A colleague was recently sharing a cab with a senior sales director working for a traditional broadcaster and was amazed he had no idea of what affiliate marketing was.
It’s perhaps not as uncommon as my colleague might have thought, and many of our readers might be in a similar position. So, to spread a little light, here’s a simple explanation (those of you in the Affiliate Marketing world, turn away now!):
Little over a fortnight after Microsoft paid $26bn for the social network, LinkedIn has introduced a mechanism for advertisers to buy programmatic ads that will display across the site.
In an effort to draw fresh revenue from LinkedIn’s 433m users, the new system will display banners across the LinkedIn desktop and supplement the subscription fees paid by premium users and sponsored content as the main sources of earnings.
For the uninitiated, programmatic ads are administered by a system that relies on complex algorithms to trigger ad deployment to a set of specific criteria. The process is versatile and quick. It allows advertisers to save resources by automating media buying at pre-determined rates, and book and optimise campaigns via a web interface. Optimisation ensures ads are only shown to desired audiences and on relevant pages – and with LinkedIn’s wealth of business professional indexed by industry, job type, gender, nationality, interests, skills and much more, brands will be able to really drill down to find the most valuable audiences for their ads.
The long-term viability of digital publications that rely on scaling audience has been called into question in the last few months. Digital advertising has continued to grow, but increasingly the idea of a business model focused on generating a massive readership or viewership is becoming outmoded by the fluctuating demands of advertisers.
There’s also a prevailing feeling in the media industry that there’s too much content chasing too little advertising cash. This doesn’t necessarily mean that cutting back on both content and audience size will be beneficial, just that a new way looking at the quality of content and its ‘appropriateness’ to the audience is taking hold.
With this new approach come a requirement for new skills, and increasingly digital media businesses are looking to hire heads of Audience Development to their senior management teams.
Each week I receive roughly 150 marketing emails. The majority get deleted without any consideration of the content, but last week two emails caught my eye and caused me to investigate further. Why? Believe it or not, they stood out from the rest because they used emojis in the subject line.
For the uninitiated, emojis are little graphics that are commonly used in text messages but are increasingly moving into other forms of communication. The two that caught my attention were an image of a car to start the subject line of an email about car finance and, similarly, a party image in a service upgrade message from one of my tech providers.
Well, so far, you might think, so boring; but there is a point to all this: according to a recent survey Brits are 63% more likely to open an email with an emoji accompanying the subject line.
Data, data, data… it’s everywhere. Regardless of whether your role is commercial or creative, a good understanding of the uses of data is evermore important if you want to progress.
As an executive search firm used to hiring content teams and senior digital heads, we work closely with client organisations to source the best possible candidates – and questions about their knowledge and experience of working with data are asked increasingly.
One of the growing requirements for content specialists, we have found, is knowing what data to gather, analyse, and how to use that to personalise, and successfully shape on-going content programmes, build a loyal following, and convert into leads, and eventually customers.
Now, content managers don’t have to be data specialists, but a bit of knowledge can be very useful.
So when recruiting content managers, a hiring firm might be tempted to look for candidates with a good understanding of how to use data constructively and in a way that is timely, cost-effective, and entirely practical for their business.
Content marketing. It’s come to save us all, hasn’t it? With consumers looking around every available social network for information and entertainment, all brands have to do is provide satisfying content and in return people will be only to pleased to fill their coffers. Right?
Well, stone me. It’s a little bit more complicated than that. According to research from the Content Marketing Institute, brands are either having difficulty (or simply not bothering to…) to measure the value of their work.
Just 21 per cent of B2B marketers claimed they were successfully tracking the ROI of their content marketing campaigns.
Unless they’ve been on extended leave or in serious dereliction of their duties, senior executives across the country are likely to have heard little else about the future of marketing than how putting customer relationships at the heart of their businesses will be vital in the coming years.
The digital world has forced a series of new challenges on business, and high on that list of challenges is the shift in customer behaviour bought about by the adoption of new technologies and communication through social media.
Firms keen to embrace this behaviour shift – and understand how consumers want to connect digital channels – need to think about how to gather data and then what to do with it.
Social media may have brought a wholly new way for brands to engage with consumers – but in an digital environment where attention spans are short and content is abundant, how do you stand out and make an instant connection?
Shira Feuer, head of social media EMEA for The Walt Disney Company, told The Economist’s Big Rethink conference the proposition was simple – to get attention, brands need to create something that is of value to the consumer.
But how does a brand define what is valuable? How does it know what consumers want to connect with across social media?
The traditional ‘funnel’ model used by marketers to map how consumers move from being interested in a product through to purchase is broken and a new set of factors has been brought into play by the rise of social media, according to a leading media consultant.
Bjorn Timelin, a partner with McKinsey & Company, told The Big Rethink conference last week that despite the ‘consumer decision journey’ being nothing like it was ten years ago, many companies still use the funnel model to plan their marketing campaigns.
For brands that want to prolong their relationship with customers, he said, it was essential to understand how technology had changed purchasing journeys and adapt accordingly. It is no longer a linear process, he said, but a circular one. The old model of customers moving neatly through the funnel from the ‘marketing’ phase to ‘store purchase’ was gone – as was the old idea that ‘advocacy’ came after a purchase.
Remember the days when making a purchase meant having to drive to the shop and buying whichever version it stocked of the item you wanted? It almost seems like another age.
Now, with Amazon and others, we research, review, compare deals and shop for alternatives at the touch of a button. Control has swung to the consumer like never before, and in the next 12 months that trend is set to increase as brands invest in technology to enable even greater levels of personalisation.
Late last year, Marketing Week predicted the rise of ‘Me-tail’ would be the biggest marketing trend in 2014.
Put simply, the ‘Me-tail’ concept will see brands move from one-size-fits-all messaging to a position where they can feed specific campaigns and offers to consumers in the hope that they can build relationships that are increasingly relevant to the needs of individual customers.
What does a typical night-in look like in in the ‘teenies’? X Factor on the TV? Youtube during the breaks on an iPad? A constant stream of Facebook, Twitter and Instagram updates in-between? There’s also email and texts to check, not to mention all those WhatsApp messages flying back and forth.
Ask a digital advertiser about the biggest challenges they see ahead and they’re likely to tell you it’s this type of ‘dual screening’. Or, more accurately, it’s the inability of advertising to follow consumers as they hop from one device to the next. But all that could be about to change…Yes, welcome to the Brave New World of Sequential Messaging!
For the uninitiated, sequential messaging is the ability for marketing communications to leap between screens – for a campaign to play out in a chronological succession that builds from an initial touch point on TV, then across Twitter and so forth, dependent on a consumer’s next point of interaction with digital media.