. He viewed the mandate for Circus as innovation, and the firm had created projects for The 5 lives of Criss Angel, Cisco, Carl’s Jr. and others. He felt that many brands now want AR as part of their marketing repertoire.<br />
<br />
DD said that it was 10 or 11 years ago when he had his first experience with AR. It had started with on-field AR for the XFL. The now-defunct football league wanted to make the viewing experience more exciting by having players running through walls and explosions, and so on. The XFL was ten years too early.<br />
<br />
DD felt that a major issue for AR is how to make the digital/physical interface disappear so that you feel that you are part of the experience. <br />
<br />
Mod asked, so AR has been around for 10 years?<br />
<br />
DD: Not exactly. AR was not called that 10 years ago. It has now progressed to the point that when kids now see AR applications, it does not occur to them that it would not be part of the experience.<br />
<br />
Mod asked what’s the palette for AR?<br />
<br />
AB said that the term AR had been coined by Boeing in 1990. It had created a heads-up display (HUD) for fighter planes which had digital information overlaid in real-time on a windshield so that the pilot could get critical information without looking down at the dashboard. The basic definition of AR: live direct digital information delivered in a video stream, blending the virtual world and the real world<br />
<br />
DD phrased the question as: what are the executable possibilities now? Esquire took existing technology and created a new user experience for the magazine readers. The traditional use of AR is as an overlay of information through a viewing system. A new approach is to make the experience mobile via GPS functionality. Clearly, the definition not always crisp, partly because the technology and functionality of AR is dynamic, not static.<br />
<br />
Esquire certainly felt that AR would be a fun brand extension for the magazine and would create a “Wow” factor for the magazine. It was not seen, however, as a gimmick since it allowed the magazine to create more content and in more formats, such as video and 3-D animation<br />
<br />
DD pointed out that the U.S. Postal Service had a version of AR that was an early execution of the technology, but that it was not exciting - it allowed customers to align the size packaging boxes with the material they wanted to ship.<br />
<br />
Mod: why has it taken so long for AR to reach the public? Where is it going? Is it a gimmick?<br />
<br />
DP answered that the technology for AR is now catching up with the development of webcams and mobile phones. These allow developers to take AR away from being tethered to the desktop computer. He also felt that AR is viewed as a fad by the advertising industry. But he predicted that the world will develop into an AR world in everyday uses, including shopping at the grocery store, fixing your car, and in medical fields since technology now allows distance medicine through AR and robotics. The technology is here to stay.<br />
<br />
AB said, that in response to the question of why now?,. that the consumer explosion was due to an open-source tool kit for developers. Barriers to entry were brought down so that make it easy for digital agencies to create new applications. <br />
<br />
DD also felt that the technology has caught up with the vision. He said that Esquire’s application works because there was a downloadable file to get the experience. It also uses a simple execution to make sure that the technology works. Eventually, people will want to just use it on their phones, etc., probably without a download or other hurdles to easy use.<br />
<br />
Furthermore, Esquire had been concerned about the 5-minute download time on the PC. Also, the application had a number of bugs, and it took a lot of time to create the execution.<br />
<br />
Mod: will downloads be required><br />
<br />
DD said that many applications may just run over the web, including their AR-enhanced Xmas card.<br />
<br />
There are also limitations due to bandwidth, processor speed and other constraints, such as the quality of the webcam. <br />
<br />
Another question is that of customer engagement - the developer has to weigh how invested their customer base will be in the experience. For example, will the audience conform to the requirements necessary to make the application work properlyt? If the client is seeking a mass market audience, then they want the marker to be as simple as possible. Burger King’s marker was a dollar bill, after which the user’s face becomes marker and can be enhanced by a Burger King crown and other gimmicks. In such a case, the client would want the execution to be passive as possible.<br />
<br />
In another case with an unnamed client, the application requires a specific iPhone app, specific lighting, and many other instructions, all of which was within the comfort level of the client.<br />
<br />
DP pointed out that one issue is that of asking consumers to do lots of work in order to get an ad. People don’t want more ads. Unique content and new experiences, however, could be considered worthwhile.<br />
<br />
Mod.: what about mobile apps?<br />
<br />
AB felt that iPhone apps was inadequate and not user friendly. They are, however, paving the way for cool things. He asked rhetorically whether Yelp’s monocle was used more than once by anyone who downloaded it. The user experience was apparently interesting but not practical. At the same time, such applications do help the world adapt to engaging in that type of behavior.<br />
<br />
He pointed out that even Yelp is improving the experience for future iterations.<br />
<br />
DD thought that location-based applications could be useful, but that they are not critically dependent on AR. Generally people who downloaded them use them once or show people but that such applications are not really being used on a regular basis.<br />
<br />
He felt that part of the issue was the transparency of the interface. <br />
The more passive the experience, the more usable it is and the less odd you look using it. The example he cited was one that required holding an iPhone in front of the user in order to use the application - inconvenient and potentially embarrassing.<br />
<br />
For Esquire, the challenge was to create an interface that could provide an experience via the magazine that people can not simply download onto their computers.<br />
<br />
He felt that AR is a good match with print media because you need a marker if the application is not using GPS. Some consumer products companies are using their products as the markers.<br />
<br />
People want to feel that they are getting something special or something that they can not get some other way. He expects that we will see more executions in magazines.<br />
<br />
While Esquire advertisers have used AR, Esquire was first magazine to use AR as a content extension.<br />
<br />
Mod: what is the applicability for games.? Is the social network Foursquare a platform for AR?<br />
<br />
DP said that Foursquare could be in the future, but that it was not a use of AR yet. Through “socialization of place,” Foursquare tells users that certain people are at a location, but apparently does not allow users to contact them. <br />
<br />
He cited the example of a Kim Possible game created by Disney at EPCOT. His 8-year-old daughter signed up to be a Kim Possible helper. She received a cell phone that gave her instructions for solving a case. The cell phone allowed her to interact with location-based clues. <br />
<br />
DD pointed out that, as with so many of the attractions at Disney World, the experience was created to help get visitors into the stores.<br />
<br />
DP agreed, but also pointed out that Disney was trying to create a unique experience that becomes a memory to drive people to repeat or tell their friends, to generate word of mouth.<br />
<br />
He cited another AR game using GPS - Zombie Run - which is an Android game that chases you with zombies while you are in your car.<br />
<br />
The example of Zombie Run prompted Mod to ask: is AR a hazard?<br />
<br />
DD pointed out that AR can augment reality but that it can also push you out of your reality. For example, HUD in cars is intended to be a safety factor. One execution, however, was to play a TV or movie on windshield. Projecting the dashboard onto windshield may make more sense.<br />
<br />
DP said that AR allows you to tag the world you’re in. That does, however, raise concerns about privacy and ownership - who owns the information? What about sharing the information correctly?<br />
<br />
Alex pointed out that brand marketers need to pay attention because people are tagging things, and brands are already having trouble dealing with social networks and the direct consumer input they allow. Soon, people will be adding additional information to products via tagging. <br />
<br />
DP cited MIT’s Sixth Sense project that allows consumer to project information onto products in the real world, which can not be controlled by the brand.<br />
<br />
Transparency will be everywhere, whether the brand wants it or not.<br />
<br />
Q for DC of Esq. - what are the implications of having to download the AR application?<br />
<br />
DC said that Esquire had printed a million copies and had gotten about 45,000 downloads. Some of the impediments to use of the AR were that users need to have a webcam, many PCs have old software and some consumers simply have old PCs. [Note: I tried to use the application on my netbook. After downloading a 7MB file, I was told that I did not have the graphics capability to view the application, whereupon I downloaded the app to my desktop.]<br />
<br />
DD said that they can track downloads of executables, but can not track how many downloads were actually used. Also, the execution of the AR can be viewed on YouTube: http://www.youtube.com/watch?v=LGwHQwgBzSI<br />
<br />
Q: The bad news is that AR is currently on the “bleeding edge.” The good news is that AR is here forever. What are possibilities created by AR that are not otherwise possible – after all, for many executions, a button to start function in AR can just be pressed via the PC?<br />
<br />
AP said that the theme is the exploration of The Information in Everything. AR outlines types of technology and there is no simple list of capabilities. He promised that he will release a whitepaper in a month.<br />
<br />
He pointed out that everyone is figuring it out together. There is no definitive source of information on AR.<br />
<br />
DP said that there are some twitter feeds covering AR.<br />
<br />
Q: What the story you’re trying to tell? Then, how can AR help you tell your story?<br />
<br />
DD wanted to maintain creative freedom and said that he did not want a list of AR capabilities that stifles possibilities. <br />
<br />
DC said that he had pushed the concept as far as he could, then technology gave them the end result.<br />
<br />
Q: What are the audio possibilities?<br />
<br />
DD cited the example of the GE execution that has audio control input for windmills in which blowing on the microphone made the windmills spin.<br />
<br />
In addition, audio can function as output - walking around with a smartphone and generating audio output would work better, and probably be safer and look less weird than walking around using video output.<br />
<br />
Q: Convergence of media platforms. How can AR be integrated into other platforms? Using the example of the New York Times moving to a partial pay model, is publishing going to move to the app model, updating content across platforms and locking it down?<br />
<br />
DC said that Esquire had just launched an iPhone app and was trying to do something with AR<br />
<br />
AP cited the example of Moviefone having created an API so that others can interact with their information. An API for Moviefone or other applications could enable you to interact with existing content as well as the physical world you are in. It would essentially create another information layer for the real world.<br />
<br />
Q: What is the TV interaction with Shazam? [Note: I’m not sure I understand the question.]<br />
<br />
DD said that the Google Goggles search function was the opposite of AR because it brings up information based on picture. It does, however, have some building blocks of possible AR execution because it brings the user information about their environment.<br />
<br />
Harking back to the earlier question about the possibilities or limitations of AR, he felt that the approach should be to not ask what can be done. Instead, ask what it is that you want to do.<br />
<br />
Mod: What is the potential of consumer HUD?<br />
<br />
DP said that he has seen experiments using a computer in a shoe that projects information onto the wearer’s glasses.<br />
<br />
AP said that not only are new glasses being released, but that there has been discussion of AR contact lenses. In 5 years, Google will be comparable to the Dewey decimal system due to development of how we search the world around us. Search will be visual and passive, based on the environment rather than going online and typing search terms<br />
<br />
DD likened the future to that portrayed in the movie Minority Report, in which all the information you want can be made available. That raises, however, the issue of privacy, for example, of being tracked.<br />
<br />
DP said that it might be more akin to the situation of the bar in the TV show Cheers where “everyone knows your name,” which was certainly not regarded as an invasion of privacy Instead, customers would be comfortable with that situation because there is a value proposition where people recognize you. The privacy issue arises because advertising does not create value. Just-in-time marketing might be seen by consumers as useful, rather than just more ads being pushed at us, which is more likely to trigger privacy concerns.<br />
<br />
Q: What is the opportunity for mobile? Physical platforms of magazines and retail stores can build on the online experience but had generally been written off at online platforms. Zagat, however, already has a marker in every restaurant.<br />
<br />
DP said that eventually additional information can be made available via AR based on physical location.<br />
<br />
DD said that clothing stores should have AR changing rooms so that customers can virtually “try on” clothes and get feedback from friends via email or social networks. It is the opposite of a passive experience if a consumer is committed to taking action to get the experience.<br />
<br />
DP pointed out that retailers want to be engaged in social marketing, but that customer service is often lacking at their physical stores. AR could therefore be helpful to retailers because shopping is a social experience. An AR dressing room might be able to generate results that could be sent to the customers friends for comment via email or social networks.<br />
<br />
Q: Google QR codes can be too complicated. Why not just have text codes? Is this an example of over-engineering?<br />
<br />
DP likened the situation to the Beta/VHS battle. Everyone is creating their own mechanisms for codes, devices and triggering. It took a long time just to get standardized bar codes. It may come down to whose software works with the most applications. He expects standardization in 12-18 months but agrees that it is a huge problem now.<br />
<br />
AB said that QR codes are popular in Japan but he expected that the US will skip QR codes due to advent of AR. He also wondered why one would not just type in a triggering code. It could certainly take out steps of the process of taking a picture of the code.<br />
<br />
DD wants pattern recognition so that the phone can sees what he sees. Unfortunately, phones are not yet powerful enough to do that.<br />
<br />
Q: What are the applications for TV and AR beyond football down and distance markers?<br />
<br />
DD thought that there would be tremendous potential with TVs increasingly being Internet-connected. He felt that TV viewing is becoming less passive. Applications for TVs could also be location-based. Otherwise, as he pointed out, TV already isn’t reality<br />
<br />
DP said that AR might allow advertising to be more integrated with programming. For example, AR could provide additional information without interrupting the program.<br />
<br />
DD pointed out the tradeoff between privacy and added value. In effect, the TV could be watching you while you’re watching it. It could even know what part of the screen you’re looking at. It could know if you got up and left the room. <br />
<br />
DP thought that there could be opportunities with Microsoft’s Project Natal, which involves face-recognition.Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-73796496930174897022013-04-10T12:35:00.000-04:002013-04-10T13:52:26.722-04:00Creativity in Presentations - courtesy of Brainshark and Joe Sabia<img alt="CQ_Banner-NYC" src="http://images.demand.brainshark.com/eloquaimages/clients/brainsharkinc/%7B6a9984b7-0734-476d-b2a1-00089ef2e693%7D_cq_banner-nyc.jpg" /><span style="font-size: large;"><br /><br />
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<span style="font-size: large;">I attended the <a href="http://www.brainshark.com/" target="_blank">Brainshark</a> Content Quest city tour in Manhattan last month. Our host was <a href="http://www.linkedin.com/in/babinski" target="_blank">Joan Lubinsky</a>, VP of marketing for Brainshark, "a cloud-based platform for sales enablement."</span><br />
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<span style="font-size: large;"> </span><a href="http://m.c.lnkd.licdn.com/media/p/2/000/0e2/144/39d01ac.jpg" imageanchor="1"><img border="0" src="http://m.c.lnkd.licdn.com/media/p/2/000/0e2/144/39d01ac.jpg" height="200" width="200" /></a></div>
<span style="font-size: large;"><br />The keynote p</span><span style="font-size: large;">resentation was: <u>Getting Creative</u>, from </span><a href="http://joesabia.co/" style="font-size: x-large;" target="_blank">Joe Sabia</a>, <span style="font-size: large;">a video creator, consultant, and speaker on creativity - having given a TED talk on storytelling.</span><br />
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<iframe allowfullscreen="" frameborder="0" height="315" mozallowfullscreen="" scrolling="no" src="http://embed.ted.com/talks/joe_sabia_the_technology_of_storytelling.html" webkitallowfullscreen="" width="560"></iframe></div>
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<span style="font-size: large;">Joan started off with a brief discussion of </span><span style="font-size: large;">the need of marketers for content. She mentioned the "content gap" that marketers are trying to fill as they are required to provide more content than in the past. As I understood it, Brainshark helps marketers manage and present their content and tries to make the process less painful. Joan cited the CMO Council as saying that 40% of salespeoples' time is spent searching and creating customer-facing deliverables. Next, they need to present their content to engage with their customers, and then advance the sales process, with which Brainshark can also help, through content distribution analytics and other tools. </span><span style="font-size: large;">The Brainshark customers who were in attendance seemed happy with the product, and there was a testimonial from one of their customers.</span><br />
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<span style="font-size: large;"><u><b><span style="color: red;">Getting</span> <span style="color: blue;">Creative</span></b></u></span></div>
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<span style="font-size: large;">Joe Sabia started his presentation by raising the 2 questions he felt any presenter must ask:</span><br />
<div>
<span style="font-size: large;"><br />
- how do you present information in a way people will learn?<br />
- how do you present information in a way people will pay attention?<br />
<br />With regard to learning, he felt that there was no need to think too much about the first question since:<br />
<br />
- you are the expert on the material<br />
- you know your audience<br />
- you know how to present the key material with brevity, clarity, style, and in the relevant aesthetic<br />
<br />The principles of presentation, however, he characterized as:</span><br />
<div>
<span style="font-size: large;"><br /><b><u>
1. Dessert and vegetables</u></b></span></div>
<div>
<span style="font-size: large;">- Joe cited what he called the "Huffington Post mullet approach to news" - business in the front, fun in the back - as an organizing principle<br />
- "dessert" defined as: a moment of escapism, makes vegetables more memorable<br />
- he pointed out that dessert does not need to be confined to a fixed place in the presentation: dessert could be provided early, in the middle or at the end.<br />
- the key factor: find a balance between the dessert and the vegetables<br />
<br /><b><u>
2. Cultural references</u></b>, for example, could serve as dessert because they:<br />
- analogize information, making easier for the audience to grasp and more memorable after the presentation<br />
- provide baked-in familiarity, hopefully not requiring much explanation<br />
- bring people together - between the presenter and the audience and among the audience<br />
<br /><b><u>
3. Interactivity is important</u></b><br />
- passive isn't as good as active<br />
- user is energized, feels a part of the process<br />
- this is our experience, not just mine or yours - again bringing people together<br />
<br />
4. Joe suggested "<b><u>using your space as a playground</u></b>" - what does that mean?<br />
- example: Skittles YouTube video: <a href="http://www.youtube.com/watch?feature=player_detailpage&v=wnwEntgHyFI" target="_blank">Touch The Rainbow</a></span><span style="font-size: large;"> - interactivity on steroids</span><span style="font-size: large;"><br />
- based on seeing familiar things from a different angle<br />
<br /></span><br />
<div style="text-align: center;">
<span style="font-size: large;"><iframe allowfullscreen="" frameborder="0" height="270" src="http://www.youtube.com/embed/wnwEntgHyFI?feature=player_detailpage" width="480"></iframe></span></div>
<div style="text-align: center;">
<span style="font-size: large;"><br /></span></div>
<div style="text-align: center;">
<span style="font-size: large;"><br /></span></div>
<br />
<span style="font-size: large;">- Note: when I checked, I was surprised that the video has ONLY 98,000 views with only 381 Likes - is it not funny? is it not worth sharing?<br /><br />
5. <b><u>Unscientific research - DIY</u></b><br />
- merges "the familiar" with your product<br />
- offers convincing, offbeat evidence<br />
- shows you're passionate enough to do some ground reporting<br />
<br />
6. <b><u>Power of surprises</u></b> (more acceptable concept than fun at work)<br />
- surprise industries<br />
- surprises = engagement - surprises generate emotion and attention<br />
- <a href="http://creativecommons.org/" target="_blank">Creative Commons</a> and <a href="http://commons.wikimedia.org/wiki/Main_Page" target="_blank">Wikimedia Commons</a> as potential sources of material</span></div>
<div>
<span style="font-size: large;"><br /></span></div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><img alt="2012-wildebeest-fight.jpg" src="http://upload.wikimedia.org/wikipedia/commons/thumb/6/6a/2012-wildebeest-fight.jpg/600px-2012-wildebeest-fight.jpg" height="266" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/6/6a/2012-wildebeest-fight.jpg/900px-2012-wildebeest-fight.jpg 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/6/6a/2012-wildebeest-fight.jpg/1200px-2012-wildebeest-fight.jpg 2x" style="margin-left: auto; margin-right: auto;" width="400" /></td></tr>
<tr><td class="tr-caption" style="text-align: center;">the Wikimedia Coimmons Picture of the Day - April 11, 2013: <br />
Blue wildebeest fighting for dominance in Etosha National Park</td></tr>
</tbody></table>
<div>
<span style="font-size: large;"><br /><br />
<br />
</span><br />
<br />
<br />
<br />
<br />
<br />
<br /></div>
</div>
Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-16442110187361972902013-04-10T09:49:00.002-04:002013-04-10T09:49:56.183-04:00Social Media Weekend 2013 (at least part of it)<br />
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<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"> <o:p></o:p></span><img src="http://socmediaweekend.files.wordpress.com/2011/04/smweekend_banner.jpg" height="83" width="400" /></div>
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<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><b><a href="http://socmediaweekend.wordpress.com/">Social Media Weekend 2013</a>, <o:p></o:p></b></span></div>
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<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><b>presented
by Columbia School of Journalism, <o:p></o:p></b></span></div>
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<b><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">h</span><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%; mso-bidi-font-weight: bold; mso-fareast-font-family: "Times New Roman";">osted by </span><a href="http://twitter.com/sree"><span style="color: #3366ff; font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%; mso-bidi-font-weight: bold; mso-fareast-font-family: "Times New Roman";">@Sree</span></a><span style="color: #3366ff; font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%; mso-bidi-font-weight: bold; mso-fareast-font-family: "Times New Roman";"> </span><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%; mso-bidi-font-weight: bold; mso-fareast-font-family: "Times New Roman";">Sreenivasan
and </span><a href="http://twitter.com/columbiajourn"><span style="color: #3366ff; font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%; mso-bidi-font-weight: bold; mso-fareast-font-family: "Times New Roman";">@ColumbiaJourn</span></a><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%; mso-bidi-font-weight: bold; mso-fareast-font-family: "Times New Roman";"> department of </span><a href="http://www.journalism.columbia.edu/page/843-training-program-offerings/638"><span style="color: #3366ff; font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%; mso-bidi-font-weight: bold; mso-fareast-font-family: "Times New Roman";">Continuing Educatio</span></a><u><span style="color: #3366ff; font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%; mso-bidi-font-weight: bold; mso-fareast-font-family: "Times New Roman";">n</span></u></b><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%; mso-bidi-font-weight: bold; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<b><u><span style="color: #3366ff; font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%; mso-bidi-font-weight: bold; mso-fareast-font-family: "Times New Roman";"><br /></span></u></b></div>
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<span style="font-family: Times New Roman, serif;"><span style="font-size: 21px; line-height: 24px;">Social Media Weekend was a terrific event, and I would encourage everyone not only to attend but to sign up early! All 500 spots were filled a week before the event, so I was only able to attend on Sunday. Hopefully, I'm now on the mailing list for next year, so I will be registering bright and early in 2014. </span></span></div>
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<span style="font-family: Times New Roman, serif;"><span style="font-size: 21px; line-height: 24px;">True to its theme, the reach of the conference on social media was astounding! According to my garbled notes, there were almost 4,000 people participating in the conference - only about 500 of whom were registered. Others were commenting and participating via social media. As a result, the total reach of the conference - simply during the weekend itself - was about 6.4 million, worldwide! Pretty good for a conference taking place on one floor of the Columbia Journalism School, tucked into a corner of the Columbia campus way up on Morningside Heights!</span></span></div>
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<span style="font-family: Times New Roman, serif;"><span style="font-size: 21px; line-height: 24px;">If anyone is interested in reaching that audience, @Sree made it quite clear that the conference is looking for sponsors for next year's event.</span></span></div>
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<span style="font-family: Times New Roman, serif;"><span style="font-size: 21px; line-height: 24px;"><br /></span></span></div>
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<span style="font-family: Times New Roman, serif;"><span style="font-size: 21px; line-height: 24px;">In the meantime, here are my notes from Sunday's sessions:</span></span></div>
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<b><u><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Sunday, February 17<o:p></o:p></span></u></b></div>
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<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><br /><u><b>Session: Brushing up on Twitter and LinkedIn</b></u>, presented by:</span><br />
<br />
<br />
<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><a href="https://twitter.com/emilymiethner" target="_blank">@EmilyMiethner</a> </span><a href="https://twimg0-a.akamaihd.net/profile_images/1783509063/emilyphoto_bigger.jpg" imageanchor="1" style="clear: left; display: inline !important; margin-bottom: 1em; margin-right: 1em;"><img alt="Emily Miethner" border="0" src="https://twimg0-a.akamaihd.net/profile_images/1783509063/emilyphoto_bigger.jpg" /></a> <span style="font-family: Times New Roman, serif;"><span style="font-size: 21px; line-height: 24px;">and <a href="https://twitter.com/patriciakitchen" target="_blank">@Patricia Kitchen </a></span></span><span style="font-size: 16pt; line-height: 115%;"> <o:p></o:p></span><img alt="Patricia Kitchen" src="https://si0.twimg.com/profile_images/1424688487/Patricia_K2_bigger.jpg" style="font-size: 16pt; line-height: 115%;" /></div>
<br />
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<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><u><br /></u></span></div>
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<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><u>LinkedIn<br />
</u><br />
Skills section of LinkedIn<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></span></div>
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</div>
<ul>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 115%; text-indent: -0.25in;">Think
about which skills to list on the basis of what you want to do moving forward,
rather than what you might have done in the past</span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 115%; text-indent: -0.25in;">Keep
in mind your personal brand – what skills properly reflect that brand?</span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 115%; text-indent: -0.25in;">You
don’t have to come up with the list of skills yourself – LinkedIn provides a
list of skills to choose from</span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 115%; text-indent: -0.25in;">The
skills should be a mix of general and specific skills</span></li>
</ul>
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<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><br />
Endorsements – useful, but the final assessment of its utility and how they
should be used are still being determined<br />
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<u><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Twitter<br />
</span></u><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><br />
Embed tweets into blog posts - details / more<br />
- also embed code and link<br />
<br />
Multiple tweets – don’t simply tweet the same item multiple times: make it
different, e.g., add to or embellish, or mark REPOST<br />
<br />
Consistent personas across the different social networks, but that doesn’t mean
that the personas have to be identifcal - Twitter more casual<br />
<br /></span><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><br />
</span><u style="font-family: 'Times New Roman', serif; font-size: 21px; line-height: 24px;"><b>Session: </b></u><b><span style="color: #3366ff; font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><a href="http://twitter.com/sree">@Sree</a></span></b><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><b>: </b></span><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><b><a href="http://socmediaweekend.wordpress.com/schedule/workshop-srees-advanced-social-media-tips-tricks/">advanced
workshop</a></b></span></div>
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<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><br /></span></div>
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<a href="https://twimg0-a.akamaihd.net/profile_images/1789320241/2012schoo.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://twimg0-a.akamaihd.net/profile_images/1789320241/2012schoo.jpg" width="160" /></a><br />
<span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;">Approach:</span><br />
<br />
<ul>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;">Collect content all the time, including taking photos</span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;">Share when appropriate</span></li>
</ul>
<span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"></span><br />
<span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;">Almost everyone will miss almost everything you do on social media</span></div>
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<span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><br /></span>
<span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;">Social media is like a goat</span></div>
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<br />
<ul>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;">a goat eats old content</span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;">on social media, you can recycle old content</span></li>
</ul>
<span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><br /></span>
Experimentation is good<br /><br />People react positively to do-gooder impulses<br /><br />Twitter based on influencers, Facebook about likes<br /><br />Etiquette: Don't beg for shares and likes; it's okay to ask to connect<br /><br />Beware of hashtag hijacking, especially if you are trying to be controversial – hashtags may not end up being used for their original, intended purpose, e.g., </span><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><a href="http://www.npr.org/blogs/thetwo-way/2012/09/17/161315765/muslim-rage-explodes-on-twitter-but-in-a-funny-way-yes-really">#MuslimRage</a> ended up taking on a different meaning than originally intended by <a href="http://thelede.blogs.nytimes.com/2012/09/17/newsweeks-muslim-rage-cover-mocked-online/" target="_blank"><b>Newsweek</b></a>!</span></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;">Revisit your social media profiles at least monthly</span><br />
<br />
<ul>
<li><span style="font-family: 'Times New Roman', serif; font-size: 21px; line-height: 24px;">separate items in your profile summary with *</span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;">add links</span><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;">- make your feed <span style="color: blue;"><b>blue</b></span> - have lots of links - link, hashtags, @, etc.</span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;">be thoughtful with your posts and tweets - he spends 3-6 minutes composing each tweet</span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;">if you have multiple tweets, emphasize different aspects of same source</span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;">try to make the tweets interesting, e.g., David Beard [</span><a href="http://dabeard/" style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;" target="_blank">@DABeard</a><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;">] - Washington Post does a regular feature of 5 myths every week</span></li>
</ul>
</div>
<span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><br />Be an early tester, but a late adopter. Some new social media networks and tools:</span><br />
<ul>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><span style="font-size: 16pt;">Tout - 15-second videos</span></span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><span style="font-size: 16pt;">Soundcloud</span></span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><span style="font-size: 16pt;">rebelMouse</span></span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><span style="font-size: 16pt;">sonar</span></span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><span style="font-size: 16pt;">Jollyfy</span></span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><span style="font-size: 16pt;">Nutshellmail , Twilert</span></span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><span style="font-size: 16pt;">bliss control</span></span></li>
</ul>
<span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><br />Most important tools and apps - Storify, Flipboard</span><br />
<span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><br /></span>
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<span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;">He is willing to pay (as an indication of importance) for Hootsuite, Spotify, tripit, runpee, </span></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 24px;"><br /></span></div>
<br />
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">
<!--[endif]--><o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<b><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><br /><u>
Panel session</u> – </span><a href="http://socmediaweekend.wordpress.com/schedule/social-media-and-the-bottom-line/"><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Social
media and the bottom line</span></a></b><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><o:p></o:p></span></div>
<div class="MsoListParagraphCxSpFirst" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l4 level1 lfo4; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Dorian
Benkoil [<a href="https://twitter.com/dbenk" target="_blank">@dbenk</a>], moderator<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l4 level1 lfo4; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Eason
Jordan [<a href="https://twitter.com/EasonJordan" target="_blank">@EasonJordan</a>], Now This News<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l4 level1 lfo4; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Zach
Seward [<a href="https://twitter.com/zseward" target="_blank">@ZSeward</a>], Quartz<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l4 level1 lfo4; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Jonathan
Perelman [<a href="https://twitter.com/JPerelman" target="_blank">@JPerelman</a>], Buzzfeed<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><br /><u>
Eason</u><o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
<div class="MsoListParagraphCxSpFirst" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l2 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Mobile
social video creates a news opportunity<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l2 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Will
result in disruption of legacy media<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l2 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Revenue:
social advertising, sponsorships, syndication<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 1.0in; margin-right: 0in; margin-top: 0in; mso-add-space: auto; mso-list: l2 level2 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "Courier New"; font-size: 16.0pt; line-height: 115%; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">For example, ADT is going to sponsor
series on the greatest manhunts<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 1.0in; margin-right: 0in; margin-top: 0in; mso-add-space: auto; mso-list: l2 level2 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "Courier New"; font-size: 16.0pt; line-height: 115%; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Syndication is big revenue opportunity –
content sites can insert preroll ads, which don't otherwise run on the parent
site<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l2 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Key
to avoiding social media mistakes: don't be an idiot<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><br /><u>
Zach</u><o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
<div class="MsoListParagraphCxSpFirst" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l5 level1 lfo5; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Quartz
is geared to tablets and mobile<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l5 level1 lfo5; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Built
as a web app instead of a native app – based on the need to drive social media<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 1.0in; margin-right: 0in; margin-top: 0in; mso-add-space: auto; mso-list: l5 level2 lfo5; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New'; line-height: 115%;"><span style="font-size: 16pt;">o</span><span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span><span style="font-family: 'Times New Roman'; line-height: normal;"><span style="font-size: large;">The D</span></span></span><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">aily from NewsCorp. was a native app, therefore it was more difficult to
share<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 1.0in; margin-right: 0in; margin-top: 0in; mso-add-space: auto; mso-list: l5 level2 lfo5; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "Courier New"; font-size: 16.0pt; line-height: 115%; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Quartz is also not subscription based<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l5 level1 lfo5; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Ad
strategy<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 1.0in; margin-right: 0in; margin-top: 0in; mso-add-space: auto; mso-list: l5 level2 lfo5; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "Courier New"; font-size: 16.0pt; line-height: 115%; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">No display ads<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 1.0in; margin-right: 0in; margin-top: 0in; mso-add-space: auto; mso-list: l5 level2 lfo5; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "Courier New"; font-size: 16.0pt; line-height: 115%; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Instead using native ads/sponsored
content<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 1.0in; margin-right: 0in; margin-top: 0in; mso-add-space: auto; mso-list: l5 level2 lfo5; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "Courier New"; font-size: 16.0pt; line-height: 115%; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Will later be doing events<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l5 level1 lfo5; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Approach:
the quality of followers is more important than numbers or "distribution
tricks"<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><br /><u>
Jonathan</u><o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
<div class="MsoListParagraphCxSpFirst" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l0 level1 lfo6; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Building
a media company for the social age<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l0 level1 lfo6; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Buzzfeed’s
success is based on sharing<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l0 level1 lfo6; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Revenue<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 1.0in; margin-right: 0in; margin-top: 0in; mso-add-space: auto; mso-list: l0 level2 lfo6; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "Courier New"; font-size: 16.0pt; line-height: 115%; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Based on revenue from sponsorship<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 1.0in; margin-right: 0in; margin-top: 0in; mso-add-space: auto; mso-list: l0 level2 lfo6; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "Courier New"; font-size: 16.0pt; line-height: 115%; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Display ads problematic: 40% of mobile display
ad clicks are accidents due to fat fingers<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l0 level1 lfo6; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Has
30-40 million uniques, 40% mobile and social<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; mso-add-space: auto; mso-list: l0 level1 lfo6; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 16.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Approach
to content<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 1.0in; margin-right: 0in; margin-top: 0in; mso-add-space: auto; mso-list: l0 level2 lfo6; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "Courier New"; font-size: 16.0pt; line-height: 115%; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Content has to be shareable before it
can be viral. <o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 1.0in; margin-right: 0in; margin-top: 0in; mso-add-space: auto; mso-list: l0 level2 lfo6; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "Courier New"; font-size: 16.0pt; line-height: 115%; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">According to Jonah Peretti, there are 13
rules to make something go viral<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 1.0in; margin-right: 0in; margin-top: 0in; mso-add-space: auto; mso-list: l0 level2 lfo6; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "Courier New"; font-size: 16.0pt; line-height: 115%; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">The web has progressed from portal to
search to social<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 1.0in; margin-right: 0in; margin-top: 0in; mso-add-space: auto; mso-list: l0 level2 lfo6; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "Courier New"; font-size: 16.0pt; line-height: 115%; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">In this environment, editors and
advertisers both compete for viewer attention<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 1.0in; margin-right: 0in; margin-top: 0in; mso-add-space: auto; mso-list: l0 level2 lfo6; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "Courier New"; font-size: 16.0pt; line-height: 115%; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">Also, different networks spread
differently, so characteristics such as speed to takeoff and longevity will
vary<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 1.0in; margin-right: 0in; margin-top: 0in; mso-add-space: auto; mso-list: l0 level2 lfo6; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "Courier New"; font-size: 16.0pt; line-height: 115%; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">With sharing of content, they want to
reach beyond intended target so that the target will be included in the sharing
population<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><br /></span><u style="font-family: 'Times New Roman', serif; font-size: 21px; line-height: 24px;"><b>Keynote Session: </b></u><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><b><u>Steve Rubel [<a href="https://twitter.com/steverubel" target="_blank">@SteveRubel</a>]. </u></b></span><a href="http://socmediaweekend.wordpress.com/schedule/closing-talk-steve-rubel/"><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><b>Marketer
point of view</b></span></a><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><b><u><br /></u></b>
</span><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 115%;"><br /></span><br />
<span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 115%;">Media cloverleaf - traditional, owned, hybrid, social</span><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><br />
<br />
Stakeholders don't distinguish whew one medium begins and another ends<br />
<br />
Lots of media being created. Stakeholders are going to miss things</span><br />
<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><br />
</span><span style="font-family: 'Times New Roman', serif; font-size: 16pt; line-height: 115%;">There is a Continental Divide between the news we actually read and the news we say we read</span><span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><br />
<br />
Biggest opportunities yet to come as media business models adapt to a new
reality<br />
<br />
Even the AP is partnering with Samsung and Twitter to create sponsored tweets <br />
<br />
Content is no longer optional. As various disciplines converge, it's imperative.<o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">At
the same time, there is no scarcity of content.<br />
<br />
Economic realities create new opportunities<br />
<br />
As scarcity erodes, even Oprah has issues. Her interview with Lance Armstrong
did not have the same size of audience she had had in broadcast – it is harder
than ever to gather a mass audience<br />
<br />
A few media companies can offset the erosion of analog dollars with digital
subscriptions. Most cannot and will seek new revenue streams as ad rates are pressured
by robotic buying exchanges<br />
</span><span style="font-family: 'Times New Roman', serif; font-size: 21px; line-height: 24px;">Will also have to solve the problem of ads on mobile because banner ads don't work on mobile</span></div>
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<br style="font-family: 'Times New Roman', serif; font-size: 21px; line-height: 24px;" />
<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">New ways to partner with the press under the banner of paid content
distribution: syndication, integration, co-creation<br /><br />
- paid content syndication resembles advertorials. It's the in-stream
distribution of branded content<br />
-- quartz - every fourth story is sponsored<br />
<br />
- paid content integration closely resembles product placement. The brand is woven
into the storyline. Example - Buzzfeed<br /><br />
- paid content co-creation resembles a stadium sponsorship<br />
-- likely to prevail<br />
-- funds a new vertical that didn't exist before<br />
-- mobile will celebrate adoption<br />
-- more like a media buy</span><br />
<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><br /></span>
<div style="text-align: center;">
<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">------------</span></div>
<br />
<div style="text-align: center;">
<img src="http://ts3.mm.bing.net/th?id=H.4907026868209570&pid=1.7&w=171&h=137&c=7&rs=1" /></div>
<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><br /></span>
<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;"><br /></span>
<span style="font-family: "Times New Roman","serif"; font-size: 16.0pt; line-height: 115%;">
<!--[endif]--><o:p></o:p></span></div>
Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-72990073205778055102013-04-09T14:01:00.000-04:002013-04-10T10:22:46.050-04:00The Fate of the Perfect Business When the Impossible Happens<br />
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<span style="font-size: large;"><span style="font-family: inherit;"><br /></span></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcQG7QEWwiywBoUnxveLk6AWyGzyEXDwXSy4qE41xjVmeNOL5xbo7p7YxQin" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcQG7QEWwiywBoUnxveLk6AWyGzyEXDwXSy4qE41xjVmeNOL5xbo7p7YxQin" /></a></div>
<span style="font-family: inherit; font-size: large;">I had the pleasure of hearing marketing guru <a href="http://www.sethgodin.com/sg/" target="_blank">Seth Godin</a> speak at a session of the C-Suite Media Group recently. He discussed some interesting principles about why businesses fail, and what they - and we - need to think about to survive in the new economy.</span><br />
<span style="font-family: inherit; font-size: large;"><br /></span>
<span style="font-family: inherit; font-size: large;"><br /></span>
<span style="font-size: large;"><span style="font-family: inherit;">He felt that we are all living through a </span></span><span style="font-family: inherit; font-size: large;">revolution in business, which clients are certainly ignoring. To describe the nature of change today, he introduced the concept of "Perfect and Impossible," using the example of the music industry. </span><br />
<div>
<span style="font-size: large;"><span style="font-family: inherit;"><br /></span></span><img src="https://encrypted-tbn3.gstatic.com/images?q=tbn:ANd9GcRTJYzcXomI_btWe3lhjStpMyDJbuBfOi61IB5StGUE-NkncOtg9g" /><br />
<div>
<br />
<br />
<div style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;">
<span style="font-size: large;"><span style="font-family: inherit;">From this perspective, through the 1970s and even 1980s, the music industry was Perfect. It was an oligopoly, with only a few, very large major players. It generated record (no pun intended) profits </span>- after all, the LPs, cassettes and CDs had to be replaced if they were given to a friend or worn out from usage. The government even provided the electromagnetic spectrum over which radio stations would play and promote music.<span style="font-family: inherit;"> There were no significant threats on the horizon.</span></span></div>
<br />
<br />
<div style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;">
</div>
<br />
<span style="font-family: inherit; font-size: large;"><br /></span>
<br />
<span style="font-family: inherit; font-size: large;">Then all of a sudden, a few short years ago, something impossible happened, and music industry as we all knew it is dead, due in large part to digital media.<br />
<br />Of course, while the revolution started in media, it is spreading to everything else - even eyeglasses - by creating consumer alternatives that previously were impossible. </span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">How are legacy players responding? Seth brought out another metaphor: they are defending the castle, but the superhighway bypasses the castle. In other words, their<span style="font-family: inherit;"> first response is to work harder at their original tasks, but that doesn't solve the problem. </span><span style="font-family: inherit;">What does?</span></span><br />
<span style="font-size: large;"><span style="font-family: inherit;">
<br />Seth cited Adam Smith: scarcity creates value. In the case of ad-supported media, there is no longer any scarcity:</span></span><br />
<ul>
<li><span style="font-size: large;"><span style="font-family: inherit;"><span style="font-family: inherit;">number of ads viewed approaches infinity</span></span></span></li>
<li><span style="font-size: large;"><span style="font-family: inherit;"><span style="font-family: inherit;">total ad spending flat, crushing unit prices</span></span></span></li>
<li><span style="font-size: large;"><span style="font-family: inherit;"><span style="font-family: inherit;">media players can no longer hold their audiences hostage</span></span></span></li>
<li><span style="font-size: large;"><span style="font-family: inherit;"><span style="font-family: inherit;">the cost of media delivery is approaching zero</span></span></span></li>
</ul>
<span style="font-size: large;"><span style="font-family: inherit;">
First of all, Seth indicated that a complete change in mindset is necessary. The basic principle is that capitalism consists of taking financial risk. The large industrialist economic players, however, do not take risks, e.g., Coke does not take risks.<br />
</span></span><img src="https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcT1N3z5HjMylg7-B3yND1hXnp3evw8xoIdU6Qxdb02NLK5p6gTruA" /></div>
<div>
<span style="font-family: inherit;"><br /><span style="font-size: large;">The problem is that, as the economy developed, industries shifted from being capitalists to being industrialists - the emphasis was on being smooth and polished instead of being risk-takers.</span></span><br />
<span style="font-family: inherit;"><span style="font-size: large;"><br /></span>
</span><span style="font-family: inherit; font-size: large;">In today's economy, companies have a choice - engage in a race to the bottom or to the top. The t</span><span style="font-family: inherit; font-size: large;">op will consist of a category of one. In a race to the bottom , the winner is the cheapest provider. In that case, the winner could actually be the loser - the risk could be that you win!<br />
<br />By contrast, a fashion-related business is a race to the top and to be the sole winner, presumably with premium margins as well. For example, Seth views Apple competing by using the fashion model.<br />
<br />Seth's recommendation to the room, therefore, was: Stop waiting to be selected for an established job, stop looking for an industrialized role in today's economy. The alternative: pick yourself, just as a fashion brand establishes itself.<br />
<br />He sees that true value is in The Connection Economy because connections are scarce. Value is therefore established by the number of people who </span><span style="font-size: large;">listen to you and </span><span style="font-family: inherit; font-size: large;">how many would miss you if you were gone.</span><br />
<span style="font-family: inherit; font-size: large;">
<br />Not surprisingly, Seth feels that big brands are blowing the opportunity to create real connections, but that it will take time and effort. If they don't have time to do it right, then they don't have time to do it over. </span><br />
<span style="font-family: inherit; font-size: large;"><br /></span>
<span style="font-size: large;">While industrialists own assets and want to defend them (see: Castle, above), the artists of the new economy ask what is the next interesting project. There is a land grab aspect to his because it is important to select a niche - as he said, it would be hard to be the next Seth Godin, and it probably best to look for the next category instead. For example, he does not use use Twitter, and someone else - Chris Brogan - took it instead.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Fortunately, Seth feels that there are lots of niches that need to be filled. Hopefully, that means that there are plenty of opportunities for those willing to take on the challenges of the new economy.</span></div>
</div>
Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-58292685419850262582013-02-26T11:15:00.000-05:002013-02-26T12:28:57.929-05:00The state of Mobile Healthcare Communications: notes from the BDI/PRN Summit 2013<br />
<div class="MsoNormal">
<b>Mobile Healthcare Communications <st1:city w:st="on"><st1:place w:st="on">Summit</st1:place></st1:city><o:p></o:p></b></div>
<div class="MsoNormal">
Presented by the <a href="http://www.bdionline.com/" target="_blank">BusinessDevelopment Institute</a> and <a href="http://www.prnewswire.com/" target="_blank">PR Newswire</a>, February 14, 2013<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></div>
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<br />
<u>David Blair, Head of Industry for Health, Google</u>: <b>From point of care to care everywhere<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--></b><o:p></o:p></div>
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Key drivers of healthcare
change:<o:p></o:p></div>
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<br /></div>
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<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Velocity - pace
of change<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Moments - key
moments that matter<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Context -
platform-agnostic<o:p></o:p></div>
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<br /></div>
<div class="MsoNormal">
<u>Velocity<o:p></o:p></u></div>
<div class="MsoNormal">
<br />
Screens – phone, tablets, PCs, televisions – are driving internet traffic:<o:p></o:p></div>
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<br /></div>
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<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->In 2009, 1% of
Internet traffic originated from mobile<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->In 2012, 13% of
Internet traffic originated from mobile<o:p></o:p></div>
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<br />
In addition, there is a proliferation of devices blurring the lines between
devices, e.g., the phablet – combination of phone and tablet<br />
<br />
Consumer activities are now based on multiscreen usage and multitasking across
devices<o:p></o:p></div>
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<br /></div>
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<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Sequential usage
- start on one device, complete actions on another<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Simultaneous
usage<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->The usage could
be either multi-tasking or complementary device usage for a single purpose<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Daily consumer
usage averages 11 hours, 2/3 of which is done simultaneously on multiple
devices<o:p></o:p></div>
<div class="MsoNormal">
<br />
This is resulting in a merging of physical and digital lives, e.g., Google
glass<br />
<br />
In 2007, there were no mobile health apps; in 2012, there were 44 million
downloads, such as PingMD, which is intended to facilitate doctor-patient
interaction<br />
<br />
<u>Moments:<br />
</u><br />
Digital health begins with search: 77% online health seekers begin with search. Of those:<o:p></o:p></div>
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<br /></div>
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<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->13% begin with
specialized sites<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->2% begin with
general sites<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->1% begin social
media<o:p></o:p></div>
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<br />
There were 7 billion mobile health searches at Google in 2012<br />
<br />
<u>Context:<br />
</u><br />
Where are you? What time is it? What device are you using?<br />
<br />
Intent + context + relevance = right solution<br />
<br />
Are you winning the moments that matter?<o:p></o:p></div>
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<br /></div>
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<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Are you
discoverable? Can you be found by patients/health care providers on all
devices?<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->What is the
experience like? Does it lead to the logical next step?<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Are you
delivering the right solution for each context/device?<o:p></o:p></div>
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<br />
<br />
Healthcare industry has a long way to go: Only 40% of Google clients' sites are
mobile-optimized<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Example: Epiduo developed
a personalized acne tracker<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Acne treatment
has low value to dermatologist but big value to patient <o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Developed app to
deliver high-value info to patients – progressive improvement in acne condition
– at low cost<o:p></o:p></div>
<div class="MsoNormal">
<br />
Liquid content<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l18 level3 lfo6; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Information has
to show up on every device and look appropriate<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l18 level3 lfo6; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Therefore, it
must be designed for 4 screens<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></div>
<div class="MsoNormal">
Summary: Email, search, and
health - top 3 online activities<br />
<br />
<span class="bqquotelink">Closing quote: “Civilization advances by extending the
number of important operations which we can perform without thinking of them.</span>” Alfred North Whitehead<br />
<br />
<br />
<u>Todd Kolm, Director, Emerging Channel Strategy, <a href="http://www.pfizer.com/home/" target="_blank">Pfizer</a></u>: <b>Using <st1:city w:st="on"><st1:place w:st="on">Mobile</st1:place></st1:city>
to Build Relevance and Engagement with Consumers and Patients<br />
</b><br />
Penetration and usage of mobile phones:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l29 level1 lfo7; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->There are more
mobile phones than people.<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l29 level1 lfo7; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->In 2011, there
were 250 billion mobile searches<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l29 level1 lfo7; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Phones are
becoming more advanced: Smartphone penetration has now reached 50%<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l29 level1 lfo7; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Healthcare is a
major usage: 25% of U.S. smartphone users visit a health information website<o:p></o:p></div>
<div class="MsoNormal">
<br />
<u>Pfizer initiatives</u><o:p></o:p></div>
<div class="MsoNormal">
<br />
Had 200% growth in mobile visitors to primary care consumer-facing brand web
sites<o:p></o:p></div>
<div class="MsoNormal">
<br />
But the sites were not mobile-optimized<br />
<br />
Question: How to bring the core values of Pfizer brand websites to mobile users?<br />
<br />
Pillars of mobile experience:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l19 level1 lfo8; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Immediacy<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l19 level1 lfo8; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Simplicity<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l19 level1 lfo8; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Context<o:p></o:p></div>
<div class="MsoNormal">
<br />
Decision was made to create a centralized mobile platform:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l31 level1 lfo9; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Common starting
line<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l31 level1 lfo9; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Economies of
scale<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l31 level1 lfo9; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Speed to market<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l31 level1 lfo9; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Focus on highest
usage mobile devices<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l31 level1 lfo9; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Consistency of
user experience, regulatory approach, KPI framework<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></div>
<div class="MsoNormal">
Result: Pfizer built 10
mobile sites in 4 months<br />
<br />
Preliminary learnings:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l14 level1 lfo10; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Mobile engagement
patterns different from pre-optimized web sites<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l14 level1 lfo10; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Mobile engagement
was also different from desktop engagement re: time spent on site, activity
type, and site depth<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .5in;">
<br /></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l27 level4 lfo11; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Mobile-optimized
site visits had less time spent, indicating very specific needs<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l27 level3 lfo11; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Result: Growth in
traffic and engagement vs. pre-optimized sites and desktop web traffic<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l27 level3 lfo11; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Results were achieved
despite no social engagement from website or other sources<o:p></o:p></div>
<div class="MsoNormal">
<br />
<br />
<u>Erin Bryne, EVP, Managing Partner, Chief Engagement Officer, <a href="http://www.ghgroup.com/" target="_blank">ghg</a></u>: <b>Learn about broad and integrated mobile
opportunities to drive patient health outcomes<br />
</b><br />
Doctor-patient communications are becoming more complex<br />
<br />
Therefore, the traditional roles of healthcare brands and physicians have to
change<br />
<br />
Doctors are categorizing patients by behavior, e.g., the Scrutinizer or Mobile me<br />
<br />
Context and location are important – includes privacy element<br />
<br />
Healthcare participants must shift their focus from products to healthcare
outcomes<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l27 level3 lfo11; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Only 25% of
patients are satisfied with their healthcare experience<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l27 level3 lfo11; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Only 10% feel that
their healthcare is excellent<o:p></o:p></div>
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<br />
Healthcare brands can learn from consumer brands, such as by following the Forrester
model:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l27 level3 lfo11; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Start with patient
needs<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l27 level3 lfo11; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Make it easy<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l27 level3 lfo11; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Make it enjoyable<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l27 level4 lfo11; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->For healthcare providers,
improve the experience to improve outcomes<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l27 level4 lfo11; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->For professionals,
drive consistency across all touch points<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l27 level3 lfo11; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Mobile devices
can be the remote control for managing the healthcare experience<o:p></o:p></div>
<div class="MsoNormal">
<br />
Take advantage of the mobile environment:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l36 level3 lfo12; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->What are
consumers doing on their mobile devices?<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l36 level3 lfo12; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->72% of physicians
have smartphones. Also, they exhibit multiscreen behavior<o:p></o:p></div>
<div class="MsoNormal">
<br />
Thoughts for engaging to drive healthier outcomes:<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l26 level1 lfo13; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Implement
responsive design to deliver the right experience <o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l26 level1 lfo13; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]--><st1:city w:st="on"><st1:place w:st="on">Mobile</st1:place></st1:city> provides more privacy – a counter-intuitive concept<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l26 level1 lfo13; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Leverage learnings
from traditional online advertising to drive mobile traffic<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l35 level4 lfo14; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]--><st1:city w:st="on"><st1:place w:st="on">Mobile</st1:place></st1:city> is already 16% of all digital ad spending in 2013<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l35 level3 lfo14; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Create assets
that drive professional and patient dialogue<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l35 level4 lfo14; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Provide mobile
information to be discussed with the patient or emailed to the patient<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l35 level4 lfo14; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Don't forget
about SMS, which is often not considered as annoying as email<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l35 level4 lfo14; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Need to view all
means of mobile communication as integrated traffic drivers<o:p></o:p></div>
<div class="MsoNormal">
<br />
Key questions:<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l34 level3 lfo15; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->What are your
users' needs and how can you add value to them?<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l34 level3 lfo15; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->How does mobile
support your larger digital and marketing strategy?<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l34 level3 lfo15; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Are you
delivering on the promise of a customer experience that can drive health
outcomes?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br />
<u>Joe Shields, former Global Strategic Marketing & New Product
Development, Lifescan, a Johnson & Johnson Company</u>: <b>Ready for Healthcare Anywhere?<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--></b><o:p></o:p></div>
<div class="MsoNormal">
[Note: Joe’s complete
presentation is available <a href="https://custom.cvent.com/EAE9995CEB5B4DC3AE85D999D7201256/files/0179c72313f644238703aeed262e7a68.pdf?mkt_tok=3RkMMJWWfF9wsRois6rNZKXonjHpfsX66OwkUKGg38431UFwdcjKPmjr1YsCS8d0dvycMRAVFZl5nRxKFOWCb5dJ6PA%3D" target="_blank">here</a>.]<o:p></o:p></div>
<div class="MsoNormal">
<br />
What does it mean to be born mobile?<br />
<br />
Eric Topol - evangelist of mobile health: “The smartphone will be the hub of
the future of medicine, … and your health-medical dashboard.”<br />
<br />
Why? Why now? Because of <u>convergence</u>:<o:p></o:p></div>
<div class="MsoNormal">
<br />
Currently, healthcare is delivered in two places - doctor's office and hospital<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l5 level1 lfo16; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Key attributes:<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l25 level4 lfo17; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Periodic
measurement<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l25 level4 lfo17; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Treatment of
disease<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l25 level4 lfo17; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Opaque<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l25 level4 lfo17; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Providers have
control<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l25 level3 lfo17; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Constitutes
healthcare with borders<o:p></o:p></div>
<div class="MsoNormal">
<br />
The new healthcare context: connected health – healthcare without borders<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l10 level3 lfo18; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Cost containment<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l10 level3 lfo18; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Empowered
patients<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l10 level3 lfo18; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Outcomes-driven<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l10 level3 lfo18; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Technology-enabled<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l10 level3 lfo18; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Ubiquitous
connectivity<o:p></o:p></div>
<div class="MsoNormal">
<br />
Mobile doesn't just describe devices, it describes people<br />
<br />
Healthcare anywhere creates a 3rd place: the Patient, where the care is patient-centered. Attributes:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l15 level1 lfo19; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Continuous
monitoring<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l15 level1 lfo19; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Prevention,
behavior modification<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l15 level1 lfo19; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Transparency<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l15 level1 lfo19; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Patients have
control<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></div>
<div class="MsoNormal">
For healthcare without
boundaries:<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l33 level1 lfo20; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->New players will
emerge<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l33 level1 lfo20; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Existing players will
be threatened, e.g., apps to stop smoking could replace Chantix<o:p></o:p></div>
<div class="MsoNormal">
<br />
Implications for us - trends impacting your business and your career:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l13 level1 lfo21; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Convergence of
communications and care delivery<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l13 level1 lfo21; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Expectation of
continuous improvement<o:p></o:p></div>
<div class="MsoNormal">
<br />
The customer experience must be retooled to meet new requirements of mobile
customers<br />
<br />
“<st1:place w:st="on">Mobile</st1:place> engagement empowers people to take the
next most likely action in their moment of need” – Forrester<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></div>
<div class="MsoNormal">
Mobile engagement:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l7 level1 lfo22; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Physical context
plus digital intelligence<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l7 level1 lfo22; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Proactive service<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l7 level1 lfo22; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Task-oriented action
buttons<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l7 level1 lfo22; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->App-Internet
combination<o:p></o:p></div>
<div class="MsoNormal">
<br />
Tech trends:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l21 level1 lfo23; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Fewer devices,
all multi-function<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l21 level1 lfo23; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Platform agnostic<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l21 level1 lfo23; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Comfort with the
cloud<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l21 level1 lfo23; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Consumerization
of IT in the workplace<o:p></o:p></div>
<div class="MsoNormal">
<br />
Capabilities shift:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l0 level1 lfo24; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Medical devices
embedded in smartphone<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l0 level1 lfo24; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Cost therefore
shifted to consumer<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l0 level1 lfo24; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Easier to update
since software, but issues:<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l22 level4 lfo25; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Visualization<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l22 level4 lfo25; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Connectivity<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l22 level4 lfo25; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Memory<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l22 level4 lfo25; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Processing<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l22 level4 lfo25; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]--><st1:place w:st="on">Battery</st1:place> life<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.25in; mso-list: l22 level4 lfo25; tab-stops: list 1.25in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Integration<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l0 level1 lfo24; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Also what are the
regulatory implications?<o:p></o:p></div>
<div class="MsoNormal">
<br />
Catalysts:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l32 level1 lfo27; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Customer demand<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l32 level1 lfo27; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Cheap tech, including smartphones<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l32 level1 lfo27; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Non-traditional players<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l32 level1 lfo27; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Startups<o:p></o:p></div>
<div class="MsoNormal">
<br />
Inhibitors:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l24 level1 lfo28; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Data privacy and security<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l24 level1 lfo28; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Regulatory confusion<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l24 level1 lfo28; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Outcomes data<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l24 level1 lfo28; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Standardization/integration<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l24 level1 lfo28; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Reimbursement<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in;">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l24 level1 lfo28; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Much of the problem due to lack of analytics<o:p></o:p></div>
<div class="MsoNormal">
<br />
What's next:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l3 level1 lfo29; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Tablets will probably be more important than
smartphones<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l3 level1 lfo29; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Pharma moving into digital health<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l3 level1 lfo29; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->More clarity on success criteria and process for
outcomes and efficacy<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l3 level1 lfo29; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Reimbursement trickles in<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l3 level1 lfo29; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Regulatory hurdles lowered<o:p></o:p></div>
<div class="MsoNormal">
<br />
The pace of innovation of consumer electronics is colliding with the slower pace
of medical/pharma<br />
<br />
Blurring of medical devices and fitness devices, which have no medical vetting
and are not necessarily based on science<br />
<br />
What is the role of MNOs, mobile network operators? <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l11 level1 lfo30; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Depends on their business model and strategy. <o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l11 level1 lfo30; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->They have knowledge of customers but what about
liability?<o:p></o:p></div>
<div class="MsoNormal">
<br />
Mobile allows people to manage conditions more discreetly, allows more normal
life, minimizes impact, allows invisibility<br />
<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><u><o:p></o:p></u></div>
<div class="MsoNormal">
<u>Peter Gannon, Senior Vice
President, Business Development and Partnerships & Kenn Louis, Senior
Product Developer, Within3</u>: <b>How to choose the right platform to meet
your business objectives - Ensuring healthcare provider engagement through
accessibility<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--></b><o:p></o:p></div>
<div class="MsoNormal">
[Note: the Within3 presentation
is available <a href="http://www.slideshare.net/bdionline/how-to-choose-the-right-platform-to-meet-your-business-objectives-bdi-21413-mobile-healthcare-communications-summit?mkt_tok=3RkMMJWWfF9wsRois6rNZKXonjHpfsX66OwkUKGg38431UFwdcjKPmjr1YsCS8d0dvycMRAVFZl5nRxKFOWCb5dJ6PA%3D" target="_blank">here</a>.]<o:p></o:p></div>
<div class="MsoNormal">
<br />
Content that is digital and social must be mobile<br />
<br />
What is multi-device engagement?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l12 level1 lfo31; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->10 years ago, with desktops and laptops, the issue was
browser compatibility<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l12 level1 lfo31; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Now, there are multiple devices, which themselves have
different input devices<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></div>
<div class="MsoNormal">
Opportunity: Physicians with
3 screens spend more time online during the workday than physicians with one or
two screens.<br />
<br />
Ingredients for multi-device engagement<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l9 level1 lfo32; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Triggers<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l9 level1 lfo32; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Cloud computing - allows switching among devices<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l9 level1 lfo32; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Support for multiple screen sizes<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l9 level1 lfo32; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Security<o:p></o:p></div>
<div class="MsoNormal">
<br />
Delivery options:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l1 level1 lfo33; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Mobile apps configured for specific devices<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l1 level1 lfo33; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Responsive web design crafted for multiple devices<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Comparison and
recommendations:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l6 level1 lfo34; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Apps – as a mobile-only product, can provide desired
outcomes conducive to mobile<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l6 level1 lfo34; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->RWD<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.0in; mso-list: l6 level2 lfo34; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Can be inclusive
of all product features since not limited to mobile<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.0in; mso-list: l6 level2 lfo34; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Provides instant
speed to market<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l6 level1 lfo34; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Both<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.0in; mso-list: l6 level2 lfo34; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Enable device
switching<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: 1.0in; mso-list: l6 level2 lfo34; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: 'Courier New';">o<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Can be used to trigger
activity<o:p></o:p></div>
<div class="MsoNormal">
<br />
<br />
<u>Brendan Kelly, Manager, <a href="http://cancer.net/" target="_blank">Cancer.net</a>
Operations, American Society of Clinical Oncology</u>: <b>Cancer.net Mobile: Helping Patients Take an Active Role in Their Cancer
Care.<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--></b><o:p></o:p></div>
<div class="MsoNormal">
[Note: Brendan’s presentation
is available <a href="http://www.slideshare.net/bdionline/cancernet-mobile-helping-patients-take-an-active-role-in-their-cancer-care-bdi-21413-mobile-healthcare-communications-summit?mkt_tok=3RkMMJWWfF9wsRois6rNZKXonjHpfsX66OwkUKGg38431UFwdcjKPmjr1YsCS8d0dvycMRAVFZl5nRxKFOWCb5dJ6PA%3D" target="_blank">here</a>.]</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Objectives: Increase accessibility of accurate and credible cancer information<br />
<br />
Patient needs – reliable information, accessibility, practical tools<br />
<br />
Objectives – be more than a mobile website<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l23 level1 lfo35; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Cancer.net's best content<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l23 level1 lfo35; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Intuitive new interface<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l23 level1 lfo35; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Oncologist-driven features<o:p></o:p></div>
<div class="MsoNormal">
<br />
Patient challenges<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l17 level1 lfo36; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Accessible information<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l17 level1 lfo36; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Tracking medications<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l17 level1 lfo36; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Recalling symptoms<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l17 level1 lfo36; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Getting questions answered<o:p></o:p></div>
<div class="MsoNormal">
<br />
iPhone app was launched in April 2011 with Android launched in <st1:personname w:st="on">April</st1:personname> 2012 – more than 35,000 downloads since
launches<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></div>
<div class="MsoNormal">
Cancer.Net Mobile 2.0 –
improvements<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l4 level1 lfo26; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->On-the-fly
content updates<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l4 level1 lfo26; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Passcode lock<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l4 level1 lfo26; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->Rating reminder<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l4 level1 lfo26; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->iCloud backup<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .75in; mso-list: l4 level1 lfo26; tab-stops: list .75in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';">
</span></span><!--[endif]-->More robust user
analytics<o:p></o:p></div>
<div class="MsoNormal">
<br />
<br />
<b><u>Panel Discussion and Q&A<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></u></b></div>
<div class="MsoNormal">
Participants:<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l16 level1 lfo37; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->James Chase, Editor-in-Chief, Medical Marketing &
Media: moderator<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l16 level1 lfo37; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->David Blair, Head of Industry for Health, Google<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l16 level1 lfo37; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Brendan Kelly, Manager, Cancer.net Operations,
American Society of Clinical Oncology<o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l16 level1 lfo37; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Todd Kolm, Director, Emerging Channel Strategy, <a href="http://www.pfizer.com/home/" target="_blank">Pfizer</a><o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l16 level1 lfo37; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Lynn O’Connor Vos, CEO, <a href="http://www.ghgroup.com/" target="_blank">ghg</a><o:p></o:p></div>
<div class="MsoNormal" style="margin-left: .5in; mso-list: l16 level1 lfo37; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings;">§<span style="font-family: 'Times New Roman';"> </span></span><!--[endif]-->Joe Shields, former Global Strategic Marketing &
New Product Development, Lifescan, a Johnson & Johnson Company<o:p></o:p></div>
<div class="MsoNormal">
<br />
Q: What's changed in the last year?<br />
<br />
Joe: there has been a shift from tech-focus to focus on the patient. The healthcare
provider also needs to provide mobility in their care.<o:p></o:p></div>
<div class="MsoNormal">
<br />
Todd: Mobile has changed from a question mark to an exclamation point. Also,
there is now an emphasis on speed to market.<o:p></o:p></div>
<div class="MsoNormal">
<br />
Lynn: Mobile will eventually drive most patient communication with doctors and
providers.<o:p></o:p></div>
<div class="MsoNormal">
<br />
Brendan: There has been a repackaging of consumer information. The advance of responsive
web design was important in that development.<o:p></o:p></div>
<div class="MsoNormal">
<br />
David: Velocity has increased. It has
changed Google products – now keywords go everywhere. Video has also become more important – there are
72 hours of video uploaded onto YouTube every minute.<br />
<br />
Q: What has been a standout recent mobile effort?<o:p></o:p></div>
<div class="MsoNormal">
<br />
Joe: Nothing.<o:p></o:p></div>
<div class="MsoNormal">
<br />
Todd: The MIT tuberculosis effort in developing countries: their device
generates a daily test strip, and patient compliance then generated free
cellphone minutes. Compliance rates
increased significantly.<o:p></o:p></div>
<div class="MsoNormal">
<br />
Lynn: The Text4baby SMS program to improve prenatal health care effectively and
cost-efficiently.<o:p></o:p></div>
<div class="MsoNormal">
<br />
Brendan: The immediacy of information contained in electronic health records.<o:p></o:p></div>
<div class="MsoNormal">
<br />
David: Uber, which provides just-in-time filling of unused doctor appointment inventory.<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></div>
<div class="MsoNormal">
Q: How will healthcare
continue to change?<o:p></o:p></div>
<div class="MsoNormal">
<br />
Lynn: Mobile and healthcare are inherently local. Healthcare is now in the customer service
business. It has developed cures for
most diseases; now communications with patients is the challenge.
Communications is also the cure.<br />
<br />
Joe: Major challenge: it will be difficult for pharma to shift from providing products
to providing service.<br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><span style="font-size: 16pt;"><o:p></o:p></span></div>
Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com2tag:blogger.com,1999:blog-22348972.post-59311665099212414342012-11-28T06:50:00.000-05:002012-11-28T12:35:53.712-05:00Draft of notes from #smwf - Social Media Forum, November 27, 2012EA<br />
<br />
What matters on social? Which metrics are relevant?<br />
<br />
"Social engagements" are found to be correlated with sales<br />
<br />
Therefore, get users to perform a social action<br />
<br />
Strategy: maximize engagements and minimize CPE<br />
<br />
Social pyramid<br />
- start with EA-to-consumer messages<br />
-- minimize user friction, e.g., registration; may conflict with creativity<br />
-- make marketing fun, not corporate messaging<br />
- celebrity consumer messages - 10x<br />
- - larger audiences and greater engagement<br />
-- provide value for celebs for their audience<br />
- influencers - created contest for influencers who received preview games - 1700 influencers, 11000 videos, 20 million views<br />
- Friends<br />
-- Walmart gets 1 million engagements per week on Facebook<br />
-- uses Facebook Open Graph to embed social into the product<br />
<br />
Lose message control at each level<br />
<br />
<br />
Shell - journey to 2 million fans<br />
<br />
41 million on Facebook for coca-cola<br />
Goal: reputation, not sales<br />
Target: 1 million in 3 years; reached in 3 months, 2 million in 9 months<br />
- Partners - Facebook and Buddy Media<br />
- attracting the right audience with the right message<br />
-- bottom- up instead of top-down like the website<br />
-- driven by audience/message segmentation<br />
54 for Coke, 2 million for Microsoft and Shell, 2nd place<br />
Only 5% of fans go back to page, interaction mostly on news feeds<br />
<br />
<br />
Measurement<br />
Which
data is most valuable? What is the audience saying. Top 5% drive most
social value. Source of traffic important, especially from social
networks<br />
How do proxy measures impact business measures? Brand awareness, sales<br />
App strategy on Facebook important - fans share with their friends<br />
Tracking sentiment of influencers, e.g., via Klout, which is useful but not perfect<br />
Want to be careful not to respond immediately, but to take step back and evaluate - isolated problem, indicator of larger trend?<br />
What do social interactions mean for the brand?<br />
Much of social data are the words/language, but difficult to measure en masse<br />
Future: simpler, integrated, generates insight, location- based<br />
<br />
<br />
Crisis<br />
Priorities<br />
- Responsibilties?<br />
-- PACE: process owner / approver / contributors / executors<br />
- Spectrum of risk? Risk is not all equal - big brands vs.. small brands<br />
- Impact? Financial / likelihood / duration / mitigation / reputation<br />
-- Grade situations 1 through 4 / 1 is normal noise / 2 gets your attention, outside norm / 3 significant / 4 catacylsmic<br />
Planning<br />
- Characteristics - facts about the situation<br />
- Stakeholders<br />
Engagement<br />
- insight: parents wanted diapers to be more like underwear<br />
- launched thinner diaper<br />
- 8 billion diapers launched in US<br />
- 1 person launched Facebook campaign to restore old diapers<br />
-- claimed chemical burn caused by diaper<br />
- eventually cleared by CPSC<br />
- co. Engaged mommy bloggers and other influentials<br />
- when you engage online, what are you trying to accomplish?<br />
- Social media allows movements to often be self-correcting<br />
<br />
<br />
Social strategies for brands<br />
Rise of the social consumer<br />
- social media adoption unparalleled in history of marketing<br />
Social strategy<br />
- Driven by content<br />
- Grow fan base with paid / engage with owned content / monetize with earned media / repeat<br />
Social drives word-of-mouth at scale<br />
Keys to success<br />
- grow a community of followers<br />
- continuously engage followers<br />
- take an integrated approach<br />
- measure your success, e.g., Rokenbok transformed from traditional retail channels to 100% online, 50% just from YouTube<br />
<br />
Social media influences consumers to act<br />
Consumer action has significant impact on extending reach and creating advocacy<br />
<br />
<br />
Facebook apps<br />
Why?<br />
- drive likes<br />
- customer acquisition via forms<br />
- increase virality<br />
- improve Edge ranking<br />
- sell product<br />
- create unique customerexperience beyond newsfeed<br />
Types of apps<br />
- Tab apps (not typically Open Graph) - campaign-based, increase likes<br />
- Canvas apps, e.g., Famrmville, Spotify - build long-term audience<br />
Most Facebook content consumed in newsfeed. Need to market an app to generate audience<br />
Tools<br />
- templates vs. customization<br />
- self serve vs. full serve<br />
Recommendations<br />
- make it social<br />
- be exclusive<br />
- use facebook's technology<br />
- sell and promote product<br />
- be entertaining and interactive<br />
- reward your fans<br />
- go behind the scenes<br />
- acquire customers<br />
- provide local information<br />
- let your fans decide<br />
- keep it simple<br />
- use Facebook to drive web traffic - have apps interoperable<br />
- make sure app has focusVictorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-9333046978200133272012-07-22T09:02:00.000-04:002012-07-22T09:12:41.872-04:00Another ridiculous misunderstanding (and resultant misuse) of statistics: Move Over Men: Women are Now the Primary Breadwinners<div>
<img class="articlethumbnail" id="ctl00_ctl00_Content_ColumnSpan_BlogView1_ctl00_ctl00_MPIThumbnail" src="http://www.mpiweb.org/Libraries/Magazine/iStock_000017764424XSmall.jpg" style="background-color: white; border-width: 0px;" /><br />
<br />
We (by which I mean "I") are always on the lookout for interesting societal trends, especially those that go against historical or traditional patterns. For example, it's clear that women are playing more of a leading role in household finances. In over 20% of two-earner households, I had heard, the woman earned more than her male partner, whether due to higher rates of male unemployment, educational and professional parity, or other reasons. It would seem logical that the figure would increase over time.</div>
<div>
<br /></div>
<div>
Therefore, when I saw a headline, "<a href="http://www.mpiweb.org/blog/trends/20120716/Move_Over_Men_Women_are_Now_the_Primary_Breadwinners">Move Over Men: Women are Now the Primary Breadwinners,</a>" I thought that that seemed to be a rather quick demographic shift - from mid-20% to over 50%. Intrigued, I decided to take a look.</div>
<div>
<br /></div>
<div>
The details in the story initially seems to prove out the headline: "53% of the ... women surveyed are primary breadwinners." Since 53% is more than half (duh!), the designation "primary breadwinners" seemed justified.</div>
<div>
<br /></div>
<div>
Of course, one of the rules of understanding something that you are reading is: Keep Reading. The stated reasons for this phenomenon were: "partners who lost jobs during the financial crisis, divorce and women deciding to marry later on in life."</div>
<div>
<br /></div>
<div>
What this implies is: Women are in the primary breadwinners in households in which there <u><b>MAY OR MAY NOT</b></u> be another breadwinner! </div>
<div>
<br /></div>
<div>
The article itself bears this out: it cites a statistic that "22% of women who are married our living with a partner report being the one who makes the most money." (Gee, didn't I already say that earlier?) </div>
<div>
<br /></div>
<div>
If a sample (made up entirely to substantiate my own argument) consisted of 100 couples, of whom 22 women were the primary breadwinner, and as few as 60 women who are the sole adult in a household (single, divorced, widowed, etc.), then you would have 82 women as the primary breadwinners in a sample of 160 households. Ergo, 51.2% of the households are the primary breadwinners. While this would certainly indicate that women could benefit from education in personal finance (as could men!), this hardly justifies the headline.</div>
<div>
<br /></div>
<div>
Call me churlish (I already did), but why obscure a meaningful and useful message with a misleading headline. Oh, right, to get attention - it got mine!<img class="articlethumbnail" id="ctl00_ctl00_Content_ColumnSpan_BlogView1_ctl00_ctl00_MPIThumbnail" src="http://www.mpiweb.org/Libraries/Magazine/iStock_000017764424XSmall.jpg" style="background-color: white; border-width: 0px;" /></div>Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-62528889522005346022011-12-13T09:29:00.000-05:002011-12-13T09:29:41.708-05:00It's Not Always Easy to Do the Healthy ThingInspired by a recent article about former golfing great Gary Player, I had decided to walk the ten flights of stairs to my office this morning. The Wall St. Journal article had cheekily indicated that Mr. Player was "more than 50 years old." Being a mere 5 years above that limit, I determined that I could take inspiration from Mr. Player, who was a good 20+ years above fifty! Among the items mentioned in his training regimen, he admonished the readers to take the stairs, even if they were on the 10th floor. Being on the 10th floor myself, I realized that he must be talking to ME (after all, everything is about ME)!<br />
<div class="separator" style="clear: both; text-align: center;"><a href="http://3dteapot.co.uk/staircase?f=medium" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="320" src="http://3dteapot.co.uk/staircase?f=medium" width="252" /></a></div><br />
Armed with this new-found resolve, I zoomed past the security barriers in my office lobby and searched among the elevator banks for the stairs. Not seeing any (another sign of impending old age - the inability to find what you're looking for!), I asked the security guard who helpfully informed me that there were no stairs to be found. I protested that there must be stairs so that one could vacate the building in an emergency. Under the modern architectural concepts that guided the construction of this building, he reassured me (although not in those words) that there are stairs to come down to get out of the building, but no stairs to go up. I'm not quite sure how that would work - doesn't that violate some laws of physics: you can go down but not up; you can check in but you can never check out, etc.?<br />
<br />
I guess that idea that some nutjob would try to take the stairs to his/her office rather than the elevator was not a very high priority for the designers of the building. Resignedly, I took the elevator to my floor and noticed that the elevator vestibule did not have any signs indicating a nearby staircase. I'll check out the stair situation later today - the saga continues!<br />
<br />
By the way, I'm less excited about one of Gary Player's other health-oriented exhortations - giving up meat. Everyone who does so seems to indicate that they feel better, have more energy, and so on, but it certainly does not sound like very much fun. Maybe I'll try to think of it, not so much as giving up meat, but as eating more vegetables, which doesn't sound quite so ascetic. More self-deception at work!Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-34769246366800799602011-09-04T09:47:00.002-04:002011-09-04T09:50:36.570-04:00Nominative Creativity - The Band Perry<img height="77" src="http://www.thebandperry.com/images/header2.jpg" width="400" /><br />
<br />
I love when people challenge convention in clever ways that cause me to look at things in a new and different approach. Not being much of a music person, I was totally unfamiliar with The Band Perry - in fact, I'm still unfamiliar with them in every way, except that I love their name!<br />
<br />
I happened to catch their video on MTV's Top 20 Videos this morning, and I was entranced by the meta-existential name of the band, <a href="http://www.thebandperry.com/">The Band Perry</a>. <br />
<br />
This all started when I heard their song on the show, and I asked my wife whose video she was watching. <br />
<br />
She said, "The Band Perry." <br />
<br />
I replied, in Who's-on-First fashion, "A band named 'Perry'?"<br />
<br />
She said, "No, The Band Perry." <br />
<br />
I of course responded, "That's what I said - a band named Perry."<br />
<br />
At this point, having had enough of my dumb questions and wanting to watch the video instead, she pointed to the TV, whereupon I saw the title: "The Band Perry."<br />
<br />
Since I was more interested in the creativity of their name than their music - although their music did sound quite lovely - here I am blogging about a band and a name that all of you are probably already familiar with. In any case, this is my first A Ha! moment of the day, which I thought I would share.<br />
<br />
From the Blogger VictorVictorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-24669201425627534022011-04-25T17:37:00.001-04:002011-04-25T17:42:36.084-04:00<div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><a href="http://4.bp.blogspot.com/-c9crqEE42bI/TbXk_NAEy3I/AAAAAAAAADg/vM1Osl5bCbg/s1600/magazines_for_a_new_generation.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="http://4.bp.blogspot.com/-c9crqEE42bI/TbXk_NAEy3I/AAAAAAAAADg/vM1Osl5bCbg/s320/magazines_for_a_new_generation.jpg" width="200" /></a><br />
<br />
<br />
<br />
<b>Magazines for a New Generation</b><br />
<br />
I would have titled this one, “A New Generation of Magazines.” After all, the topic was the evolution of the magazine, and its target audience still included those of us who grew up with magazines and who may have also had the privilege of participating in the magazine business back when it was a terrific place to be. It may still have a golden future, just not one that anyone expected late in the 20th Century, oh so long ago.<br />
<br />
The event was “<a href="http://www.cencom.org/ecom-prodshow/magazines_for_a_new_generation.html">Magazines for a New Generation</a>,” held by the <a href="http://www.cencom.org/">Center for Communication</a> and presented with The New School’s <a href="http://www.newschool.edu/mediastudies/">Department of Media Studies and Film</a>. It took place during the evening of April 18 at the Theresa Lang Center at The New School, with an audience of perhaps two hundred, with about one-third being students.<br />
<br />
<a href="http://www.newschool.edu/mediastudies/faculty.aspx?id=32140">Paul Hardart</a>, Associate Professor in the Media Studies Department, introduced Catherine Williams, the executive director of the Center for Communication. Catherine, in turn, introduced the evening’s panel:<br />
<br />
Leigh Belz, senior features director of <a href="http://www.teenvogue.com/">Teen Vogue</a>;<br />
<div class="separator" style="clear: both; text-align: center;"><a href="http://www.cencom.org/media/ecom/prodlg/bios/Leigh_Belz.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="109" src="http://www.cencom.org/media/ecom/prodlg/bios/Leigh_Belz.jpg" width="100" /></a></div><br />
<a href="http://www.cencom.org/ecom-prodshow/ben_berentson.html">Ben Berentson</a>, digital managing editor of <a href="http://www.glamour.com/">Glamour</a>;<br />
<br />
<a href="http://www.cencom.org/ecom-prodshow/jared_cocken.html">Jared Cocken</a>, creative director of <a href="http://www.thewonderfactory.com/">The Wonderfactory</a>; <br />
<div class="separator" style="clear: both; text-align: center;"><a href="http://www.cencom.org/media/ecom/prodlg/bios/JaredCocken.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="75" src="http://www.cencom.org/media/ecom/prodlg/bios/JaredCocken.jpg" width="100" /></a></div><br />
<br />
<a href="http://www.cencom.org/ecom-prodshow/michael_hogan.html">Michael Hogan</a>, executive digital editor of <a href="http://vf.com/">Vanity Fair</a>; and<br />
<div class="separator" style="clear: both; text-align: center;"><a href="http://www.cencom.org/media/ecom/prodlg/bios/michael_hogan.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="100" src="http://www.cencom.org/media/ecom/prodlg/bios/michael_hogan.jpg" width="99" /></a></div><a href="http://www.cencom.org/media/ecom/prodlg/bios/Ben_Williams.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="100" src="http://www.cencom.org/media/ecom/prodlg/bios/Ben_Williams.jpg" width="93" /></a> <a href="http://www.cencom.org/ecom-prodshow/ben_williams.html">Ben Williams</a>, editorial director of <a href="http://nymag.com/">NYMag.com</a>, who also served as the panel’s moderator. <br />
<br />
<br />
Ben (BW) started off the evening’s discussion by asking each panel member to discuss the context of the topic as it applied to his or her magazine – how the websites interacted with the content of the print publication.<br />
<br />
In the case of his own magazine, New York, all of the magazine’s contents are published on the web for free. In the last five years, there had been a significant ramp-up of the title’s online efforts, with the digital editorial staff growing from 5 to 40. The site also hosted 5 blogs and published approximately 120 stories per day, a combination of aggregations and original content. It also has a search database of restaurants and bars, and a fashion site. In general, he said, the approach was to publish content all day every day and then put up the magazine in its entirety every week.<br />
<br />
Leigh Belz (LB) said that Teen Vogue’s online efforts reflected everything that was in the magazine, with an emphasis on style and fashion. The site has 10 blogs, with 5 regarded as active. It has a small staff – 1 web editor supplemented by freelancers – so the print editors help out considerably. Her role is to help coordinate between print and online content.<br />
<br />
Ben Berentson (BB) described the online activities of Glamour – that since 2008, it had been publishing about 50 pieces per day, all original, mostly in a blog format. It has 7 staff members with about 50 contributors. It launched its iPad app in August 2010 and has recently changed its app platform to improve the user experience.<br />
<br />
Michael Hogan (MH) described how Vanity Fair “doubled down” on its online efforts in 2008. It underwent a redesign last year and is currently in the midst of doing another. It publishes a “fair” portion of the magazine. “VF Daily” publishes 5-10 pieces each day. It is moving into the mobile space and had two native iPhone apps – one on the Oscars and one on movie trivia. It was moving onto the same platform as other magazines, including Wired, Glamour and the New Yorker.<br />
<br />
Jared Cockren (JC) was the lone non-publisher on the panel, although his firm’s clients included many publishers. He said the role of the Wonderfactory was to improve the visual experience provided by the publishers, especially the link between advertising and the content, for the benefit of the users.<br />
<br />
BW: Since so many of the panelists’ magazines seemed to have built their online content strategy around the blog format, what have print magazines learned from their experiences with blogs?<br />
<br />
MH: Blogs place an emphasis on speed and the quality of the writing, which is not heavily edited as in print publishing. It is important that blogs have a unique point of view – that they help interpret what is happening, as opposed to simply reporting on events.<br />
<br />
BB agreed that blogging is a different skill set than print journalism with at least two clear distinctions:<br />
<br />
The relationship to the readers is different – both more personal and done in a way to solicit interactivity with the readers; and<br />
Keeping in mind the need for a well-indexed post in order to attract the search engines. The emphasis is less on clever wordplay and more on “serving the Google master.”<br />
<br />
LB noted the importance of the interactivity. She mentioned that her blog posts had been getting views but not many comments. When she, apparently in desperation to meet her deadline and lacking inspiration for any other topics, mentioned the 10 songs to which she was currently listening on iPod, the tone of her blog shifted to being more personal and conversational, which generated significantly more reader comments and engagement. As a result of this happy accident, she suggested less focus on posts and more on generating comments.<br />
<br />
BB noted that it was important to find the right mix between reporting and personal posts when writing a blog.<br />
<br />
As a follow-up to the discussion about the importance of blogs thus far to magazine online efforts, BW asked about new developments in blogs.<br />
<br />
JC pointed out that there had formerly been a larger architectural difference between content pages and blog pages with regard to their interaction with content management systems. Blog formats were easier to change than magazine templates so they emerged as the tool of choice for magazines’ online efforts. Now, the differences between articles and blogs are more those of tone than structure, with the focus on user experience. He cited the example of Comcast, which found itself unable to properly respond to customer service issues, which were apparently quite numerous, via its website. It therefore launched ComcastVoice to do what it was unable to do on its own website.<br />
<br />
BW: How do they maintain a balance between personal content and journalism on their blogs?<br />
<br />
BB: for the blogs, it is critical that the publications hire and train their bloggers to view themselves as representatives of their brand.<br />
<br />
MH felt that blogging has become much more professionalized. As he put it, they were no longer simply dragooning an editorial assistant into the role of blogger out of a pressing need for content creation. This shift, however, also made the content less intimate, especially with the requirement that the content maintain the standards of the magazine that readers expect from the title.<br />
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BB also felt that a key element of blogging was the opportunity to “touch” their readers multiple times daily instead of being limited to the strictures of the monthly publication schedule.<br />
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BW characterized print magazines as an editor’s medium and the web as a reporter’s medium, due in large part to the lack of editing on the web. The online environment therefore placed more responsibility on bloggers – they were being asked to connect more directly with the readers while maintaining professional standards.<br />
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BB pointed out that, as bloggers were viewed by readers as representatives of their titles, they needed to be trained accordingly, even being prepared to respond to customer service inquiries having to do with subscriptions and other items not normally the province of the content creators.<br />
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BW then asked about features that drove traffic to their websites.<br />
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BB indicated that health-related articles generated traffic. LB cited celebrity and personal style features. She said that a section for which girls submitted photos of themselves showcasing their personal style was particularly popular.<br />
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MH said much of their content was slide show-driven, e.g., Oscar parties. By the same token, however, long-form content by heavyweight authors such as Professor Joseph Stiglitz of Columbia University and writer Michael Lewis were also big draws online.<br />
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BW inquired about the significance of mobile apps to their online strategies.<br />
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JC pointed out that it has been a year since the launch of the iPad. One major question for publishers has been whether to pursue digital editions of the print publications or to launch applications that were native to the mobile format. He felt that publishers were doing a good job of trying both approaches while experimenting and listening to the customer.<br />
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In 2009, the Wonderfactory created a video of a simulated table app for Sports Illustrated. Consumer reaction to the video varied by age – the younger demographic, perhaps unsurprisingly, wanted a unique experience that took full advantage of the capabilities of the new device. The older audience preferred an experience that was closer to that of the magazine itself.<br />
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Their findings also included several key factors: <br />
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Esthetic – embedding signature branding items such as a publication’s readily identifiable fonts with the native applications enhanced the experience;<br />
Rich media – providing an experience for the user which print cannot match;<br />
Curation – a key factor that magazines do well and bring to the app world.<br />
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BW: given the many students in the audience, what are the key skill sets that should be acquired and honed by those interested in participating in the new media world?<br />
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JC: The key elements to understand in launching a career are:<br />
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Strategy – what is the publisher doing and why?<br />
Experience – what is the user experience? what does the technology allow you to do?<br />
Platform – what technology is being used? how and where is the material being viewed – on the web, via HTML, in an app?<br />
Work flow – how is it different to create content for the web as opposed to print publications?<br />
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They also should gain experience with both editor-based articles and publishing in a more real-time environment.<br />
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Finally, they should recognize that material needs to adapt to screen sizes.<br />
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BW: will there be jobs out there for today’s students?<br />
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MH: There will always be a need for lots of quality writing – it will simply be of various types. For examples, Vanity Fair’s apps required someone to write 500 movie trivia questions and detailed descriptions of each Oscar nominee. He acknowledged, however, that most writers probably preferred to write long-form, most expository pieces.<br />
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He also said that they look for people who have multiple skills – Vanity Fair has a small online staff with lots of work to be done. For example, their photographers are often shooting video as well as still photos.<br />
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BB pointed out that bloggers are also photo editors – they review, select and place the photos for their posts. In addition, their editors had to re-lay every print page in the transition to the online format, which has added complexity to the composition of the print magazine.<br />
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LB said that behind-the-scenes photos and videos were enormously popular online, running the gamut from professionally shot photos and outtakes all the way to amateur-quality material.<br />
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BB indicated that it was important to be careful in choosing which content went where – that different levels of professionalism in photos and video were expected in different sections of their website.<br />
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MH spoke about the new platform on which VF was launching its May issue. He was also enthusiastic about how the magazine could deliver much deeper content online than in the magazine – he urged the audience to check out the shirtless pictures of Rob Lowe on the side that accompanied the cover story.<br />
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JC felt that photos are the most popular tool that publishers have.<br />
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BW asked about the difference between apps and online content.<br />
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BB felt that there was much greater potential for each piece of content in an app vs. online, whether audio, video, interactive, or slide show. <br />
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LB said that Teen Vogue was just dipping its toes into the app world. While they had tried an ad-driven app, they had not yet created an editorial-based app. This may have been due to the unique characteristics of their audience – while many of them had smartphones and there were probably iPads in their homes, teen readers apparently did not have much direct access to those iPads.<br />
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MH felt that iPads enabled magazines to take advantage of the lean forward/lean back experience. By holding the iPad more comfortably and in a more engaging way than is possible with a desktop computer, he felt that readers were able to spend more time with the magazine. He conceded, however, that these are still the super-early days of consumer experience with the device. As they move forward, he felt it was an advantage that the online experience was developed by the magazine’s own art department, and not by outside consultants, Jared Cocken and the Wonderfactory notwithstanding. Finally, he said that the magazine was still grappling to find the best solution for social sharing from inside the app – they want to provide their readers that capability, which also creates a viral element for their content, without giving away all of their material.<br />
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BW then asked about social media.<br />
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BB said that they are still trying to decide how to staff their social media efforts. In particular, they are aware that those engaging in social media are representing the brand, just like their bloggers.<br />
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LB felt that social media is very important to Teen Vogue, which has over 1 millions Likes and followers. They are trying to create a 360-degree experience for their users encompassing online, print and social media. They are also using social media such as their Facebook page to test editorial ideas.<br />
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MH said that social media is currently a group effort for Vanity Fair, with numerous participants and that it is not yet assigned specifically to any individuals. <br />
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JC expressed concern about Apple’s role as a gatekeeper for publishers and one that restricted sharing.<br />
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MH said that the absence of a paywall for Vanity Fair allowed them to embed a link so that at least a synopsis of the story could be shared with an exhortation for the recipient to purchase the magazine if the entire article itself was not freely available.<br />
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JC pointed out potential pitfalls, citing a blogger who had scraped all of the Daily’s story URLs and posted them to his own website, thereby making all of the content freely available, at least until caught and stopped.<br />
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BW asked the question that many students in the audience have probably asked of themselves – should students seek to go into journalism?<br />
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LB felt that there will always be a need for quality journalists, but that students needed to develop multiple skill sets and be very aware of the digital world.<br />
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BB agreed, pointing out that they needed to understand all of the tools for story-telling – being interactive and creating conversations. At the same time, there are things that only print can do, so the trick is bridging print and online.<br />
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MH echoed the point that print journalism is not going away.<br />
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BW opened the session up to questions. One was about the role of video and how publications obtained their video.<br />
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MH felt that publications who commissioned video were at a disadvantage to the army of amateur videographers. While the chances of any one of the amateurs capturing a great story were small, the sheer number of them made it likely that the most compelling video would be the product of those efforts rather than the result of deliberate efforts by the publications.<br />
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Yours truly asked about the impact of the mobile device as a gatekeeper – how do brands compete with all of the options available to users on mobile devices: games, videos, m-commerce and other content.<br />
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JC felt that the publications had be ubiquitous – be on all devices – as well as provide compelling information that was integral to their users’ lifestyle.<br />
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BB pointed to brand extensions, such as jewelry. LB pointed out that Teen Vogue has licensed bedding for their enthusiasts.<br />
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JC also felt that the smartphone market was wide open with several different competing operating systems. He felt that the tablet market was more constricted, and that the failure of the Xoom may have discouraged other hardware manufacturers.Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com1tag:blogger.com,1999:blog-22348972.post-81366567653014290322010-08-22T12:47:00.002-04:002010-08-22T12:51:46.552-04:00The Invisible Gorilla - Why We're Not Nearly as Capable as We Think We Are<iframe name="RMPlayerFrame_00" id="RMPlayerFrame_00" src="http://rm3s.net/appDemo/Default.aspx?mg=13109d8c-b3b6-4681-bb79-144b4d620d94" allowtransparency="true" frameborder="no" scrolling="no" style="width:960px; height:540px;"></iframe><br />
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One of the most fascinating, if rather eye-opening books, I've read recently is "The Invisible Gorilla," by Christopher Chabris of Union College and Daniel Simons of the University of Illinois. They illustrate how, in a number of areas, our cognitive skills are not only, not nearly as acute as we think they are, but that in a meta-sense, we are unaware of our limitations.<br />
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For anyone with an interest in these sorts of topics, i.e., how does the human brain actually work?, I would heartily recommend their book as well as their <a href="http://www.theinvisiblegorilla.com/index.html">website</a> which has additional material, especially videos, that have to be seen to be believed.<br />
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They refer to these areas of concern as "illusions," of which they enumerate and describe in detail six:<br />
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The illusion of attention - “our vivid visual experience masks a striking mental<br />
blindness - we assume that visually distinctive or unusual objects will draw our<br />
attention, but in reality they often go completely unnoticed.” In other words, the danger of talking on a cellphone while driving is not such much that we're using our hands, but that we're using our brain. The result is that we are not paying as much attention to our driving as when we are not on the phone, even with a hands-free headset. Even worse, we are not aware that we are impaired so we do not take any extra precautions and have few or no qualms about using cell phones while driving.<br />
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The other illusions, much better explained in the book than I gave justice to here, are:<br />
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The illusion of memory - that we do not remember events, items, people, etc. as well as we think we do. Furthermore, our memories change, and in keeping with the meta-quality of all of the illusions, we do not remember that our memories have changed.<br />
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The illusion of confidence - that we both are more confident in our abilities than is warranted, and that we interpret the confidence of others as reliable indicators of their capabilities.<br />
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The illusion of knowledge - that our understanding of the workings of the world around us are limited. We know how to use things; we do not necessarily know how they work. In Mark Twain's classic, A Connecticut Yankee in King Arthur's Court, a 19th-century American, upon being mysteriously transported to medieval times, brings the technology of his era to that society. I daresay that any of use, suddenly finding ourselves in a similar situation, would hardly be able to bring the basics of metallurgy, let alone the power of cell phones and automobiles, to King Arthur's or any other court.<br />
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The illusion of cause: that correlation is often confused with causation, in large part because the human mind seeks to understand causality, even if mistaken.<br />
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The illusion of potential: that the human mind does not have the proverbial 90% excess capacity and that task-specific cognitive training is often limited to the tasks for which the brain in trained. So much for Baby Einstein and for fending off age-related decline with Brain Games.<br />
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The essence of the book is to make us aware of our limitations and to make adjustments and compensate to create better outcomes in all areas - that we need to be careful when using a cellphone while driving, that the more confident leader is not necessarily the best leader, that we should carefully examine claims that vaccines cause autism - because how we view a situation has tremendous consequences.Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-75764821107459711762010-07-31T10:16:00.006-04:002010-07-31T11:14:15.531-04:00I'm Always Expecting More from My TechnologyThe phone function on my Palm Pre Plus (with which I am very happy, by the way) keeps track of my phone calls in reverse chronological order. This is often very handy as it allows me to review the calls that I have recently made, since I am keeping a separate phone log (I know, not terrifically efficient) in an Excel spreadsheet.<br />
<br />
<br />
It would be lovely (not to mention more efficient) if I could also search in the reverse fashion – find a person in my contact list, then get the list of phone calls I have made to them. The contact list feeds the phone log; why can’t the phone log feed the contact list?<br />
<br />
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Instead, I have to scroll through the phone log on my Palm, saying to myself, “I know I called Santa Claus last week – why can’t I find the call so I can pin down the date of the call and make a note to myself to call him again before Christmas gets much closer?”Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-90509080369628609182010-07-15T15:32:00.004-04:002010-07-15T15:40:51.112-04:00Visceral Media Launches Deeper.io's "Online Video Plus" for the PR/Marketing Industries<i><b>Cutting-edge technology makes online videos more engaging and easier to view</b></i><br />
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White Plains, NY, July 14. Visceral Media, LLC announced today that it is implementing the Online Video Plus platform from Deeper.io for its video production and distribution services. <a href="http://www.visceral-media.com">Visceral Media</a>, the strategic communications firm launched in 2006 by broadcast and PR veteran Lidj Lewis, is using Online Video Plus to enhance its clients’ videos as part of its integrated content distribution offerings. Visceral’s clients range from prominent corporations and their PR agencies to non-profit organizations, including the National Black MBA Association’s Westchester/Greater CT Chapter, which recognized Lewis as its 2010 Entrepreneur of the Year.<br />
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Online Video Plus from <a href="http://www.deeper.io">Deeper.io</a> enables content owners to create an interactive table of contents for their online videos. Each item in the table of contents is a “deep tag” that, when clicked, takes the viewer instantly to that section of the video. Viewers therefore can preview the contents of the video before they start watching, and they can go directly to the sections of the video that interest them the most. They can also review sections of the video simply by clicking on the tags without having to use the less accurate video slider bar. A more complete explanation, including the Visceral Media event video below, can be seen <a href="http://www.visceral-media.com/onlinevideoplus.html">here</a>.<br />
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“We are very excited to have Visceral Media as our first marketing partner in the public relations industry,” said Victor Lee, CEO of Deeper.io, the company behind Online Video Plus. “Lidj and I worked together at Medialink,” Lee said, “so I know that Lidj is always looking for innovative media solutions. He pioneered radio and Internet content distribution at Medialink, and we are helping Visceral Media stay ahead of the pack with Online Video Plus. Furthermore, we wanted to be associated with Lidj because he is a recognized thought leader in the PR industry, serving as both a Board Member and Chair of the Website Committee of the Public Relations Society of America’s New York Chapter.”<br />
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“Online Video Plus is a game-changer,” said Lidj Lewis, President of Visceral Media. “With its interactive table of contents, it’s as easy to watch a long-form video as a short video because the control is entirely in the hands of the viewer. After all, that’s the fundamental principle of the Internet – control by the user.”<br />
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“I am proud to have Visceral Media be the first user of Online Video Plus in the PR market,” continued Lewis, “joining other market verticals using Online Video Plus, which include non-profit educational institutions, such as Jazz at Lincoln Center, and technology and event companies, such as Ultralight Startups.”<br />
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For more information on Visceral Media, please contact Lidj Lewis at 914-636-1654 and lewis@visceral-media.com.<br />
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For more information on Deeper.io and Online Video Plus, please contact Victor Lee at 914-261-8656 and victor@deeper.io.Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-13571536739553892292010-03-28T09:12:00.053-04:002010-03-28T19:15:56.720-04:00We Don’t Know What We Want & We’re Unhappy When We Get It: “The Art of Choosing,” by Professor Sheena Iyengar<div class="separator" style="clear: both; text-align: center;"></div><iframe align="right" frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="http://rcm.amazon.com/e/cm?t=media081-20&o=1&p=8&l=bpl&asins=0446504106&fc1=000000&IS2=1&lt1=_blank&m=amazon&lc1=0000FF&bc1=000000&bg1=FFFFFF&f=ifr" style="align: left; height: 245px; padding-right: 10px; padding-top: 5px; width: 131px;"></iframe><br />
<b><i>I went back to my alma mater, Columbia University’s Graduate School of Business, on March 25, for a presentation by <a href="http://www.columbia.edu/~ss957/index.shtml">Sheena Iyengar</a>, S. T. Lee Professor of Business, on her new book, “The Art of Choosing.” Her framework about choice and how we choose was thoughtful, insightful and, most importantly, clearly articulated several concepts that I had been grappling with recently.</i></b><br />
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<span class="Apple-style-span" style="color: #333333; line-height: 18px;"><span class="Apple-style-span" style="font-family: inherit;"><b><i>My notes are below, with the caveats that they are my best rendition of the discussion, with no claim to accuracy; much of the discussion has been paraphrased, rather than being a direct quote of the participants; and I bring my own viewpoint and perspective to this discussion, which influences my perception of the discussion. I</i></b></span></span><span class="Apple-style-span" style="font-family: inherit;"><b><i> am sure that many of these studies and anecdotes are much more compellingly set forth in her book, which I have not yet read, and that I have hardly done them justice in my rendition of her presentation. I look forward to reading her book and attempting to more fully understand the fascinating work she has done.</i></b></span><br />
<span class="Apple-style-span" style="font-family: inherit;"><b><i><span class="Apple-style-span" style="color: #333333; font-style: normal; font-weight: normal; line-height: 18px;"><span class="Apple-style-span" style="font-family: inherit;"><b><i><br />
</i></b></span></span></i></b></span><br />
<span class="Apple-style-span" style="font-family: inherit;"><b><i><span class="Apple-style-span" style="color: #333333; font-style: normal; font-weight: normal; line-height: 18px;"><span class="Apple-style-span" style="font-family: inherit;"><b><i>Professor Iyengar was introduced by Eric J. Johnson, a founding co-director of the <a href="https://www4.gsb.columbia.edu/decisionsciences">Center for Decision Sciences</a> at </i></b></span><st1:place w:st="on"><st1:placename w:st="on"><span class="Apple-style-span" style="font-family: inherit;"><b><i>Columbia</i></b></span></st1:placename><span class="Apple-style-span" style="font-family: inherit;"><b><i> </i></b></span><st1:placename w:st="on"><span class="Apple-style-span" style="font-family: inherit;"><b><i>Business</i></b></span></st1:placename><span class="Apple-style-span" style="font-family: inherit;"><b><i> </i></b></span><st1:placetype w:st="on"><span class="Apple-style-span" style="font-family: inherit;"><b><i>School</i></b></span></st1:placetype></st1:place><b><i><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">. Professor Johnson hailed Professor Iyengar for having introduced one of the most famous theses of decision research - too much choice.</span></span></i></b></span></i></b></span><br />
<span class="Apple-style-span" style="font-family: inherit;"><b><i><span class="Apple-style-span" style="color: #333333; font-style: normal; font-weight: normal; line-height: 18px;"><b><i><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;"><br />
</span></span></i></b></span></i></b></span><br />
<span class="Apple-style-span" style="font-family: inherit;"><b><i><span class="Apple-style-span" style="color: #333333; font-style: normal; font-weight: normal; line-height: 18px;"><b><i><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-style: normal; font-weight: normal;"><b><i><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Professor Iyengar began by discussing the broad general theme of making choices. She began her remarks by pointing out that if anyone in the audience had never made a choice, then her presentation would not be a relevant session. As expected, not a soul left the room.</span></span></i></b></span></span></span></i></b></span></i></b></span><br />
<span class="Apple-style-span" style="font-family: inherit;"><b><i><span class="Apple-style-span" style="color: #333333; font-style: normal; font-weight: normal; line-height: 18px;"><b><i><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-style: normal; font-weight: normal;"><b><i><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-style: normal; font-weight: normal;"><b><i><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;"><br />
</span></span></i></b></span></span></span></i></b></span></span></span></i></b></span></i></b></span><br />
<span class="Apple-style-span" style="font-family: inherit;"><b><i><span class="Apple-style-span" style="color: #333333; font-style: normal; font-weight: normal; line-height: 18px;"><b><i><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-style: normal; font-weight: normal;"><b><i><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-style: normal; font-weight: normal;"><b><i><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">We all have dreams about how our lives will unfold – she used to dream about becoming a pilot. After all, our schoolteachers said that we could be anything we set our minds to. Presumably at a fairly young age, she realized that she could not in actuality become pilot without her eyes – Professor Iyengar being blind.</span></span></i></b></span></span></span></i></b></span></span></span></i></b></span></i></b></span><br />
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<span class="Apple-style-span" style="color: #333333;"><span class="Apple-style-span" style="line-height: 18px;"><div class="MsoNormal"><b><i><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;"> <br />
In truth, we spend our lives struggling against our limitations. Sometimes we succeed, sometimes we don’t. As she traveled, she found that her lack of eyesight prompted unexpected reactions from local residents: in </span></span></i></b><st1:country-region w:st="on"><span class="Apple-style-span" style="font-family: inherit;"><b><i>Spain</i></b></span></st1:country-region><span class="Apple-style-span" style="font-family: inherit;"><b><i>, people gave her money for lottery tickets, while in </i></b></span><st1:country-region w:st="on"><st1:place w:st="on"><span class="Apple-style-span" style="font-family: inherit;"><b><i>Japan</i></b></span></st1:place></st1:country-region><span class="Apple-style-span" style="font-family: inherit;"><b><i>, people expected her to give them massages. [Caveat: these observations of hers are totally foreign (no pun intended) to me, so I can only hope that I heard them correctly, since they seem quite bizarre to me, culturally conditioned as I am.]<br />
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In general, people kept telling her what she couldn’t do due to her blindness, so she was constantly trying to understand her true limitations vs. those that were merely perceived. In her quest, she attended the </i></b> </span><span class="Apple-style-span" style="font-family: inherit;"><b><i> </i></b></span><st1:placename w:st="on"><span class="Apple-style-span" style="font-family: inherit;"><b><i>Wharton</i></b></span></st1:placename><span class="Apple-style-span" style="font-family: inherit;"><b><i> </i></b></span><st1:placetype w:st="on"><span class="Apple-style-span" style="font-family: inherit;"><b><i>School</i></b></span></st1:placetype><span class="Apple-style-span" style="font-family: inherit;"><b><i> at the </i></b></span><st1:place w:st="on"><st1:placetype w:st="on"><span class="Apple-style-span" style="font-family: inherit;"><b><i>University</i></b></span></st1:placetype><span class="Apple-style-span" style="font-family: inherit;"><b><i> of </i></b></span><st1:placename w:st="on"><span class="Apple-style-span" style="font-family: inherit;"><b><i>Pennsylvania</i></b></span></st1:placename></st1:place><span class="Apple-style-span" style="font-family: inherit;"><b><i> where she confronted the question of what she could be when she grows up. [Note: the minefield of expectations (see later reference to the “Hurt Locker”) from which we choose is littered with false negatives and false positives – we are neither capable of “being anything we want to be” nor necessarily limited by outmoded stereotypes.]<o:p></o:p></i></b></span></div><div class="MsoNormal"><span class="Apple-style-span" style="font-family: inherit;"><b><i><br />
She took a course on social psychology that changed her life. No one had ever said that a blind person couldn’t be an experimental psychologist [although I’m sure that it was not on the top of anyone’s suggested career list for blind students, even at Wharton] so she asked to be a lab assistant for the course. An experiment was created utilizing her somewhat unique situation that compared how subjects regarded feedback received from a blind person vs. that received from a sighted person. The experiment failed but had the pleasant outcome of launching her on her career path.<br />
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For one thing, it was the first time that her blindness was perceived as an asset. She chose [if you’ll pardon me for using that word] to become a researcher of the role that choice plays in our life.<br />
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In her view, choice is the tool we wield when we come up against our limitations. We want to choose our way to happiness, but in reality, choice isn’t everything.<br />
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She feels that she took advantage of the career choice that became available to her because she knew what her true limitations were. She didn’t have the same career choices as a sighted person, and, in that sense, it made her decision easier.<br />
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At the same time, she felt that her physical limitations placed a higher premium on her choice – she couldn’t afford to choose on a whim. The language of limitations, and presumably the how she coped with it, became second nature for her.</i></b> </span><b><i> </i></b><span class="Apple-style-span" style="font-family: inherit;"><b><i><o:p></o:p></i></b></span><br />
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<div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: left;"><b><i><span class="Apple-style-span" style="font-style: normal; font-weight: normal;"><b><i><o:p><span class="Apple-style-span" style="font-style: normal; font-weight: normal;"><b><i><span class="Apple-style-span" style="font-style: normal; font-weight: normal;"><b><i><span class="Apple-style-span" style="color: blue;">We Don’t Know What We Want:</span></i></b></span></i></b></span></o:p></i></b></span></i></b></div><div class="separator" style="clear: both; text-align: left;"><b><i><span class="Apple-style-span" style="font-style: normal; font-weight: normal;"><b><i><o:p><span class="Apple-style-span" style="font-style: normal; font-weight: normal;"><b><i><br />
</i></b></span></o:p></i></b></span></i></b></div><div class="separator" style="clear: both; text-align: left;"><b><i><span class="Apple-style-span" style="font-style: normal; font-weight: normal;"><b><i><o:p><span class="Apple-style-span" style="font-style: normal; font-weight: normal;"><b><i><span class="Apple-style-span" style="font-style: normal; font-weight: normal;"><b><i><span class="Apple-style-span" style="color: blue;"></span></i></b></span>Her thesis is that we can take the most advantage of our choices by acknowledging the limits of those choices. We believe that we’re experts in knowing what we want, so more choice is therefore better.</i></b></span></o:p></i></b></span></i></b></div><div class="separator" style="clear: both; text-align: left;"><b><i><br />
</i></b></div><div class="separator" style="clear: both; text-align: left;"><b><i><span class="Apple-style-span" style="font-style: normal; font-weight: normal;"><b><i><o:p><span class="Apple-style-span" style="font-style: normal; font-weight: normal;"><b><i></i></b></span></o:p></i></b></span>But do we know what we actually like? Do we even know whom we find attractive, a choice that would seem obvious, ingrained and immutable? She cited an experiment in which students had to select between two photos of reasonably comparably attractive people, such as:</i></b></div><div class="separator" style="clear: both; text-align: center;"><a href="http://media.hollyscoop.com/Images/PGImages/11826386---scarlett_johansson_spl59505.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="200" src="http://media.hollyscoop.com/Images/PGImages/11826386---scarlett_johansson_spl59505.jpg" width="133" /></a></div><br />
<div class="separator" style="clear: both; text-align: center;"><a href="http://cdn.sheknows.com/celebsalon/2009/08/angelina-jolie-long-sexy-hairstyle-august-09-665x1024.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="200" src="http://cdn.sheknows.com/celebsalon/2009/08/angelina-jolie-long-sexy-hairstyle-august-09-665x1024.jpg" width="129" /></a></div><b><i><br />
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</div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><span class="Apple-style-span" style="font-family: inherit;"><b><i> Subsequently, the subjects were asked to explain their choices. The experimenters, however, had switched the pictures. In other words, a subject may have initially selected A over B, but later was told that they had selected B, whereupon they proceeded to explain why they had do so in preference to A, when in fact they had not. [Note: I think that the mark of an excellent presentation is one that answers lots of questions yet raises many more. (At least it helps keep me awake and engaged.) I would love to know what percentage of subjects couldn’t remember or were easily influenced into false memories, something that I am certain would never happen to any regular reader of this blog!]</i></b> </span><b><i> </i></b><span class="Apple-style-span" style="font-family: inherit;"><b><i><o:p></o:p></i></b></span></div><div class="MsoNormal"><b><i><br />
</i></b></div><div class="MsoNormal"><b><i><span class="Apple-style-span" style="font-family: inherit;"><b><i>Net net, we all [well, maybe you.] have trouble remembering and reconstructing our preferences after the fact, even on a very basic level, as in how we would like to continue to propagate our species.<br />
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Of course, as Professor Iyengar put it, this phenomenon also happens with “important” choices. In another experiment, she tracked college students during their graduation year. They were asked about their job preferences and attributes at several points during that year. She found that they kept changing their minds to the extent that the correlation of their choice at the beginning of the experiment in September to their choice at the end in May was 0.15. In other words, next to none. [Note: it would be interesting to have asked the students whether they recalled their earlier choices and whether they thought that they were being, inaccurately, consistent, or whether they recognized their changes in preference.]</i></b> <br />
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If she is correct that we don’t actually know what we want [or it keeps changing even when we think our preferences are immutable] are we better off getting what we want or wanting what we get? [Note: perhaps her research points to the answer to that age-old musical lament: I Can’t Get No Satisfaction. Maybe Mr. Jagger should just be satisfied with what he has, which I’m sure is plenty, in any case.]</i><br />
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Professor’s Iyengar’s initial remarks implied that our choices are somewhat random or not well-grounded, even though we consider them to be the product of careful thought and deliberation. She next set forth a framework that, in my mind, showcases the human condition in an even less-flattering light. </span> </span><span class="Apple-style-span"> </span><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span"><o:p></o:p></span></span></i></b></div><div class="MsoNormal"><b><i><br />
</i></b></div><div class="MsoNormal"><span class="Apple-style-span" style="font-family: inherit;"><b><i><span class="Apple-style-span" style="color: blue;">We Let Others Decide for Us:</span><o:p></o:p></i></b></span></div><div class="MsoNormal"><b><i><br />
</i></b></div><div class="MsoNormal"><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><span class="Apple-style-span" style="font-family: inherit;"><b><i>She shifted into a discussion about how choices reflect back on the person who made those choices. Our society, and by extension, each of us, associates choice with freedom – in other words, choosing is perceived as an act of freedom.<br />
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We therefore use choice as a means of self-definition: by asking ourselves what we want, we are asking: Who are we? What should I choose? <br />
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We try to express ourselves through our choices in order to assert our individuality and distinctiveness. But this self-expression can actually be an obligation rather than a freely selected “choice.” As an example, Professor Iyengar cited an episode involving her husband. She had gone to the Apple Store to purchase an iPhone for him. He was quite emphatic that he wanted a black one, allegedly due to certain characteristics of a black phone, such as being less likely to show dirt and scratches. While she was in line, he rushed into the store to find her and tell her that he had changed his mind to white. His rationale apparently was that everyone else is buying black; therefore he needed to purchase an iPhone of a different color. </i></b> </span><b><i> </i></b><span class="Apple-style-span" style="font-family: inherit;"><b><i><o:p></o:p></i></b></span></div><div class="MsoNormal"><div class="separator" style="clear: both; text-align: center;"><a href="http://www.hongkiat.com/blog/wp-content/uploads/iphone-3g.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="193" src="http://www.hongkiat.com/blog/wp-content/uploads/iphone-3g.jpg" width="200" /></a></div><span class="Apple-style-span" style="font-family: inherit;"><b><i><br />
She sees a similar phenomenon among patrons who order food and drink in restaurants – they do not want to be seen as copycats. Therefore, if someone else selects the item they had originally intended to order, they will often either change their original preference or feel the need to justify it on the basis of having made their decision prior to the other patron’s disclosure of their order. [Note: is our self-esteem so delicate that we would be considered feeble-minded to say about a fellow diner’s order, “Gee, that sounds good. I’ll have the same!”? Apparently so.]<o:p></o:p></i></b></span></div><div class="MsoNormal"><b><i><br />
</i></b></div><div class="MsoNormal"><span class="Apple-style-span" style="font-family: inherit;"><b><i>Professor Iyengar characterized this behavior as the Drinker’s Dilemma – in situations where patrons at selected tables secretly wrote down beer orders, overlap often occurred among the orders, as would be expected. These patrons, however, were generally more satisfied with their beer-guzzling experience than patrons who had given their orders out loud. The exceptions among the publicly-announcing patrons were those who had ordered first.<o:p></o:p></i></b></span></div><div class="MsoNormal"><div class="separator" style="clear: both; text-align: center;"><a href="http://www.drinkoftheweek.com/blog/wp-content/uploads/2007/06/beer.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="133" src="http://www.drinkoftheweek.com/blog/wp-content/uploads/2007/06/beer.jpg" width="200" /></a></div><b><i><br />
</i></b></div><div class="MsoNormal"><span class="Apple-style-span" style="font-family: inherit;"><b><i>In other words, if someone who orders before me selects the brand of beer I was planning to quaff, I will deliberately “choose” a sub-optimal outcome of a malt beverage of less preference simply to avoid the appearance of aping my fellow patron. Scary.<o:p></o:p></i></b></span></div><div class="MsoNormal"><b><i><br />
</i></b></div><div class="MsoNormal"><span class="Apple-style-span" style="font-family: inherit;"><b><i>Please note the definition of “aping” in Merriam-Webster: “to copy closely but often clumsily and ineptly.” Well, of course, who would want to be accused of such behavior? It calls to mind the episode of “Seinfeld” in which our eponymous hero proclaims loudly, “I am not an animal!” Apparently, according to Professor Iyengar’s research, ordering the same beer as my drunken buddy constitutes disqualification from the Homo sapiens club!<o:p></o:p></i></b></span></div><div class="MsoNormal"><b><i><br />
</i></b></div><div class="MsoNormal"><span class="Apple-style-span" style="font-family: inherit;"><b><i>Again, the question of choice seems to be less about what do I want and more about who am I and what do I know. We think of choice as a way to individuate ourselves. In this construct, we never choose alone. Choice is a means of communication, consciously or unconsciously. They constitute gestures that are interpreted by people around us.<o:p></o:p></i></b></span></div><div class="MsoNormal"><b><i><br />
</i></b></div><div class="MsoNormal"><span class="Apple-style-span" style="font-family: inherit;"><b><i>In this process of self-definition and signaling to those around us, we want people to see us as unique individuals, but not as outcasts. [Note: this was one of the key insights of the evening. It’s obvious in retrospect, but that simply speaks to its insightfulness.]<br />
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Professor Iyengar, in conjunction with Professor Dan Ariely of Duke, had done a study of choices of baby names and neckties. In general, they fell into three categories: plain, a little unique and bizarre.<br />
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Preferences generally seemed to be for unique, with a general avoidance of bizarre. [Note: is this a tautology? Generally by definition, very few of us want to be viewed as “bizarre.” Similarly, behavior with which we would not want to be associated we would characterize as “bizarre.” Which comes first, the behaviorial chicken or the characterizational egg?]</i></b> </span><b><i> </i></b><span class="Apple-style-span" style="font-family: inherit;"><b><i><o:p></o:p></i></b></span></div><div class="MsoNormal"><b><i><br />
</i></b></div></span></span><span class="Apple-style-span" style="color: #333333;"><span class="Apple-style-span" style="line-height: 18px;"><span class="Apple-style-span" style="font-family: inherit;"><b><i>When asked to characterize themselves and their choices, subjects saw themselves as having more of a preference for unique choices than other people. [Note: does this mean that we are all “special.”] But at the same time, they generally liked the same things as everyone else.<br />
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In summary, we all aspire to be unique – but we also want our choices to be understood by those around use. Achieving that societal positioning requires balancing the fine line between unique (“good”) and bizarre (“weird”).<br />
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In order to choose, we each have to answer for ourselves questions including: Who am I? What does that person want? What should that person choose? What would other people choose so as to be different, but not too different?</i></b> </span><b><i> </i></b></span></span><br />
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Professor Iyengar seemed to imply that these sorts of calculations often resulted in answers that differed from our “real” and unencumbered choices – presumably the choices we would have made if no one were watching? [Note: remember her earlier research that indicated we don’t actually know what we want, although we think we do.] This sort of dissonance can result in our choice of things we didn’t really want and ending up being dissatisfied [Note: but wasn’t that by our choice? About this time, I feel the need to choose an aspirin!]<br />
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<span class="Apple-style-span" style="font-family: inherit;"><b><i>[Note: I am reminded here of a characterization of winning in the stock market – the best choice of a stock is not the company that YOU think is the best;</i></b></span><br />
<div class="separator" style="clear: both; text-align: center;"><i style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="150" src="http://www.addamsfamily.com/addams/tickertape2.jpg" width="200" /></i><a href="http://www.addamsfamily.com/addams/tickertape2.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><b></b></a></div><b><i>it’s the company that you think EVERYONE ELSE thinks is the best!]</i></b><br />
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<div class="MsoNormal"><b><i>Summarizing the presentation so far: </i></b><b><i>We don’t really know what we want, although we think we do. We are also willing to make choices that we think will impress or influence those who are aware (or even care!) about our choices. Could it get any worse?<o:p></o:p></i></b></div><div class="MsoNormal"><b><i><br />
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<b><i><span class="Apple-style-span" style="color: blue;">Let's Add More Choices, Just Because We're So Good at Choosing</span></i></b><br />
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</i></b></div><div class="MsoNormal"><b><i>Of course, because Professor Iyengar went on to demonstrate that the process of choicing is further complicated by the explosion of choice. [Remember, since we think we are free-thinking actors and choice is an expression of our individuated special selves, more choice is better as it gives us more opportunity to express ourselves, especially in the purchase of items we didn’t need in the first place!]<br />
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She cited the exponential growth of the number of items in a typical grocery store from 3,700 to 45,000 [Note: sorry, I missed the time frame, but even such growth since the emergence of the modern supermarket would be pretty impressive.]<br />
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She apparently became interested in the implications of this sort of phenomenon during graduate school at </i></b> <st1:placename w:st="on"><b><i>Stanford</i></b></st1:placename><b><i> </i></b><st1:placetype w:st="on"><b><i>University</i></b></st1:placetype><b><i> in northern </i></b><st1:state w:st="on"><st1:place w:st="on"><b><i>California</i></b></st1:place></st1:state><b><i>. She found herself going into a local grocery store with lots of choices in a variety of product categories, yet she noticed that she often came out empty-handed. She asked the manager if people were taking advantage of the multiplicity of choices and buying things, such as a selection from among the store’s 348 kinds of jam. <o:p></o:p></i></b></div><div class="MsoNormal"><b><i><br />
</i></b></div><div class="MsoNormal"><div class="separator" style="clear: both; text-align: center;"><a href="http://www.dadcando.com/Doing/FunGames/Images/Jam-In-Jars-425.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="http://www.dadcando.com/Doing/FunGames/Images/Jam-In-Jars-425.jpg" width="198" /></a></div><b><i>Professor Iyengar decided to use jam, an innocuous product, to test the impact of choice on consumer purchases. She and her team set up a tasting station near the entrance to stop customers on their way in to the store and offer them a selection of either 6 or 24 flavors of jam. They then tracked the proportion of incoming customers who stopped at their station to sample some jam and those who subsequently purchased jam, identified through special coupon designed to track sales.<br />
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The results were that more people stopped at the table if there was a higher selection - 60% of incoming customers decided to check out a sampling of 24 flavor, while only 40% of customers paused to inspect a selection of 6 flavors. [Note: obviously, customers were presented with one selection or the other as the contrasting sample sets were never presented simultaneously.]</i></b> <b><i><o:p></o:p></i></b></div><div class="MsoNormal"><b><i><br />
</i></b></div><div class="MsoNormal"><b><i>The plethora of choices, while encouraging customers to stop, had the reverse effect on their propensity to purchase. When there were 24 choices – only 3% of customers subsequently bought jam while 30% of thosre presented with the relatively meager selection of 6 flavors ended up making a purchase.<br />
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In summary, while having more options is viewed by consumers as being initially more attractive, they are conversely more likely to choose from among a few selections than from a lot of options.<br />
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Professor Iyengar has hypothesized that our cognitive capabilities are overwhelmed when we have to do the math of comparing and contrasting numerous options. How many choices can we handle? According to a gentleman named George Miller (whose bona fides I did not catch), we are limited to what he calls The Magical Number: Seven plus or minus two. We are restricted by our limited capacity to store information in the DRAM active memory of our brain. As a result, when confronted with too many choices to easily process and from which to make a selection, we default to the “no choice” option and decline to choose at all.<br />
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She cited the example of declining participation in corporate 401(k) plans that directly correlate to the increased number of fund options – bonds, stocks, emerging markets, oil & gas industries, pharmaceuticals, junk bonds, etc., back in the day when people actually harbored a hope that they could provide for their retirement through prudent investing. </i></b> <b><i><o:p></o:p></i></b></div><div class="MsoNormal"><b><i><br />
Regardless of domain, as the number of options increases, people delay or choose things that are worse for them. [Note: I suppose that, as the number of choices increases, the opportunity for sub-optimal selection increases even faster. If I have two choices, assume one is better than the other. If I now have 10 choices, I’ve increased my pool of options by 400%, but the number of sub-optimal choices has increased by 800% from one bad choice to nine potentially bad choices.]<o:p></o:p></i></b></div><div class="MsoNormal"><b><i><br />
</i></b></div><div class="MsoNormal"><b><i>Even when we make the “correct” choice, we are often less satisfied, presumably because we are fretting about whether a different choice would have been preferable.<br />
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So how do we deal with a situation in which we have to know ourselves and what we want, compounded with multiplicity of choices? Professor Iyengar posits that people get better at choosing with practice. For example, we can acclimate ourselves to choosing from a wide selection of options.<br />
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She cited the example of German car buyers who, on the plus side, are able to custom-design their own automobiles. On the negative side, that means making 67 separate decisions across the range of trim, engine, body paint, etc., with each decision having between 4 and 56 options each – such as a selection of audio options including satellite radio, in-dash CD player, 8-track tape player [OK, maybe not that one.], etc.<br />
</i></b> <b><i><o:p></o:p></i></b><br />
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</i></b></div><div class="MsoNormal"><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><b><i>Her team did not change the substantive options themselves, but tested the impact of how the choices were structured. Their first approach was to “Start Deep” – begin with decisions requiring choosing from among many options (let’s say 56) and proceeding to decisions with fewer options, such as 4.<br />
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They also tested the reverse “Start Shallow” approach – start with a smaller number of choices and progress to decisions involving larger numbers of choices.<br />
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In each case, the number of total decisions and choices remained the same – they simply changed the order of presentation. Yet they found that the differing frameworks of choices had profoundly different impacts on ability of consumers to wend their way through the labyrinth of self-definition through personalized expression on the Autobahn.<br />
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Starting shallow seems to enable consumers to become acclimated to the process of sorting through choices and making decisions. By easing them into the process, the auto retailer was in effect teaching the consumers to get comfortable with forming preferences. As Professor Iyengar phrased it, “learning to figure out what I want.” [Note: how many of us will voluntarily admit in mixed company that, not only do we not know what we want, but that we don’t know how to figure out what we want?]<br />
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In other words, they experienced less decision fatigue than if they started deep with multiple choice decisions, in which case, decision fatigue kicked in sooner.<br />
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Not only that, but those who started shallow scored higher on every measure of satisfaction with the outcome. Net net, a more pleasant process and a perceived higher quality outcome.<br />
<br />
Conclusions of this sort are not of interest only to pointed-headed academics (I’m just checking to see who’s reading this!). Armed with this knowledge, we can re-orient our behavior to conform with our heretofore unknown cognitive limitations and preferences. For example, Professor Iyengar felt that, when shopping, we tend to start with the stores that have the most options. We are probably better off starting with stores that have fewer options and working our way up to the more complicated stores – a tall Cinnamon Dolce Frappuccino Light Blended Coffee, anyone?</i></b> <b><i><o:p></o:p></i></b></div><div class="MsoNormal"><div class="separator" style="clear: both; text-align: center;"><a href="http://assets.starbucks.com/assets/dec4379592e44ac59bac1f8d693b238e.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="http://assets.starbucks.com/assets/dec4379592e44ac59bac1f8d693b238e.jpg" width="167" /></a></div><b><i><br />
Another terrific coping mechanism she discussed was that of “categories” that enable our minds to differentiate sets of choices, presumably by grouping choices so that we are not necessarily making a multitude of individual choices but are filtering groups of choices instead.<br />
<br />
She cited a wine store called Best Cellars. While it addresses the excess choice issue by only having 100 selections of wine, its true innovation seems to be in having created 8 categories of wine from which patrons can make their selections - fizzy, fresh, soft, etc. Once a category has been selected, one presumably then chooses a wine from among those that fit that category.</i></b> <b><i><o:p></o:p></i></b></div><div class="MsoNormal"><b><i><br />
</i></b></div><div class="MsoNormal"><b><i>In broad terms, categorization enables you to learn more about yourself and what you want – in other words, it helps you to choose. [Note: an interesting circle – you choose in order to define yourself; knowing yourself helps you to choose.]<br />
</i></b><br />
<b><i><span class="Apple-style-span" style="color: blue;">Meaningful Decisions (or, Maybe Hobson Was Right):</span></i></b><br />
<a href="http://images.rottentomatoes.com/images/movie/custom/45/1203845.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="http://images.rottentomatoes.com/images/movie/custom/45/1203845.jpg" width="128" /></a><b><i><br />
Professor Iyengar then switched gears entirely to a much more profound discussion about the concept of choice. She argued that we can’t or shouldn’t always want to choose, that there are some choices that we’re not prepared to make or would want to prepare ourselves to make. She felt that we may be confronted by what she called “choosing domains” – that an obligation to choose requires that we choose as often as possible. This issue was encapsulated by her question: if you had to make a life-altering choice where no options were desirable, would you want to have to make a choice?<br />
<br />
She gave the example of a baby born with a cerebral hemorrhage. The choice to be made was to remove life-support from the infant, leading to death, or to wait. The outcome of the latter would range somewhere between death and life in a vegetative state.<br />
<br />
She illustrated the perils of the implications of choosing by comparing parents in Paris and Chicago. In all cases, life support was removed and babies died. The difference in the framework of choice was that, in </i></b> <st1:city w:st="on"><b><i>Paris</i></b></st1:city><b><i>, the doctors decided, while in the </i></b><st1:country-region w:st="on"><st1:place w:st="on"><b><i>U.S.</i></b></st1:place></st1:country-region><b><i>, the parents made the choice. [Note: again, I found her presentation compelling because it raised additional questions: haven’t the doctors essentially done the choosing in each case by the way they framed the question and making the choices so stark? If I give you the choice of bad option A or bad option B, which includes A with some worse stuff thrown in, I’ve basically guided you towards option A.]<o:p></o:p></i></b></div><div class="MsoNormal"><b><i><br />
</i></b></div><div class="MsoNormal"><b><i>The parents were the subject of a follow-up study six months later, and significantly different outcomes were found among the parents centered on the issue of who had made the life-or-death decision. The findings were that the American parents were more depressed than the French parents, who were more likely to have moved on with their lives, perhaps even to the extent of planning for other children.<br />
<br />
In looking back at this experience, the study found that the French parents focused primarily on the experience of the baby and the place it held in their memories. The American parents’ memories were focused on the choice that they had been required to make. Under those circumstances, the French parents could understandably have taken some solace from the introduction of a new life into the world, albeit briefly, while there seems to have been little upside to American parents endlessly revisiting their choice of horrendous option A and even worse option B.<br />
<br />
Interestingly, the parents were also asked their opinion of the framework of choice that they had experienced. When asked if they would have preferred about reversal of choosers, each set of parents felt that the appropriate parties had been given the responsibility of making the choice. The French parents felt that the doctors were in a better position to choose. They did not, however, seem eager to make the choice in any case. The American parents, on the other hand, felt that it was their duty to choose, but felt trapped by this choice. </i></b> <b><i><o:p></o:p></i></b></div><div class="MsoNormal"><b><i><br />
If choosing is supposed to set us free, why do we allow ourselves to become slaves of choice?<br />
<br />
As a society, we reject the language of limitations – we want to be able to choose, or at least, so we think. In viewing our lives as objectively as possible, we sometimes might be better off to say that we CAN’T choose. After all, not every opportunity to choose is an opportunity to improve our lives. [Note: that’s true, but everything is relative. Choosing between two negative outcomes is still an opportunity to improve the net quality of our lives. Living with the burden of having made that choice, however, can understandably outweigh the perceived benefit of choice and control.]<br />
<br />
Choice is a powerful tool – it enables us to go from who we are to who we want to be. All the same, however, it doesn’t solve all of our problems or fulfill all of our needs. Sometimes it’s too much.<br />
<br />
Another wonderful insight from Professor Iyengar: To get the most of out of choice, we have to get choosy about when we choose. [Note: the concept of meta-choice – choosing when we want to choose – therefore becomes a fundamental guiding principle of our lives.]<br />
<br />
She played a brief clip from the Oscar-winning move “Hurt Locker” showing the protagonist dealing with a situation where he has to make lots of decisions and there are a multitude of choices among which to decide. The contrast she was illustrating was that the hero makes decision after decision with calm in </i></b> <st1:country-region w:st="on"><st1:place w:st="on"><b><i>Iraq</i></b></st1:place></st1:country-region><b><i> when he is confronted with life-and-death situations. But upon his return to the </i></b><st1:country-region w:st="on"><st1:place w:st="on"><b><i>U.S.</i></b></st1:place></st1:country-region><b><i>, he is paralyzed by the choice of cereal in a grocery store. As a result, he apparently returns to </i></b><st1:country-region w:st="on"><st1:place w:st="on"><b><i>Iraq</i></b></st1:place></st1:country-region><b><i> to resume his earlier mission of defusing and destroying hidden bombs, in other words, to restore meaning to his choices.<o:p></o:p></i></b></div><div class="MsoNormal"><b><i><br />
We begin to believe that all of our choices are important to us. We must focus on the choices that really matter. In that way, we can balance our hopes and desires with clear eye on our limitations.<br />
<br />
<span class="Apple-style-span" style="color: blue;"> Questions from the audience: </span></i></b><br />
<b><i><br />
</i></b><br />
<b><i>Q: how do we let others choose? For example, Obama’s health-care insurance bill received Congressional approval this week. An issue seemed to be that of choosing between the government or insurance companies making decisions regarding our health.<br />
<br />
A: In the West, we value our freedom. Under the status quo, we had the perceived freedom to choose our insurance company, who would then make choices about our health.<br />
<br />
Q from me: her earlier example of students and career preferences indicated that students convinced themselves that they were happy with their choices, while the beer drinkers were less than happy because another tippler had ordered the brew which they actually preferred. When do we rationalize our choices and when do we grouse about them?</i></b> <b><i><o:p></o:p></i></b></div><div class="MsoNormal"><b><i><br />
A: Her study indicated that students were happiest when they believed that what they got was what they wanted. She differentiated between maximizers, who seek more choices, and satisficers, who are more willing to be less thorough. Apparently, the students who were maximizers got more offers, as would be expected. The outcome, however, was that they were less happy with their ultimate choice, presumably due to concerns that a different choice would have been preferable.<br />
<br />
Furthermore, even if one had such tendencies, it’s not practical to attempt to maximize on every decision with which we are confronted – there are simply too many decisions and choices. In many situations, we’re just going to have to be satisfied to be a satisficer.</i></b> <b><i><o:p></o:p></i></b></div><div class="MsoNormal"><b><i><br />
Q: people own what they choose. People don’t resist change, they resist being changed.<br />
<br />
A Going from zero choice to some choice is enormously powerful. Therefore, we don’t want to get rid of choice, we just need to manage it.</i></b> <b><i><o:p></o:p></i></b></div><div class="MsoNormal"><b><i><br />
</i></b></div><div class="MsoNormal"><b><i><span class="Apple-style-span" style="color: blue;">Author’s Summary:</span> The act of choosing has a myriad of implications. It connotes freedom. It gives us an opportunity to define ourselves. At the same time, it is fraught with negative implications. I can’t choose because it’s too complicated. I can’t choose because the consequences are too severe? What if we make the wrong choice and I’m unhappy? Or people think we’re bizarre? <o:p></o:p></i></b></div><div class="MsoNormal"><b><i><br />
</i></b></div><div class="MsoNormal"><b><i>The good news is that we can train ourselves to both recognize the choice frameworks we are given and decide how, or even whether, we choose to choose. A trivial example: if I can’t decide between the ribs and the fish & chips, I might as well choose at random. It’s not likely that I’m going to get any additional information that will help me decide. And, what’s the worse than can happen? To the contrary, what’s the best that can happen – making the right choice is likely to only have minimal impact on my long-term well-being, so why expend what few neurons I have left agonizing. Furthermore, I am trying to train myself to live with that decision – even if the choice turns out poorly, let’s not have a nervous breakdown over it. It doesn’t really matter, and besides, the other choice could have been worse.<o:p></o:p></i></b></div><div class="MsoNormal"><b><i><br />
</i></b></div><div class="MsoNormal"><b><i>When I chatted with Professor Iyengar about this issue during the reception, she said that she allows her husband to make menu selections for her because, for whatever reason, it’s more important to him than it is to her. <o:p></o:p></i></b></div><div class="MsoNormal"><b><i><br />
</i></b></div><div class="MsoNormal"><b><i>Now, that’s a woman who knows how to choose!</i></b><o:p></o:p></div>Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com7tag:blogger.com,1999:blog-22348972.post-88701343265509080022010-03-14T20:24:00.000-04:002010-03-14T20:24:05.549-04:00Media Summit 2010: Interview with Arthur Sulzberger, Jr., and Janet Robinson, of the New York TimesPaul Bascobart, the president of Bloomberg BusinessWeek, started off the second day of the 2010 Media Summit, Thursday, March 11, by indicating that today’s sessions were going to be more print-oriented, as opposed to yesterday, which had been more television and video-centric. He introduced James Ellis (henceforth to be referred to as E), the assistant managing editor of Bloomberg BusinessWeek, who was going to be interviewing Arthur O. Sulzberger, Jr. (referred to below as A), Chairman, The New York Times Company & Publisher, The New York Times, and Janet L. Robinson (noted below as J), President and Chief Executive Officer, The New York Times Company.<br />
<br />
E: The New York Times is engaged in looking at new methods of delivery and involved in a search for a new business model. Among the media properties of the New York Times Company, the focus of the morning’s discussion would be on the challenges faced by the New York Times (NYT) - America’s premier media brand. In its160-year history, it has shown a tremendous ability to change, creating hope that it can do so again.<br />
<br />
What does the NYT brand mean and how much of an advantage does it provide in dealing with the necessary changes?<br />
<br />
A: He doesn’t believe that everything is changing, i.e., that up is down and vice versa. The challenge is converting what the NYT does so well to a whole new way of operating. This challenge goes beyond adapting to the new formats.<br />
<br />
Instead, the real challenge is that of keeping the brand promise for all of its brands as they accelerate through the digital transition. Brand is critical as long as you don’t allow it to handcuff you. It’s not how people get info, but the quality of the news & info, and the integration of reporting into the social web.<br />
<br />
E: The NYT brand is so closely associated with print – does that handcuff the brand?<br />
<br />
J: It is an advantage to have the strength of the brand name. We can continue to endear ourselves to those who are loyal to the print product while developing loyalty with new users in the new formats.<br />
<br />
The key to the NYT’s brand differentiation is its strong commitment to quality. People understand and applaud what they have done as we transition into a web format.<br />
<br />
E: When people think about older brands on the web, they get tripped up on the distinction between journalism and content. Is it a more difficult challenge for a brand based on quality journalism to move into the content arena?<br />
<br />
J: If we looked at the transition as simply to digital, as with a generic “newspaper.com,” then it would be a problem. The entire experience has to be extremely rich; it’s not just about transferring articles to a web format. The NYT invested early in the web, as far back as 1994-95; we embraced it as an opportunity, not a threat. There is no denying that it’s part of our future. Thanks to those efforts, we became the #1 newspaper website and the #5 overall news & info site early.<br />
<br />
A: We recognized early that there was a lot that we didn’t know. J spearheaded the creation of a research & development department to provide a little more direction for the future.<br />
<br />
E: When media companies refer to themselves as being platform-agnostic, it raises the ire of journalists.<br />
<br />
A: That approach is positive because we can’t define ourselves by method of distribution. Otherwise, we would still be using pigeons. The New York Herald foresaw the death of newspapers in 1850 due to the advent of the telegraph. <br />
<br />
We are platform-agnostic because we care about journalism, which creates a valued audience, which we sell to advertisers.<br />
<br />
The iPad and the Kindle are critical parts of our future<br />
<br />
E: How is the condition of the economy changing the need for the transition – is it making it faster?<br />
<br />
J: The need for change is faster due to the economy, consumer trending and changing habits. As a result, the advertiser has become very careful in spending money. Lots of dollars were held back recently. More recently, people are recognizing an opportunity to capture market share, so there is an increased interest in getting their message out and choosing methods that work for them.<br />
<br />
E: Is there a long-term decline in trend for ad spending?<br />
<br />
J: There has to be a commercial marketplace. People have to get their messages out in order to sell goods and services. The speed of the ad recovery, however, is still to be determined, although we are starting to see people have strong interest in gaining share.<br />
<br />
The history of recessions is that people who come out early can steal market share.<br />
<br />
E: Historically, they have been investing during tough periods. Was this recession different?<br />
<br />
J: We have continued to invest. We have done some cost restructuring also. We have invested in journalism, technology and our digital future. <br />
<br />
The cost cutting was in the newspaper distribution and production side of the business. We needed to be a more productive and efficient operation. One could ask: Why not do that earlier? A crisis should not be wasted.<br />
<br />
We also looked at our portfolio carefully and divested non-core properties.<br />
<br />
E: Managers presumably understand cost cutting, but how about journalists? How do you communicate that message to the editorial side?<br />
<br />
A: It wasn’t hard to communicate that because Bill Keller and the newsroom saw the painful work being done on the business side where the numbers shrank dramatically. Also, we are being selective in hiring but bringing in new people on the editorial side.<br />
<br />
J: Newsrooms understand that there has to be a constant re-evaluation of resources. At the same time, quality journalism can’t be created without a healthy business operation.<br />
<br />
Over all, the understanding between the editorial and the business sides is the best it’s ever been.<br />
<br />
E: Did you think that digital would change the business this much and this quickly?<br />
<br />
A: Everyone recognized the opportunity – get news and information out regardless of the location of the printing presses – we can now serve people at enormous distances.<br />
<br />
The speed of the challenge, however, has moved faster than expected. <br />
<br />
We are now moving into the secondary and tertiary phases – the social media phase. We are becoming parts of conversations happening all around us, not through us. This will require us to have a new mindset.<br />
<br />
E: Is this a net plus?<br />
<br />
A: It’s a net plus if you get it right<br />
<br />
What are the best ways to keep a quality audience growing and keep them engaged with what we do? If it requires being on Facebook, then we have to be on Facebook.<br />
<br />
E: The media is used to one-way conversations. The ability to have two-way conversations is exciting, but how do we preserve what is worthwhile to us and our advertisers?<br />
<br />
A: The challenge is what to do about a two-way conversation that doesn’t include you. How do you make your information part of the conversation?<br />
<br />
E: Let’s look at the old-media, traditional part of the business. Newspapers are challenged. Advertisers are looking at how they want to play the recovery. Will the end of the year look better for newspapers in general?<br />
<br />
J: Everyone in our newspaper business has embraced the internet as a wonderful opportunity [Note: seems a little late.]<br />
<br />
E: Who is your guide for managing through a bad economy?<br />
<br />
J: Industries that restructured their traditional businesses in order to invest in new technology. Our peer group is still committed to quality – Washington Post, Financial Times, Conde Nast.<br />
<br />
New companies like Facebook and Twitter are good at reading consumer trends.<br />
<br />
E: Do we need to stop thinking about media so much as being ad-supported?<br />
<br />
J: Yes. Our circulation revenue base has grown to 40% of total revenue.<br />
<br />
Diversified revenue streams are good for the company in the long term. We put a lot of deliberation to our decision to go into a pay model for the website in 2011. We looked at lots of pay models in terms of their impact on our audience and our advertisers, and the willingness of consumers to pay for content.<br />
<br />
We settled on a metered model – we think that we have found a balance for the appropriate amount of free and paid content. We feel there is an opportunity to gain a good deal of revenue from this pay model.<br />
<br />
It takes this period of time to get everything right, so we had to announce this way before our launch date.<br />
<br />
E: Lessons from Times Select?<br />
<br />
A: People were willing to pay for content. Later, since digital advertising was skyrocketing, we took down the pay wall in order to take advantage of ad revenue opportunities.<br />
<br />
The new pay wall is due to recent changes – it shows the power of testing and adapting. Will a pay wall be the right thing 10 years from now? Don’t know.<br />
<br />
E: Murdoch and others are trying to deal with content aggregators. How do you feel about aggregators?<br />
<br />
A: We can’t put all content aggregators in the same box. There’s a contrast between fair use and theft. Google is a powerful part of our ecosystem and we work with them well. Other sites lift content and don’t even link back to us – that’s theft.<br />
<br />
E: How about new devices – are they trying to figure out the ad model so that ads work as well as on existing formats?<br />
<br />
J: It’s early to predict the ad experience on the new devices. Ads will have an important role – it may be similar to web format or it may be comparatively different. <br />
<br />
Media companies are working on making the content experience enjoyable – there is an opportunity for marketers to do the same for ad experiences. Advertisers have taken advantage of video and larger ad formats online.<br />
<br />
The NYT R&D lab has been a useful place to bring advertising agencies and clients to show them future advertising opportunities. We had created the lab in order to be in the forefront of technology changes.<br />
<br />
Furthermore, the NYT was the first company to integrate our print and digital efforts in both content and advertising.<br />
<br />
E: Carlos Slim has a 6.5% ownership of the NYT Company. What about others who want to participate in ownership in this family-controlled company?<br />
<br />
A: People who want to participate with the NYT can be shareholders [albeit of non-voting stock]. We are delighted to have Carlos as a major investor in the NYT Company. He believes in our mission and the quality of what we do [Note: sounds good, but who really believes this?]<br />
<br />
E: Are you recruiting long-term investors?<br />
<br />
A: Investors who don’t share our vision sell their shares. The Company is not going to be sold or split apart.<br />
<br />
Audience Q: What is the most challenging aspect in serving a traditional base of customers and advertisers who are not as digitally connected?<br />
<br />
J: Part of the rationale of the R&D lab is to show the effectiveness of the web to advertisers. Some advertisers very advanced, others are coming along. We also show advertisers what others are doing in their own space via the R&D lab.<br />
<br />
The lab is a differentiating factor as is our journalism.<br />
<br />
A: Print is not going away. We recently opened another print site – we have more print sites than we could have imagined.<br />
<br />
The number of print subscribers who have been with us more than 2 years – who are generally considered lifetime customers – increased in the last several years from 650,000 up to 820,000.<br />
<br />
Q: If the paid model doesn’t work, what are your options?<br />
<br />
J: We would look at alternative models to adjust or diversify our revenue streams or create new revenue streams. For now, the metered model seemed best from a research perspective.<br />
<br />
Q: How can we get ourselves and our clients to see the lab?<br />
<br />
J: Call her.<br />
<br />
Q: You are accustomed to a direct relationship with your customers – what happens in a device world where there are intermediaries between you and your customer?<br />
<br />
A: The relationship with our customers is critical to our success – we will maintain that relationship.<br />
<br />
J: A critical part of the analysis to understand how consumers use the paper and digital products – what’s the consumer behavior?<br />
<br />
Q: It’s important for consumers to pay for content. But it is hard to change consumer behavior. How can you change the consumer propensity to get them to pay?<br />
<br />
A: Focus on the ease of the consumer experience. It is not necessarily as hard as assumed to change consumer behavior. We expect that our core loyal audience will move over to the pay model.<br />
<br />
J: We should give more credit to the consumer with regard to their judgment regarding quality. Consumers understand what is and is not quality. Also, consumers understand that quality journalism is expensive and has to be paid for. We will continue to invest in the experience – we will improve our product and add more goods and services.<br />
<br />
Q: How much of your revenue is from digital?<br />
<br />
J: 14% and expected to increase. A large group of advertisers buy both print and online, and that is why we integrated the newsrooms, sales and marketing.Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com1tag:blogger.com,1999:blog-22348972.post-21369119446008574922010-03-14T10:40:00.002-04:002010-03-14T10:40:36.677-04:00Notes from 2010 Media Summit: Interview with Jonathan Klein, President, CNN/USThe <a href="http://www.digitalhollywood.com/MediaSummit.html">2010 Media Summit</a> opened on March 10, 2010 at the McGraw-Hill Building in Manhattan. My notes are below, with the caveats that they are my best rendition of the discussion, with no claim to accuracy; much of the discussion has been paraphrased, rather than being a direct quote of the participants; and I bring my own viewpoint and perspective to this discussion, which influences my perception of the discussion.<br />
<br />
Introductory remarks were from Paul Bascobart, the president of Bloomberg BusinessWeek. He started out by saying that this was a particularly interesting year to review business models [Note: aren’t they all lately, and for the foreseeable future as well?] and predicted that the Summit’s sessions would include some “old-fashioned Italian fistfights.” He pointed out, as everyone in the audience presumably knew, that last year’s summit had been held in the midst of the financial crisis. The stock and ad markets were down, and iconic media brands were going out of business.<br />
<br />
It was now three months since the acquisition of BusinessWeek magazine by Bloomberg. He proclaimed that they are on the cusp of the relaunch of an exciting new magazine. He said that it was going against the trends of the magazine business – there would be more stories with increased frequency of publication on thicker paper, an integrated newsroom with 2300 reporters, and on April 23, a new.businesweek.com.<br />
<br />
He then introduced Josh Tyrangiel, who had joined Bloomberg BusinessWeek as Editor in November from Time, where he had been deputy managing editor at Time magazine and managing editor at Time.com. Josh (T) was to interview Jonathan Klein (K), the president of CNN/US since 2005 as the first event of the Summit.<br />
<br />
T offered up a self-proclaimed softball question regarding the speed of change of the cable news business model. Is it feasible to have a non-partisan 24-hour cable news network?<br />
<br />
K responded by pointing out that CNN had its most profitable year ever in 2009, concluding six years of double-digit growth. He attributed some of that growth to having about 20 different properties, including international, headline, online, airport, and a dozen or more countries. As for the benefits of this far-flung organization, he said that some of the first reporting on the Chile earthquake had been from CNN Chile.<br />
<br />
T: Where’s the growth?<br />
<br />
K: Online and mobile have enormous growth potential. The U.S. cable network is a growth area, since it has two fully-distributed networks – CNN & HLN.<br />
<br />
T: There are very few independent media companies. What is an example of synergy from being part of Time Warner?<br />
<br />
K: Synergy is driven by people. Some of CNN’s best joint efforts have been with HBO, for example, sharing talent, as with Fareed Zakaria on the Mumbai massacres. These efforts are driven by CNN’s relationship with HBO senior executives and can’t be simply mandated by Time Warner senior management. CNN Money is a successful joint effort with Time Inc.<br />
<br />
T: Are these relationships a priority driven through the organization?<br />
<br />
K: The business lunch should not be under-estimated. These relationships are best created in a non-pressured environment without reference to specific projects.<br />
<br />
CNN also has 1000 affiliates, where they are fostering a climate of cooperation. CNN doubled its profit over the last 4 years due to working together with those affiliates. A premium is placed by Jim Walton, head of CNN Worldwide, to create such collaboration.<br />
<br />
T: Does CNN employ people as access points between divisions?<br />
<br />
K: CNN hadn’t done so previously. Now, however, CNN doing more in online video. There are two people pushing content from CNN into CNN.com, content that is not necessarily suited for TV.<br />
<br />
T: CNN benefits from having two sources of revenue – subscribers and advertising. What about competitors who only have one stream?<br />
<br />
K: Everyone in media is looking for multiple revenue streams. The model was created by Ted Turner and fostered by Phil Kent, head of Turner Broadcasting.<br />
<br />
CNN is in the happy position of being indispensable at times, not always. That has <br />
created a brand association desired by advertisers as well as cable & satellite providers.<br />
CNN therefore has a focus on over-delivering in those situations because there are few<br />
indispensable global brands.<br />
<br />
T: With regard to competition, 24-hour cable news is like an umbrella. One can make a great umbrella or simply tell people it’s always raining. CNN ranks only 3rd in the 25-54 demographic, despite its profit in 2009. Is it a flaw to stick with quality?<br />
<br />
K: Ratings are only one metric. CNN doesn’t sell any one show or daypart. Instead, it sells the overall reach of the network. The ways it gets ratings are more important than the ratings themselves. It over-delivers on real journalism. <br />
<br />
As a result, CNN is number one in cumulative audience – the total number of people watching. In February 2010, CNN US had 100 million viewers, Fox had 91 million. Fox viewers stay longer, so that boosts their ratings. Also, ratings don’t count out-of-home, online, and mobile, further handicapping CNN.<br />
<br />
T: Does it bother you to be in 3rd?<br />
<br />
K: CNN thinks of itself as being in 1st place with more and higher quality viewers. It is number 1 in digital, both web and mobile, it is the #1 recognized name in international. Competitors, however, try to define cable news as primetime.<br />
<br />
The real competition for CNN is actually social networking, especially at night, a phenomenon that has shifted from daytime as being primetime for the web. People on Facebook and Twitter are also sources of news. He wants CNN to be the most trusted source [Note: any recent studies seem to indicate that social networks are losing some credibility as sources of information. He is more worried about Facebook than about Fox.<br />
<br />
T: Does he have a social media director?<br />
<br />
K: CNN has a social media group, which is not segregated out as separate function. Instead, social media is integrated into everything.<br />
<br />
He likened CNN’s move into social networking to the controversy he created as the first person at CBS News to put his email address on his business card. He feels that CNN similarly needs to be accessible and be part of the conversation. People crave information. Because it is easier to get, it creates its own demand. If CNN can solve the complexity, it can make information easier to access.<br />
<br />
At the same time, he needs to keep an eye on expenses and quality/<br />
<br />
T: What do people want on social networks?<br />
<br />
K: People are looking for reliability – is the information true? They will spread nuggets of truth to their friends. Truth is the essential function among social networks. He doesn’t want to cloud CNN’s reliability with suspect partisanship. CNN is the number 1 source in digital due to its reliability.<br />
<br />
CNN is the most dependable source of news.<br />
<br />
T: Klein says that CNN is non-partisan. The Pew Research Foundation says that CNN’s audience skews Democratic while Fox skews Republican.<br />
<br />
K: When you get a large audience, you get all kinds. [Note: this was a particularly non-responsive answer. T was asking about composition, not size, of the audience. Since this issue arises often with regard to CNN and Fox, Klein’s failure to have a more responsive, even if stock, answer, contributed to the sense that much of the discussion was based on the “party line.”]<br />
<br />
Profitable businesses can be built around niches. CNN’s niche is people who crave reliable information about world. That niche is underserved due to the proliferation of partisan sources of information. Competitors get fringe audiences, and CNN gets the vast audience who wants dependable news.<br />
<br />
T: What is the future of America if sources of news harden along ideological lines?<br />
<br />
K: Changes prevent such hardening. Five years ago, there was no Facebook or Twitter. The constant is that people will want reliable sources of information, despite the growth of long tail interests. There needs to be at least some source seen as a non-partisan and straightforward source of information.<br />
<br />
CNN has gained 50% more viewers than in the mid-1990s even with more competition. Competition forces you to be better as the audiences demand improvement. Then, the audience spreads the word about what’s good, as with the movie Paranormal Activity. He acknowledged that CNN had gotten criticism about its Iran election protest coverage and asserted that it had improved as a result.<br />
<br />
T: CNN has to transition from being a logistics organization to being a reporting organization.<br />
<br />
K: In the past, if there was no competition, just getting there to report the news is sufficient. CNN also benefited by airing news when no one else did.<br />
<br />
Now, other news organizations can also provide the effect of being there. Depth of analysis is harder since more brainpower and creativity is required. That’s why they put Fareed Zakaria on the air. He would not have had a place on cable news 10 years ago since he’s not just about being there. Similarly, the rise of Ali Velshi is based on providing synthesis of information.<br />
<br />
T: Isn’t synthesis similar to opinion?<br />
<br />
K: There is a difference between someone who’s actually been somewhere vs. sitting in a cloistered environment and throwing bombs.<br />
<br />
Many opinion leaders are informed but do not have the additional credibility of actual experience.<br />
<br />
CNN anchors don’t advocate policy. Guests will advocate. He acknowledged that CNN is not perfect.<br />
<br />
The best journalistic organizations rarely miss a step, citing 60 Minutes, the Wall St. Journal and Vanity Fair. They provide consistent, in-depth reporting and analysis.<br />
<br />
T: Is such journalism possible?<br />
<br />
K: The WSJ does it every day. CNN cancelled Crossfire because it had degenerated into mud-throwing. Anything that is around too long eventually becomes a caricature of itself, a circus [Note: Quite a generalization. What about 60 Minutes?]. The creation of the Situation Room program as an island of intelligent discussion resulted from CNN’s assessment of Crossfire.<br />
<br />
T: What about stories regarding the balloon boy?<br />
<br />
K: CNN always has to cover breaking news. After all, if the boy had been in the balloon, it would have been a disservice to not have covered the story. On the other hand, CNN moves off of a story when it veers into a speculative mode. <br />
<br />
While CNN’s coverage included having the parents of balloon boy on Larry King with Wolf Blitzer that night, there was also no other major story competing for CNN’s attention.<br />
<br />
In CNN’s defense, it dropped the story in general afterwards even though not everyone else did. Generally, cable news takes a story and speculates about it endlessly.<br />
<br />
His experience from launching and running the FeedRoom is that Day 2 of almost any story drops off sharply with regard to audience interest. He is trying to bring that learning to cable news, that the audience tires of a story before the cable news networks do.<br />
<br />
As an example, the Congressman Massa story is viewed as generally dead; the audience is already over it. Of course, an errant producer may cover the story anyway.<br />
<br />
CNN’s tries to avoid speculative stories. Regarding Tiger Woods, CNN covered the automobile crash. “Once you get the picture, dial back.” CNN purposely did not get into the speculative phase with psychologists, sex addiction counselor, mistresses, etc. CNN tries not to feed that angle. It may be legitimate for other news outlets. CNN would interview Tiger Woods but not anyone who has anything to say about Tiger Woods.<br />
<br />
TL: What is more important: good producers or good on-air talent?<br />
<br />
K: Both. Producers tend to be deferential to talent. The key is having talent who understands news and producers who can help them achieve the desired quality. Examples include Jeff Zucker and Katie Couric at the Today Show. That symbiosis is why CNN hired Tom Bettag for Candy Crowley. At the same time, he wants viewers to have fun – he doesn’t want CNN to become CSPAN.<br />
<br />
Too many producers and talent have been corrupted by the direction the business has gone toward less intelligent discussion and more fireworks. It was exciting when it started, but now everyone does it. There is an oversaturation of the meaningless and trivial. CNN has to deliver something more substantive and serious. By delivering that, CNN will build its audience as it did in 2009.<br />
<br />
T: how’s the relationship between CNN and the White House?<br />
<br />
K: It’s the way it was before. Some reporters [Note: presumably not at CNN] expected a golden age in White House – journalist relations. CNN pointed out to the news community that the White House is populated by hard-bitten politicians who will use journalists to accomplish their own ends. <br />
<br />
Strangely, the White House is fixated on traditional journalistic outlets such mainstream broadcast, e.g. Sunday morning shows. The White House reverted to an old-fashioned media approach despite having won the presidency based on its facility with new media.<br />
<br />
The White House mishandled its approach to Fox Networks by criticizing Fox but not attacking MSNBC, which supported them. It didn’t seem statesmanlike.<br />
<br />
People are skeptical of authority, and reporters are supposed to do the same – hold the powerful accountable. For that reason, the Millenial generation and other like-minded skeptical audiences should love CNN.<br />
<br />
T: How was CNN on the coverage of the financial crisis?<br />
<br />
K: Ali Velshi is good at explaining the terminology. CNN could have done more on the issue of accountability for the crisis. The public is not clear on whose fault this is: Why did this happen? Who should we be angry at? CNN, however, doesn’t want to simply fan the flames to public resentment. It doesn’t want to just tap into public anger; it has to enlighten the audience.<br />
<br />
TL: Do journalists understand the root causes of the financial crisis? Is that journalists don’t get it or that they can’t explain it?<br />
<br />
K: Perhaps no one understands the root causes. The news media should at least set out theories about the causes and dissect and explain them in an intelligent way.<br />
<br />
T: At the time of the crisis, should CNN have educated everyone?<br />
<br />
K: CNN did launch summits to leverage the assets of Fortune and Money magazines. It had primetime discussions about the economy. But there needs to be significant frequency of programming before people realize you’re even making these sorts of efforts. Therefore, CNN’s new approach is in trying to do fewer things better, e.g., its new show with Ali Velshi.<br />
<br />
T: Is there a ceiling on the ability of TV to explain complexity?<br />
<br />
K: New technology allows more detailed explanations, such as John King’s electronic board during the 2008 election. <br />
<br />
CNN did a study about consumer viewing habits. Consumers were asked about their favorite shows and how often they were viewed. On average, 15% of the episodes of their favorite shows were watched. The Sopranos has the highest score – 36.7% of the episodes were viewed<br />
<br />
Therefore, networks have to be consistent due to lack of viewer frequency, and NPR is an example of a consistent news provider.<br />
<br />
T: Was Lou Dobbs over the line with his commentaries on public policy?<br />
<br />
K: CNN concluded that this is not what it wants to be about. It should let others engage in opinion to that extent.<br />
<br />
Lou understood the difference of opinion with his approach. He wants to pursue advocacy journalism so he and CNN parted ways.<br />
<br />
T: How does he feel about the depth of competition?<br />
<br />
K: Fox fostered a culture of an Alamo-like environment: us against the world. CNN is more focused on all of the things that are changing in the competition for eyeballs. It prefers to engage in competition for quality of journalism, and on that score, feels that it is like the way the Yankees viewed the competition during their years of dominance.<br />
<br />
T: What news asset do you most covet?<br />
<br />
K: 60 minutes, due to its consistency over time. Executive Producer Jeff Fager updated a classic and took it up in quality, so he watches it all the time.<br />
<br />
T: Would CNN do a magazine show?<br />
<br />
K: Audiences may not want that format anymore. The preparation time can put you out of sync with the news cycle, even thought CNN does not want to just tell you what happened today.<br />
<br />
In 2 years, there has been a 30% increase in the number of people getting their news digitally. To meet that growing demand, CNN will definitely provide additional news formats, such as investigative, long-form and documentaries.<br />
<br />
T: Will there be a loss if evening network news shows go away?<br />
<br />
K: No. We can’t cling to the forms and formats of the past. We have to question everything. CNN could decide to stay the course or evolve. It shouldn’t be like the ad agency depicted on MadMen, oblivious to the changes that are coming. <br />
<br />
There would be no loss because there are so many sources of information. More sources mean that serious journalism is easier to do than before. Of course, journalists may not make the same amount of money as before. He doesn’t know anyone who gets into and stays in journalism for the money - it’s an obsession, not a profession.Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com2tag:blogger.com,1999:blog-22348972.post-25896499830096528142010-02-20T11:45:00.001-05:002010-02-20T11:46:14.699-05:00SobelMedia: Uncorking Gary Vaynerchuk: an interview by Ellis HenicanI attended <a href="http://www.sobelmedia.com/">SobelMedia</a>’s latest event, an interview of <a href="http://garyvaynerchuk.com/">Gary Vaynerchuk</a> by journalist http://henican.com/ of Newsday and Fox News on the evening of February 17, 2010 at the <a href="http://www.samsungexperience.com/us/experience/index.html">Samsung Experience</a> at the Time Warner Center. <br />
<br />
Gary Vaynerchuk has become a leading online and social media celebrity with his outspoken personality, relentless promotion, and savvy use of the latest online and offline marketing platforms. These include Twitter, his <a href="http://tv.winelibrary.com/">Wine Library TV</a> website, and his book, <a href="http://crushitbook.com/">Crush It</a>.<br />
<br />
My notes are below, with the caveats that they are my best rendition of the discussion, with no claim to accuracy; much of the discussion has been paraphrased, rather than being a direct quote of the participants; and I bring my own viewpoint and perspective to this discussion, which influences my perception of the discussion. <br />
<br />
Bill got the event started by reminiscing that he has began his breakfast events in June 2006 in a coffee shop hear Grand Central [with yours truly among those in attendance]. His efforts had grown into must-attend gatherings for those who want to stay abreast of the latest developments in media. While he had started with breakfast events, due to some feedback regarding the early morning start times for those events, he announced that he was now launching evening events, with this being the kickoff.<br />
<br />
He thanked his sponsors, including <a href="http://www.definition6.com/">Definition 6/Creative Bubble</a>, <a href="http://www.samsung.com/us/">Samsung</a>, <a href="http://trylonsmr.com/">TrylonSMR</a> and <a href="http://www.sunshinesuites.net/">Sunshine Suites</a>. He also mentioned the Levin Institute’s <a href="http://www.levin.suny.edu/jumpstartnyc/index.cfm">Jumpstart Program</a> for entrepreneurs and startups and said that he enjoys being involved with their efforts. He also lauded <a href="http://www.bouchonbakery.com/">Bouchon Bakery</a>, who catered this evening’s event [the turkey sandwich was my favorite - even beat out my perennial preference: pastrami].<br />
<br />
Bill announced his next event – a breakfast on March 18 discussing women in media and marketing – before turning the stage over for the introduction of the evening’s participants by Jeff Katz (JK), the president and COO of Definition 6, Bill’s colleague and primary sponsor.<br />
<br />
JK started off by saying that he couldn’t think of three people with more passion than Bill Sobel, Ellis Henican & Gary Vaynerchuk. He pointed out that there were many ways to connect with Gary – you could read his book, find him on Facebook, follow him on Twitter, watch his online TV show, etc. Gary, who was born in Belarus and raised in New Jersey, had started by selling gas grills but realized that people didn’t actually buy grills, they bought the social experiences that were created by the grills – cookouts, barbecues and parties.<br />
<br />
JK then introduced Ellis Henican (E), the moderator for tonight’s event.<br />
<br />
E noted that he was from Louisiana and that he had given some advice to Harold Ford, Jr., the former Tennessee congressman expected to run for the U.S. Senate this year. E told Ford to not lose his Southern accent since it created low expectations and a vital advantage in his upcoming election campaign.<br />
<br />
Turning to the evening’s guest, E pointed out that Gary Vaynerchuk (G) is a wine guy, first of all. E proclaimed him to be the first wine guru of the internet age. While Forbes had selected G as one of the 25 most influential people on the internet, E suggested that G should probably be in top 5. In large measure, E felt that G warranted this acclaim for having taken something in the real world and having found a new life for it in this new world.<br />
<br />
E began by asking: would it have been possible to create such buzz in another retail line, or is it all about the wine as a unique product?<br />
<br />
G attributed his success to his mother having brainwashed him into thinking that he was smartest and best-looking person in the world. He viewed his upbringing as the perfect storm – he grew up with nothing, and his mother gave him confidence. He is passionate about wine as well as being hungry and ambitious. In fact, he wants to buy the New York Jets. He also views himself as a born storyteller, and this new world allows him to tell any story he wants without any editor or agent. While everyone can step up to plate, not all of us will hit home runs. He views his success as having come from building his brand and then having celebrity come to him, as realized through his many media appearances, including with Conan O’Brien, Ellen Degeneres, and others.<br />
<br />
What’s important is that we have the internet, which is only 15 years old. While we can’t yet wrap our head around it, that’s where the opportunity lies.<br />
<br />
E: Is all of this due to the opportunity or his personality?<br />
<br />
G: He “worked his ass off and executed.” His platform is video: ninety thousand people watch his wine show daily. Others may have other platforms that they can exploit, such as text or audio.<br />
<br />
While his show is only four years old, he studied wine for 15 years before his first episode, so subject knowledge is important. He sees himself as being “over-the-top patient” in having developed his brand.<br />
<br />
E agreed that G may be nuts, but he certainly cares about wine.<br />
<br />
G amended that to argue that he really cares about people: “When you give a crap, the whole game changes.” He said that he originally spent 12 hours per day searching for, and responding to, wine-related questions on Twitter in building his brand.<br />
<br />
We live in a day and age where we can care first. He said he is obsessed with customer service. His next book will be titled The Thank You Economy. His first book, Crush It, had been expected to flop since other social network books had failed. Since all of his original outreach had been free, he felt that people had bought his book in order to thank him.<br />
<br />
E: The audience is probably asking: how can I use personal branding for myself?<br />
<br />
G: Not everyone is meant to be a personal brand. If you don’t like people, you can’t be a brand in social media.<br />
<br />
Truth is the most important thing, even if is negative. As a result, he estimated that 85% of people like him, but 15% find him too East Coast or too much energy. He seemed comfortable with that proportion since he feels that he knows himself and how he’s wired. His happiness is simplistic: he likes the climb. He said that when he was younger, he followed the Yankees and the Rangers until they won championships. After that, he lost interest because he is all about the process.<br />
<br />
He proclaimed that he knew that his efforts would work because he really cares about people. His platform is shockingly transparent; there is no hiding. Even if he were to be viewed as a jerk, he said he would work hard enough to succeed.<br />
<br />
E: In the dark night of his soul, what does he worry about?<br />
<br />
G: The only thing that remotely scares him is the health of his family. He asserted that he definitely has “business chops” – he always knew how to make money, just as LeBron James & Tiger Woods clearly have superior skills in their respective sports. G said he knows how to sell and give customer service. He also said that he is also to foresee social trends, and that he provides value to consumer products companies by consulting with them on ways to extend their marketing campaigns beyond TV.<br />
<br />
He knows what people say that they’re not going to do and that they do anyway, citing those, particularly in the audience, who had once said that they would never have Facebook pages or carry cellphones. He said that when he saw Twitter in 2006, while others dismissed it simply as a way to transmit the news about one’s lunch choices, he immediately recognized it as a word-of-mouth tool. Therefore, he went all in to take advantage of the platform. He said that he will now invest and make money when he sees similar things that he feels will catch on.<br />
<br />
E: Traditional businesses are struggling in converting to new models. Are they doomed?<br />
<br />
G: People don’t always see changes coming, and many bought horses before Henry Ford had his good idea. Are businesses doomed? Maybe. At the least, they are naïve if don’t see that things are changing. <br />
<br />
On the flip side, everyone is acting like “teen-aged dudes” in that they are not taking the long-term perspective. There is a difference between “hooking up and marriage,” and too many players are too concerned about closing/hooking-up rather than on building relationships.<br />
<br />
Ecosystems are built on word of mouth and relationships. In the past, new technologies enabled marketers to buy relationships through mass media. Now, as relationships depend on actual connections, they are finding that the new media does not enable them to buy friends.<br />
<br />
E pointed out the seeming irony of G giving away his material on the new media platforms and making money by means of old media, such as books.<br />
<br />
G: He is not romanced by or committed to any particular platform. Instead, he is simply obsessed with his message and getting it in front of people. He wrote a book because people still read books. Therefore, he doesn’t worry about adjusting to the new platforms because they can all be conduits for his message.<br />
<br />
He doesn’t draw lines in the sand and instead adjusts to reality. You can’t bet on what you wish things to be instead of adjusting to what’s actually happening.<br />
<br />
E: In getting your message out, should you be in all places?<br />
<br />
G: As many as you can handle.<br />
<br />
At this point, E threw the discussion open to questions from the audience. Many were prefaced by gushing kudos, which have been omitted in the interest of space [mild joke].<br />
<br />
Q: Is he interested in investing internationally?<br />
<br />
G: London has lot of interesting startups. His objective is to get into niches. He is obsessed with geolocation and feels that, while people do not yet understand the value of constantly “checking in” regarding their locations, marketers will make it worthwhile for consumers to do so. He is willing to look at companies worldwide in that space.<br />
<br />
Q: Is the video image quality good enough for his episodic videos?<br />
<br />
E: Google and Yahoo flew him out to their headquarters because they wanted to understand how he succeeded when his videos were 25 minutes long in contrast to most videos being only 3 minutes. Content is the “obnoxious king.” He concedes that his video quality is poor: done in one take with no microphone and bad lighting. He proclaimed himself to be in the ghetto of online video shows that do well.<br />
<br />
He also felt that we are about to embark on a gold rush of online video because of smart TVs. When people can get online videos on TV, the economic leverage between the audience and the TV providers changes. He feels that there is a race between HDTV penetration into the households and HDTV on PCs and mobile.<br />
<br />
Q: What does he think of Burger King and Starbucks partnering with their complementary brands?<br />
<br />
E: He consults for entrepreneurs and Fortune 500 companies. Business development is attractive – defined as leveraging each others’ audiences – especially because entrepreneurs generally don’t already have their own audiences. Similarly, he is willing to use his brand equity to assist newer, less-developed brands, such as by granting interviews for unknown blogs to help them build their audiences.<br />
<br />
Business development is the most under-rated thing right now. 4Square is ahead of Ooyala (where he is an investor?) because of their business development efforts at promoting themselves. Old-school brands need to leverage their brands while they still have value.<br />
<br />
In many cases, such as HuffPo, Facebook and others, new media brands have caught up to old established brands and will surpass them.<br />
<br />
He is fascinated by the question of brand equity and how it is leveraged. Most people are sales people, not marketers, returning to his earlier theme that people are generally not patient, looking to hookup rather than building relationships.<br />
<br />
The question for new technology in building relationships should be: what’s our story?<br />
<br />
Q: What tools does he use for Twitter?<br />
<br />
G: He admitted to not being efficient despite the chaos of Twitter. He uses Tweetdeck and will try Seesmic. He pointed out that people, presumably including him, get stuck in habits. As an example, people often type in “Google” into a URL rather than using the on-screen search function in the upper right hand corner of Firefox.<br />
<br />
Q: How does he feel about multimedia and the iPad?<br />
<br />
G: The amount of work he does on the toilet is shocking [biggest laugh of the evening]. He has not yet used the iPad. The most interesting thing about the iPad is that consumers are trying to figure out why they’re going to use it. That means Apple has built a brand. He said that Apple could probably sell an iHammer even if people have no idea why they need it.<br />
<br />
Similarly, people like television and won’t get away from it. Therefore, the entertainment industry will go upside down when all content becomes available immediately on demand on the television.<br />
<br />
Q: What is his consulting business model?<br />
<br />
G: When asked by clients how to measure success, his response was that he would feel it. He “massively dislikes” SEO and analytics. He feels it is important to “live his business.” He pointed out that billboard metrics are unreliable, being based on cars passing a display, and that magazines charge on number printed [as an alumnus of Time Inc., I must say that this comment is not true, but the actual metrics are not necessarily any more accurate].<br />
<br />
When dealing with big brands looking for the ROI of new media, he points out that they hadn’t yet figured out the real ROI of old media.<br />
<br />
At the same time, he feels that social media is the most measurable medium because it can create and measure a call to action. He is, however, not interested in convincing people about social media. He generated tremendous sales for his book Crush It without traditional media, so he is not interested in proving anything. He wants to simply do it and let other people catch up.<br />
<br />
Q: How can someone create a tipping point with their content to generate audiences?<br />
<br />
G: The first step is to care about the audience. Content is the smallest part of the equation. He attributes his success, not to the daily 25 minutes on TV, but to the 15 hours he spends each day creating the community.<br />
<br />
Suggestions: go to other blogs, become part of the conversation. He says that he uses Search on Twitter and looks at and responds to @GaryV results every day. He responds to every item, in contrast to the 99% of people in business who don’t care about their customer.<br />
<br />
He cited the example of Zappos, who succeeds because it cares about the customer. Success does not require complete and total care of the customer, just more than the standard that customers are used to.<br />
<br />
These efforts to create a community via customer service will provide an umbrella of protection for the brand. This wouldn’t have mattered as much years ago before customers could communicate negative experiences easily. [An example that gained traction immediately after G’s interview: Kevin Smith’s treatment by Southwest Airlines – an item that would not have gotten as much traction without the immediacy of Twitter.]<br />
<br />
Q: What should Obama do with social media?<br />
<br />
G: Regardless of one’s political position, Obama should be using social media to make him as authentically real as possible. G feels that Obama “missed the boat.” While conceding that Obama can’t use all of the social media tools due to security and other concerns, he needs to be transparent and that people will accept anything under those circumstances.<br />
<br />
He feels that Obama did a poor job during campaign because the campaign didn’t make it obvious that the Tweeting wasn’t done by him, and people thought it actually was him.<br />
<br />
Q: Where is TV going?<br />
<br />
G: It will make strides in interactive, 3D and video telephony. He is interested in the future of cable TV because they sell bundled services against the wishes of the consumers, which he considers communistic. While cable companies may own the internet for the moment by providing connectivity, wireless is the future.<br />
<br />
People only look one step forward and have to really look at where things are going.<br />
<br />
He expects that one of the cable companies will go a la carte and the whole cable business will crumple. Nobody wants to crumble their monopoly, and they do so only when they have to.<br />
<br />
E: Will consumers pay?<br />
<br />
G: Apps have created a culture that consumers will pay. They have changed the conversation from only getting things for free. The freemium model is also going strong.<br />
<br />
Facebook made a mistake by allowing others to build app platforms for virtual goods. The should have kept control of that marketplace, as a South Korean platform did, and they could have been making billions on virtual currency instead of ceding that market to Zanga.<br />
<br />
Twitter should have been a freemium model, and they could have gone from free to revenue.<br />
<br />
The value is in capturing audience, which can always be monetized later.<br />
<br />
Q: In developing startups, should the focus be on the customer or on making money?<br />
<br />
G: The way you make real money is by focusing on real relationships.<br />
<br />
As an aside, he thought it was fascinating when the markets crashed because he didn’t recognize how soft we really are. He was scornful of people who were crying simply because we could no longer buy as much stuff as before. His approach is to pull up your bootstraps, buy less stuff, and work hard.<br />
<br />
VL: That’s a good sentiment for any day and age.Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com2tag:blogger.com,1999:blog-22348972.post-39675116066369445412010-02-14T08:09:00.000-05:002010-02-14T08:09:12.922-05:00We See What We Want to SeeI have been on a potentially masochistic trend lately - reading about how humans are more irrational, less perceptive, and not nearly as clever as we believe ourselves to be. Of course, by "humans," I mean every living member of the species Homo Sapiens other than yours truly. I of course would never be fooled by mere parlor tricks, bamboozled by a grifter's flim-flam, and fail to apply anything other than the keenest of senses and intellect to every endeavor I deign to undertake.<br />
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Of course, it's Sunday, the day traditionally set aside, by Christians at least, as a day of rest in which we do not allow worldly concerns to sully our spiritual uplift. In any case, that's my excuse and I'm sticking to it.<br />
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I'm at the Minneapolis Airport, returning from a short trip, or at least what was intended as a short trip. I flew in Thursday, February 11, and made arrangements for a return trip today, February 14. Or that's what I thought I had done.<br />
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One of my cardinal rules is, if something seems wrong, it probably is. Not having bothered to check on my reservation last night, I wondered why I had not received a text message from American Airlines this morning informing me of the status of my flight. Oh well, I decided, I'll figure it out when I get to the airport. Of course, the airport was the site of my next bad indicator - the self-service check-in did not have my reservation.<br />
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I went to the counter, which was mercifully uncrowded, to discover that my return flight was scheduled not for February 14, as originally intended, but for March 14, as was CLEARLY STATED on my reservation confirmation. In other words, not only had I input my flight request incorrectly, I had failed to catch my error either on the PC screen or on my printout!<br />
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Fortunately, this story of sheer ridiculous ineptitude on my part has a happy ending. Thanks to wonderful customer service from the airline (is that an oxymoron?), not only was my error corrected, and at no cost, but my flight schedule was rearranged so that I may actually arrive back in New York much earlier than I had originally expected.<br />
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Okay, so what lessons can we draw from today's events, class? First, as Ronald Reagan said, trust, but verify. Try to look at everything with fresh eyes. It's probably impossible, and exhausting even if it were possible, but errors can creep up anywhere and anytime, and they probably do.,<br />
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Furthermore, it might actually be better to be dumb and lucky than smart. After all, if I had checked on my reservation last night and actually caught the error, I would have spent countless hours in a potentially futile effort to correct things. In this case, I was able to deal with the desk agent face-to-face - no virtual customer service here! - and it was resolved with dispatch. A final caveat however, while being dumb and lucky may occasionally work out to my benefit, I would not count on it as a strategy for life!Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0tag:blogger.com,1999:blog-22348972.post-76739270759714737672010-01-26T09:26:00.001-05:002010-01-26T09:26:36.460-05:00Authors Guild Panel: E-Rights + E-books = TurmoilThe Authors Guild held an event at Scandinavia House January 18. I believe that the title was E-Rights + E-Books = Turmoil. I only know this because the person introducing the event mentioned it. There was no placard or handout announcing the event, as one usually finds at these sorts of events. I think that the emphasis was more on the substance of the discussion than the usual promotional elements. In any case, the title (as I understood it) seems to succinctly capture the tone of the evening, which gave no indication that the equation posited is anything but correct.<br />
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My notes are below, with the caveats that they are my best rendition of the discussion, with no claim to accuracy; much of the discussion has been paraphrased, rather than being a direct quote of the participants. I bring my own viewpoint and perspective to this discussion, which inevitably and inescapably influences my perception of the discussion. In other words, I am not contending that my write-up is “Fair & Balanced.”<br />
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The room looked to be able to accommodate about 200 people under normal circumstances. Given the gravity of the topic, especially to the author community, the room was filled to overflowing such that about 20 attendees were asked to sit on the stage, the steps were lined with people standing, and, I was told later, there were numerous people who were not able to get into the room at all.<br />
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This event was co-sponsored with the Association of Authors Representatives. Sidney Offit (spelling?), president of Authors Guild Foundation, opened the session. He introduced the moderator, Michael Cader (MC), of Cader Books.<br />
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The panel members were Jane Friedman (JF), CEO and Co-Founder of Open Road Integrated Media and former President and Chief Executive Officer of HarperCollins Publishers; John Sargent (JS), CEO of Macmillan; author Susan Cheever (SC) and literary agent Ira Silverberg (IS).<br />
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MC started the discussion by positing that the only problem with the session was that there were too many things to talk about. His primary intention, he said, was that the panel recognizes the need for meaningful conversation among publishers, authors & agents. We’re here to learn, not argue, he said, pointing out that this is not a tea party. (Note: two years ago, a “tea party” would have been a metaphor for a calm and civilized discussion. Now it means exactly the opposite.) MC also pointed out that the session was a public forum so that while the participants would try to be as candid as possible, they may nonetheless have constraints, especially since there are annoying people like myself taking notes and posting them publicly.<br />
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The first issue raised by MC was that the publishers’ position on E-books was not yet accepted by authors and agents.<br />
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JS began the discussion by voicing his concern that a proposal which Macmillan had sent to a small number of literary agents wound up being published in the New York Times. (Note: That seems in keeping in the moderator’s caveat about the public nature of this discussion in general.)<br />
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JS continued that the new formula was intended to get general agreement on a percentage of net proceeds of E-book revenues that would be returned by the publishers to the authors. They arrived at their preferred rate by examining their current royalty expense across all formats of printed books – trade, paperback, backlist, etc. – and found that it was 18.6% of net revenues attributable to those formats, which Macmillan then rounded up to 20%. <br />
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He admitted that he had heard that some publishers were paying up to 25% of net proceeds. Of course, antitrust law prevents him from discussing this issue outright with his nominal competitors. He recognized that Macmillan’s 20% was regarded “as less than satisfactory in the agent community.” He said that response had not convinced Macmillan to change its 20% rate in general, but that he understood that the marketplace is 25%. He also said that Macmillan would be willing to discuss the 25% royalty rate in every individual case.<br />
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He finished by arguing that the publishers agreements are better than the Google agreement. However, as he said, “We’re not at the end game, so we don’t yet know what the right number is.”<br />
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MC asked whether publishers are looking for a single rate for all varieties of E-books vs. the different rates that apply to books in different formats and at different points in their life cycles.<br />
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JS defended a single E-book rate by arguing that E-books are all a single product. Their rates are therefore different from book rates, which evolved from different formats. By the same token, however, he said that Macmillan has not negotiated any contract yet, implying that this discussion was somewhat theoretical at this point.<br />
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IS leapt into the fray. He argued that using the average royalty rate on print products is unfair, particularly given the different costs of E-book production. He also thought that an unlevel playing field was being created since JS had implied that the outcome of each negotiation depended on the clout of the particular author. Furthermore, he was concerned about locking in rates now when they could change in the future – “We‘re in transition.” He felt that since the business was being reinvented, he wanted to “play it straighter.”<br />
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JS defended the approach to negotiation by pointing out that different authors already get different contracts, including different rates, depending on their negotiating power. <br />
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IS, addressing the issue of a general rate for E-books, argued that backlist revenues could be pure profit to the publisher due to advances having been amortized and the lack of physical costs. The allocation of net proceeds for backlists was therefore different from issues regarding the frontlist revenue. Therefore, he contended, the largest share of net proceeds should go to the author.<br />
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The question arose as to whether E-books included books printed on demand, and JS affirmed that they did.<br />
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JF raised the broader issue: Do publishers have the rights for deep backlist? She felt that the issue of rights had to be addressed before the issue of royalty.<br />
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She was also concerned that it takes a long time to write a new contract, having been through that process herself. The contract developed at Random House in 1994 already referred to e-rights. Nonetheless, she felt that we are not in a transition or evolution; we’re in a revolution. It is therefore imperative to look at where the publishing community is headed. She was very concerned that, while books will continue to exist, that if the publishing industry does not embrace the digital revolution, it will be in big trouble.<br />
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MC therefore wondered about the pathway to resolution for these issues? Litigation?<br />
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JF said that she would like a friendly resolution. With regard to rights issues, they applied only to books from before 1992-1994. Afterwards, e-rights were in contracts. Nonetheless, this issue is very important to her company, Open Road, since it specializes in backlists because it wants to bring many now-neglected authors back to life.<br />
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SC felt that the question of e-rights will be settled, both in the courts and through negotiations. She felt that the broader issue is that we’re in the middle of a whirlwind that she likened to the invention of the printing press. (Note: this seems to be a common metaphor, having been raised in the discussion at last week’s Digital Breakfast as well.) She wondered whether the digital revolution will change the way we write and read. Will it change her relationship with her audience? For example, if technology allows her readers to purchase and read her books chapter by chapter, will she alter her approach to writing to do so chapter by chapter?<br />
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The discussion shifted to the respective roles of authors and publishers when MC posited that publishers look for authors to bring their audience to their work.<br />
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SC asked whether authors could now go directly to their audience without needing publisher, a role which the publisher had previously fulfilled.<br />
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JS argued that there is still a need for publishers in the digital age. He felt that they have acceded to the interests of the authors and have not exploited electronic rights unless authors want to - both frontlist and backlist. Furthermore, in the digital world, there would still be tremendous complexity involved in book publishing with regard to the multiplicity of digital platforms, DRM complexities, and so on. Furthermore, he argued that marketing would still necessary from publishers, perhaps even especially so if everyone goes directly to Amazon so as to stand out among the many choices available to readers.<br />
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JF also felt that a direct relationship between the author and their audience does not necessarily disintermediate the publisher. She took umbrage at having been called a “distributor” in an article in the New York Times. She adamantly maintained that she is a publisher, not a distributor.<br />
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She argued that the most important marketing tool for a book was word of mouth. Consequently, the biggest issue today is the ability of the publisher to market the author directly to consumers, especially in a world where consumers have short attention spans. She said that she does not want to lose a single sale. However, changes in demographics create changes in consumer behavior, and the publishing industry will have to adapt. For example, the youth audience wants books when they want it and how they want it. The publisher has to create the appropriate platform for this new environment.<br />
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SC pointed out that the author creates the thing that everyone is arguing about. Will there be a change the way people read, and by implication, the way that authors write?<br />
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IS was definitive that the reading experience will change. He cited a rendition of a David Foster Wallace novel in which the reader can click through to footnotes while in the body of the text. He also cited the Vook, which is adding audio and video components to books.<br />
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Also, publishers are important for marketing to retailers, which individual authors can not do. He therefore wants to be sure that authors are getting a fair piece of revenue, especially if authors bring new pieces or components to the equation as books evolve. He took publishers to task for not having adequately talked about the exciting components of changes in books.<br />
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What is next?<br />
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JS defended the actions of publishers by pointing out that there is a wide disparity of viewpoints among the various parties, which he compared to a complicated game of chess. He said that he is trying to get biggest piece of revenue possible for publisher/author in battle with the retail channels. He felt that, in the next 6 months, the foundations will be set for both retail prices and the publisher/author split of those prices.<br />
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In discussing developments made possible by E-books, he indicated that he was not enthusiastic about interactive video in the middle of a novel, preferring the traditional interaction between author and reader. He did concede that such functionality would be fine for DIY books such as yoga and cooking. In general, though, he was concerned about how to increase the connection between author and audience.<br />
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He also raised the concern that he is already seeing the shortening of books – as he said, he doesn’t want to see USA Today vs. New York Times. He also does not expect novels to be sold by the chapter. Authors are the creative force, so he is counting on them to come up with new ideas.<br />
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SC put it succinctly: What authors want is to get paid. If they write by the chapter, do they get paid that way?<br />
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JS felt that for non-fiction work, authors would be writing at least in chunks, as opposed to completed manuscripts. He said that overall payment would be based on net proceeds.<br />
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JF took that broad view that this is the most exciting time in publishing she could remember. The right approach was not doom and gloom; instead, it is important to assess how people will read differently. The author would remain as the brand. New formats such as the Vook would create unique opportunities. Likewise, for marketing, it is important to use all forms of multimedia and social networks. Furthermore, at Open Road, they have a “movie eye” on all projects as a way to further exploit the intellectual properties.<br />
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She felt that there should be rejoicing among authors, who will be able to write what they want to write.<br />
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Audience Question: Authors spend their lives in isolation. If they are dissatisfied with their publisher, can they leave?<br />
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JS answered that the standard answer is: it depends on the contract, which is the result of a process of negotiation. He also pointed out that electronic rights will become a bigger piece of the business. Publishers had been more flexible about exploiting electronic rights when they were less important. Now, they are a larger piece of the revenue and will be taken into account in the calculation of and considered part of the author’s advance.<br />
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JF asked rhetorically, How much are electronic rights worth? Nobody knows. She cited an example from 10 years ago, that the industry had gotten excited about the Rocket Book, but nothing happened. With the number of devices coming out, what is the audience size? How big can it be? She thinks it’s enormous and wants to share it with the author.<br />
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In dividing up the economic pie, JS pointed to the costs incurred by publishers in the E-book world. Even though they do not have printing costs for E-books, they still have overhead from traditional publishing, such as warehouses, since they have “a foot in each world.” In addition, E-books have their own infrastructure - server farms, electricity and other digital overhead.<br />
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Underlying all of this discussion is the concern that the value to consumers of an E-book is settling in between $9.99 and $12.99.<br />
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IS was not particularly sympathetic to the issue of the publishers’ costs, pointing out that when McMillan shifted from typewriters to computers, they incurred new overhead costs, which he was presumably loathe to cover out of proceeds that would otherwise have gone to his clients.<br />
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Buttressing his concern about costs, JS pointed out that trade paperbook printing only saves $1 over the costs of a hardcover book, implying that reduction in consumer value and pricing is not necessarily reflected in equivalently reduced costs.<br />
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Returning to general themes, MC was concerned that the underpinning of trust between agents and publishers is eroding. In addition, authors are concerned about diminishing advances, which is an economic issue, not particularly a trust issue<br />
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SC reiterated her earlier comment that she does not want the parties involved to worry only about their own “trenches.” She argued that everyone needs to think about everything and keep in mind the health of the entire book ecosystem.<br />
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With regard to the issue of retailers intruding into the publishers’ domain, JS argued that large retailers have already done their own publishing, so he was not threatened by the development of Amazon going directly to authors. In contrast to MC, he does not think that publishers are “at loggerheads” with agents. Further, he does not feel discussions have been antagonistic. The difference in the dialogue is his example that agents disclosed his letter to the New York Times rather than responding directly to him.<br />
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With regard to Amazon’s role in the development of the E-book marketplace, IS wants publishers to protest retail sales at low prices.<br />
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JS defended publishers from taking such actions by pointing out again that antitrust prevents publishers from discussing retail prices.<br />
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JF also pointed out that publishers have always suggested retail prices, so everyone is accustomed to an environment in which publishers can’t force retail prices.<br />
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Audience Q: what will the function be for publishers?<br />
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JS felt that the more clutter that exists, the more publishers can do for authors. The clutter reduces the “signal-to-noise” ratio, and the publisher can help an author cut through that. He viewed the publisher’s function as that of looking through the universe of manuscripts and selecting those with commercial/literary merit and promoting them. He felt that authors need the publisher’s expertise in order to convert new marketing methods - social networks, etc. - into sales.<br />
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SC’s viewpoint was that the ultimate goal of the writer is to get people to read their work, not to get it published, which is simply a means to that end. Publishers are there to help authors to do that.<br />
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JF also agreed that publishers cut through the clutter. Furthermore, there is now more clutter than ever because there are more books. For example, last year, for the first time, there were more titles that were self-published than published by traditional publishers. She also felt that there will be lots of experimentation in the book publishing industry. Book reviews don’t really exist anymore, and the blogosphere is a cluttered environment - sometimes it brings books to the public’s attention, and sometimes it doesn’t.<br />
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JS said that publishers are working on backlists, digitizing books and optimizing search for those books, but that they are focusing their resources on frontlist books.<br />
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For precisely that reason, JF wants her new company to work with traditional publishers to market the deep backlist because traditional publishers are focused on frontlist, including print copies.<br />
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IS asked whether JF’s OpenRoad was in conflict with traditional publishers?<br />
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JF replied that the relationship should not be combative. She felt that there is a lack of understanding as to what her new company does. She wants to create relationships with traditional publishers and to do their emarketing. She was hoping to establish 50/50 partnerships with publishers.<br />
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Q: What deals are being done for E-books?<br />
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JS pointed out that all contracts now include electronic rights. Royalty rates are currently based on the list price of electronic books. The formula is shifting to a net proceeds model due to changes in splits between retailer and publisher. While the rates are not yet set, in his mind, literary agents are claiming that the market rate is 25% of net proceeds.<br />
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MC pointed out that there is often ambiguity over definitions and asked for clarity on the meaning of gross vs. net.<br />
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JS defined net proceeds as gross revenue minus returns. <br />
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Q: Aside from marketing, how could publishers help exploit the interactive potential of E-books?<br />
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JS asserted that publishers view themselves as part of the creative team. He therefore viewed that is a battle for competitive advantage among book publishers since he felt that there was an uneven level of quality among the editorial staff across the industry in terms of knowledge, ability and helpfulness.<br />
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Q: What will change?<br />
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JS projected that e-book revenue, now 4% of total revenue, will grow to 7-8% next year. It will be the fastest growing segment of book revenue, but will not yet be a profit generator. He also expected to invest a lot of resources in setting up retail relationships, creating electronic infrastructure, etc., because he felt that publishers need to have the new environment figured out when E-book revenue hits 15-20% in a couple of years.<br />
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JF was more aggressive, asserting that the industry needs to figure out the appropriate split sooner, and that the process won’t take several years.<br />
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JS felt that development of the industry would be hampered by the fact that it does not yet have the basic business model in place. For example, Google is using an agency model while Amazon is a retail model. <br />
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Furthermore, he felt that much will depend on how much consumers are willing to spend on a book. If they can not get a book at a fair price, he argued that they will steal it. Therefore, he wants to protect intellectual property at as high a price as possible that will maximize sales.<br />
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JF felt that turning away any sales of ebooks is bad. It is necessary for publishers to meet consumer demands when they want the book. In return, she feels that the consumer will pay more for the book they want.<br />
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Summary: The size and participation of the audience, the quality of the panel members, and the energy of the discussion all spoke clearly to the importance of this topic to all members of the book publishing industry, and, by extension, to all of their consumers and readers. Furthermore, developments in the ebook industry are likely to have ripple effects on creators of intellectual property in all media.<br />
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The environment is quite unsettled. Can the participants wait for the evolution of the industry to calm down and indicate the direction in which it’s headed, or will the pace of change, and therefore chaos, simply accelerate? There are no answers today on which all parties can agree. Consumers will continue to generate a demand for books and other authored material, regardless of how the industry participants choose to interact with each other. How will the industry address those issues? Let’s turn the page and proceed to the next chapter.Victorhttp://www.blogger.com/profile/12290585255207462629noreply@blogger.com0