Digital Marketing Archives

Journal of Marketing Research<\/a><\/em>, 52 (5), 726-735.<\/p>\n\n\n\nYakov Bart, Andrew Stephen, and Miklos Sarvary (2014), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1509//jmr.13.0503/" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\" (opens in a new tab)\">Which products are best suited to mobile advertising? A field study of mobile display advertising effects on consumer attitudes and intentions<\/a>,\u201d <a href=https://www.ama.org/"https:////www.ama.org//jmr/">Journal of Marketing Research<\/a><\/em>, 51(3), 270-285.<\/p>\n\n\n\nPeter Danaher, Michael Smith, Kulan Ranasinghe, and Tracey Danahe (2015), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1509//jmr.13.0341/" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\" (opens in a new tab)\">Where, When and How Long: Factors that Influence the Redemption of Mobile Phone Coupons<\/a>,\u201d <a href=https://www.ama.org/"https:////www.ama.org//jmr/">Journal of Marketing Research<\/a><\/em>, 52 (5), 710-725.<\/p>\n","post_title":"An Unprecedented Era of Mobile Marketing","post_excerpt":"As customers are engaged with smartphones, marketing is embracing an unprecedented era of ubiquitous mobile targeting opportunities. Branding and advertising managers can leverage mobile technologies to more effectively improve business performance by better understanding the new, connected, nonlinear consumer journey and contextual environment (location, time, weather, competition) of the digital and physical combined consumer experience.","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"an-unprecedented-era-of-mobile-marketing","to_ping":"","pinged":"","post_modified":"2024-01-08 15:16:05","post_modified_gmt":"2024-01-08 21:16:05","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?p=27224","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1373,"post_author":"42","post_date":"2017-01-01 17:24:34","post_date_gmt":"2017-01-01 17:24:34","post_content":"\n<h2><a href=https://www.ama.org/"http:////yummygum.com///" target=\"_blank\" rel=\"noreferrer noopener\">Yummygum<\/a> is a design studio in Amsterdam<\/h2>\n\n\n\n\"We help startups and other businesses refine, design and launch their digital products. One of our mantras is \u2018simplify even more.\u2019 That shows in our office design where we remove redundant elements while maintaining a warm place to get creative work done.<\/p>\n\n\n\n\"Most design studios go for an industrial look with a lot of unpolished wood. We\u2019ve always aimed for a white and clean design theme. Our office lets us focus on what\u2019s important: translating creativity into usable and beautiful user interfaces.\"<\/p>\n\n\n\n- Leon Ephra\u00efm, founder and designer at Yummygum <\/p>\n\n\n\nOpen Workspace Environment\ufeff<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-image\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//yummygum2.jpg/" alt=\"\"\/><\/figure>\n\n\n\nYummygum Meeting Room<\/strong> <\/p>\n\n\n\n<figure class=\"wp-block-image\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//yummygum-collaborative-meeting-room.jpg/" alt=\"\"\/><\/figure>\n\n\n\nLunch Room Area<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-image\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//yummygum3.jpg/" alt=\"\"\/><\/figure>\n\n\n\nWork & Play in Foosball Table Area<\/strong> <\/p>\n\n\n\n<figure class=\"wp-block-image\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//yummygum-foosball-table.jpg/" alt=\"\"\/><\/figure>\n","post_title":"Office Goals: A Peek Inside of the Design Studio Yummygum Office Tour","post_excerpt":"Yummygum is a design studio in Amsterdam","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"office-goals-a-peek-inside-of-the-design-studio-yummygum-office-tour","to_ping":"","pinged":"","post_modified":"2024-01-22 14:51:18","post_modified_gmt":"2024-01-22 20:51:18","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?post_type=ama_marketing_news&p=1373","menu_order":0,"post_type":"ama_marketing_news","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3015,"post_author":"42","post_date":"2016-07-01 22:11:48","post_date_gmt":"2016-07-01 22:11:48","post_content":"\nProblem three is the digital transformation of the modern corporation.<\/p>\n\n\n\nThe AMA\u2019s first intellectual agenda is meant to serve as a source of guidance and inspiration for marketing professionals as well as academics. In it, we lay out the \u201cseven big problems\u201d marketers face in the boardroom and in the marketplace. These problems are a large part of that intellectual agenda, and will help us hone in on how we inform and inspire you, the marketing community. <\/p>\n\n\n\nHere, we dive into the questions that stem from each of the seven problems. AMA thought leaders discuss the \u201cwhat\u201d and \u201cwhy\u201d of each pillar problem, while we leave the door open indefinitely on the \u201chow.\u201d After all, marketing is about rolling with the punches.<\/p>\n\n\n\nFor every big problem, there are a million small solutions. What are yours? Take <a rel=\"noreferrer noopener\" aria-label=\"For every big problem, there are a million small solutions. What are yours? Take quiz below to understand how your firm is doing.\u200b (opens in a new tab)\" href=https://www.ama.org/"https:////www.ama.org//publications//MarketingNews//Pages//seven-experts-marketing-problem-three-digital-transformation-of-modern-corporations.aspx#problem3quiz\" target=\"_blank\">quiz below<\/a> to understand how your firm is doing.\u200b<\/strong><\/p>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<div class=\"wp-block-image\"><figure class=\"alignleft is-resized\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//brian-gregg.jpg/" alt=\"\" width=\"304\" height=\"333\"\/><\/figure><\/div>\n\n\n\nBrian Gregg<\/strong><\/p>\n\n\n\nPartner at McKinsey & Company<\/strong><\/p>\n\n\n\nToo often, customers experience a company\u2019s brand \u201cvia the org chart,\u201d meaning a company communicates and interfaces with its customers through multiple uncoordinated teams (call center reps, store\/branch associates, digital marketers, etc.) without a unifying mission. In this digital era, a critical barometer of success will be the ability to serve customers in the way they want to be served at key points in their journey. To pull this off, organizations will need to reorient internal mechanics with the customer as the ultimate guide: architecting cross-functional teams around customer journeys, building a holistic view of all customer touch points and governing decisions and incentives around customer metrics. <\/p>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<div class=\"wp-block-image\"><figure class=\"alignleft is-resized\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//Beaudin-Laura.jpg/" alt=\"\" width=\"309\" height=\"339\"\/><\/figure><\/div>\n\n\n\nLaura Beaudin<\/strong><\/p>\n\n\n\nPartner at Bain & Co.<\/strong><\/p>\n\n\n\nMore companies are seeing value in a \u201cdigical\u201d experience for customers\u2014products or services that combine digital and physical elements. Digical can create effective targeted marketing where customers feel the company knows what they want and helps them find it. The Chinese cosmetics company Jahwa provides reps on the retail sales floor with mobile devices that tap into an integrated database. When the rep puts in the name of the customer she\u2019s serving, the device provides recommendations tailored to that customer. This logic applies in business-to-business markets as well. A machinery manufacturer automatically collects electronic data about end users and product use. That lets the company\u2019s marketers understand the needs of specific groups of buyers and design appropriate offers.<\/p>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<div class=\"wp-block-image\"><figure class=\"alignleft is-resized\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//AJH-Headshot.JPG/" alt=\"\" width=\"268\" height=\"294\"\/><\/figure><\/div>\n\n\n\nAlison Herzog<\/p>\n\n\n\nDirector of Global Social Business & Digital Strategy at Dell<\/strong><\/p>\n\n\n\nNinety percent of the data in the world today was created in the past two years. The inherent challenge is knowing how to use this data to tell a meaningful, actionable story. While our day-to-day activities have changed, our psychological drivers haven\u2019t. Digital transformation is really about eliminating friction, solving pain points, understanding needs before the customer does and putting the customer in the driver\u2019s seat. The Internet of Things has made it possible to optimize something you don\u2019t think of as digital, such as a farm, into a place where sensors aid in minimizing water waste, maximizing crop yield and even monitoring product lifecycle in real-time. Social listening allows us to perform real-time market research, understand where a customer\u2019s real passion lies and understand the literal terminology customers use. The outcomes of these two digital transformation initiatives are what every company wants: happy customers, brand advocates, and increased revenue.<\/p>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<div class=\"wp-block-image\"><figure class=\"alignleft is-resized\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//beverly-port.jpg/" alt=\"\" width=\"304\" height=\"334\"\/><\/figure><\/div>\n\n\n\nBeverly Jackson<\/strong><\/p>\n\n\n\nVice President of Social Media Marketing & Content Strategy at MGM Resorts International<\/strong><\/p>\n\n\n\nThe digital transformation of today\u2019s organizations will be most successful when designed to include the entire infrastructure. The rapid acceptance of digital innovation can\u2019t be fully effective when implemented in silos. There is no question the evolution brings organizational efficiencies, increased productivity and campaign effectiveness. However, the challenges to this ground shift towards digital transformation are the disproportionate allocation of technology, resources, training and a general lack of appetite for the resulting change.<\/p>\n\n\n\nThe digital revolution is destined to fail if the entire organization is not included. The transformation and change management must extend beyond sales and marketing teams. Why not include people management, finance, public relations and other B-to-B functions that could amplify the transformation? When it comes to digital transformation, it\u2019s an all-in proposition.<\/p>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<div class=\"wp-block-image\"><figure class=\"alignleft is-resized\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//eric-pelletier.jpg/" alt=\"\" width=\"268\" height=\"294\"\/><\/figure><\/div>\n\n\n\n\u200bEric S. Pelletier<\/strong><\/p>\n\n\n\nGlobal Director of Strategic Workforce Planning at Korn Ferry Hay Group<\/strong><\/p>\n\n\n\nDigitization breaks down barriers in traditional corporations. The safe wall between inside and outside becomes porous. Customer value propositions and employee value propositions are merging. New business models imply new processes, new organizations and new, rare skills. Technology flattens our world and companies must dispense with silos and become less hierarchical to succeed and to attract the right talents. Speed of execution, internal information sharing and learning abilities become competitive advantages in themselves. The ability to manage legacy issues\u2014from IT systems to product and service lines to workforce\u2014will decide the fate of traditional corporations.<\/p>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<div class=\"wp-block-image\"><figure class=\"alignleft is-resized\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//spenner-pat.jpg/" alt=\"\" width=\"268\" height=\"294\"\/><\/figure><\/div>\n\n\n\nPat Spenner<\/strong><\/p>\n\n\n\nDirector of Strategic Initiatives at CEB<\/strong><\/p>\n\n\n\nThe best way to guard against the myriad of disruptors associated with digital transformation today is to be so in tune with your customer that you can anticipate their unarticulated needs. With that insight, leading marketers then assemble the combination of product and service components\u2014some of which may be provided by other parties outside the brand\u2014to simplify whatever job it is the consumer wants done. And in the process, you disrupt your own business before the disruption happens to you.<\/p>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<div class=\"wp-block-image\"><figure class=\"alignleft is-resized\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//sls-headshot.jpg/" alt=\"\" width=\"290\" height=\"318\"\/><\/figure><\/div>\n\n\n\nSarah Schaffer<\/strong><\/p>\n\n\n\nEditorial Director at HZDG<\/strong><\/p>\n\n\n\nThree generations\u2014millennials, Gen X and boomers\u2014are working today in corporate America, which means the modern C-suite must foster and support a variety of communications channels, many of which embrace what I\u2019d call the post-digital age. Leading-edge marketing agencies are tracking emerging trends and incubating new ideas democratically (and quickly) using real-time messaging programs like Slack.<\/p>\n\n\n\nIn my eyes, a team\u2019s effective digital collaboration creates a \u201chalo\u201d effect for all things digital. If junior- and senior-level colleagues can brainstorm faster or make a project come together better via digitized internal communication, then their shared confidence in other digital products or service offerings is likely to rise. And when it comes time to evangelize the power of digital to clients, they can speak from a unified position of authenticity and strength.<\/p>\n","post_title":"Seven Experts on Marketing Problem Three: Digital Transformation of the Modern Corporation","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"seven-experts-on-marketing-problem-three-digital-transformation-of-the-modern-corporation","to_ping":"","pinged":"","post_modified":"2024-01-22 14:53:02","post_modified_gmt":"2024-01-22 20:53:02","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?post_type=ama_marketing_news&p=3015","menu_order":0,"post_type":"ama_marketing_news","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1569,"post_author":"88","post_date":"2016-04-06 21:44:59","post_date_gmt":"2016-04-06 21:44:59","post_content":"\n<h2>A new app-based social network from LEGO appears to be doing the extraordinary: providing a safe space for children online while winning plaudits from parents<\/h2>\n\n\n\nChildren under 13 have long been personae non grata on social networks. They\u2019re prohibited from joining the likes of Facebook, Instagram and Snapchat by terms of service. Sure, some youths can easily lie about their ages, but what they see on those platforms isn\u2019t intended for them.<\/p>\n\n\n\nEnter <a href=https://www.ama.org/"https:////www.lego.com//en-us///" target=\"_blank\" rel=\"noreferrer noopener\">LEGO<\/a>. The Danish toy and entertainment behemoth spent two years developing a social app that would appeal directly to pre-teens while passing muster with concerned parents and international regulators. The final result was <a href=https://www.ama.org/"https:////www.lego.com//en-us//life/" target=\"_blank\" rel=\"noreferrer noopener\">LEGO Life<\/a>, a social network open to everyone but designed primarily as a space for users under 13 to share their LEGO creations. No audio, full video (the site allows stop-motion), text-based communication or identifying usernames or images are allowed, and parents must consent early and often to whatever their child sees and does. <\/p>\n\n\n\nFor its efforts, LEGO has won approval from parents and consumer groups since going live on January 31. But to better understand how the site operates, Marketing News spoke directly to <a href=https://www.ama.org/"https:////www.linkedin.com//in//james-lema-816721b///" target=\"_blank\" rel=\"noreferrer noopener\">James Lema<\/a>, LEGO Life\u2019s creative director.<\/p>\n\n\n\nQ: For close to two decades now, LEGO has been much more than a toy. What steps did the company take to become the <\/strong>omni-channel<\/strong> media company it is today? Why go in that direction?<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-image\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//life-pullquote.jpg/" alt=\"\"\/><\/figure>\n\n\n\nA:<\/strong> Like every successful brand, we recognize the world is changing around us and understand how to adapt while keeping true to our core principles. We have always had fun and construction at the core of our play experiences. Whether it\u2019s playing with physical bricks, video games, apps, watching movies and videos or reading magazines, we have evolved to be where the kids are. As time, media and technology change, we have found ways to successfully deliver on our play promise of creating fun, playful experiences that inject humor into the narrative. <\/p>\n\n\n\nQ: How about setting up the social network, LEGO Life? What were the goals of the app from a marketing perspective, especially when you already have games and content on Lego.com? <\/strong> <\/p>\n\n\n\nA:<\/strong> We know that children have long reveled in the pride of sharing their LEGO creations with their peers and family. Until now, the primary means kids had for sharing were either in-person with friends and family or through the LEGO Club Magazine. The centerfold of our Club Magazine was the main spot for group sharing of kids\u2019 creations and these community pages were the highest-rated pages for 10 years. <\/p>\n\n\n\n<div class=\"wp-block-columns has-2-columns\">\n<div class=\"wp-block-column\">\n<figure class=\"wp-block-image\"><img src=https://www.ama.org/"https:////www.ama.org//EmailMktgImages//marketing//PCM2017_600x600b.jpg/" alt=\"FCC Complaints Show Not All Super Bowl Ads Went Over Well With Audience\"\/><\/figure>\n<\/div>\n\n\n\n<div class=\"wp-block-column\">\n<a href=https://www.ama.org/"https:////www.ama.org//events-training//Certification//Pages//digital-marketing-certification.aspx/">Become a Certified Digital Marketer Today! <\/strong><\/a> Increase your marketability, grow professionally and feel accomplished with your new AMA Digital Marketing Certification! Take the free practice exam and prove your expertise.<\/p>\n<\/div>\n<\/div>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\nBy introducing a digital platform to facilitate and further this tradition, we can exponentially increase the amount of kids who can share their creations and the amount of times each child can share. Also, kids can give and get feedback and inspire each other to keep building. <\/p>\n\n\n\nOur biggest challenge before we launched was whether or not kids would contribute to the platform. We wanted to make sure the content was LEGO-focused and knew there could be challenges around what kids might share. To our delight, kids have been contributing thousands of inspirational builds and content to our platform at an extreme rate. We\u2019re happy the experience has been received so well.<\/p>\n\n\n\nQ: You already have<a href=https://www.ama.org/"https:////www.lego.com//en-us//lifesubscription/" target=\"_blank\" rel=\"noreferrer noopener\"> a magazine called LEGO Life<\/a>, which is aimed at children aged 5 to 9. You recommend older children download the LEGO Life app. Why the differentiation? <\/strong> <\/p>\n\n\n\nA:<\/strong> The LEGO Club magazine goes out to all 6 million members of LEGO Club across 18 markets worldwide\u2014all of whom are enthusiastic LEGO builders and many of whom submit photos of their creations hoping to be chosen for one of a limited number of spots in the magazine dedicated to showcasing their LEGO creations. This same audience can now join LEGO Life which will allow all club members the opportunity to share as many of their builds as they like as often as they like. Q: You have an entire section on Lego.com devoted to digital safety. How can parents teach young children about potential dangers in the fun LEGO Life online space? <\/strong><\/p>\n\n\n\nA:<\/strong> The LEGO safety pledge adheres to UNICEF standards and is a method for parents to talk to their kids about digital safety while establishing a shared commitment to ground rules for online social behavior. In addition to the safeguards around sharing personal information and content moderation, we added a specific digital safety section for parents that conveys our approach to digital safety and illustrates the ways in which LEGO Life focuses on the safety of their children. <\/p>\n\n\n\nQ: What do parents need to be assured of before giving their children permission to use the app, and how did you alleviate those concerns?<\/strong> <\/p>\n\n\n\nA:<\/strong> We understand that the No. 1 concern among parents when it comes to social networks and other digital environments is safety, so naturally we kept this at the heart of the development of LEGO Life. We implemented as many safeguards as possible to prevent children from sharing personal information, images of themselves and anything that could allow other users to identify and locate one another. For example, the LEGO Life name generator uses a random three-word mix to create a display name so children can choose from silly names like DukeCharmingShrimp or CaptainNoisyBadger. Additionally, the LEGO Emoji Keyboard was created to keep communication simple, universal, safe and fun. Children can only comment on each other\u2019s posts through a keyboard of recognizable LEGO emojis and elements,minifigure faces and stickers. You can express a world of opinions with a simple smile or heart. <\/p>\n\n\n\n<figure class=\"wp-block-image\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//build-character-lego-life.jpg/" alt=\"\"\/><\/figure>\n\n\n\nQ: What kind of feedback have you been getting from parents since LEGO Life launched?<\/strong> <\/p>\n\n\n\nA:<\/strong> Recently at the LEGO World event in Copenhagen, we asked parents and kids what their opinions were of the app. Parents approve of the app because they know and trust the LEGO commitment to safety and fun. Kids told us the app inspires them to build. This is exactly what we were hoping for. <\/p>\n\n\n\nQ: How does the \u201cvisualized hashtag system\u201d work <\/strong>in <\/strong>the app? <\/strong><\/p>\n\n\n\nA:<\/strong> The LEGO groups are the LEGO Life version of hashtags. Groups are arranged around areas of interest (animals, vehicles, heroes, etc.), LEGO themes (NINJAGO, Star Wars, etc.) and seasonal\/regional topics (New Year, Valentine\u2019s, etc ). Once kids follow a group, they will see updates from their favorite characters and themes within their LEGO Life feed, including interesting builds, imagesand challenges. Groups will expand as LEGO Life membership grows and trends and interests take shape. <\/p>\n\n\n\nQ: Can you link to anything outside of the network from within the app?<\/strong> <\/p>\n\n\n\nA:<\/strong> The only items we currently link to outside of the app are other LEGO apps. Before a user can visit these apps, we put a parental pop-up\/check to ensure that users know they are about to leave the app. <\/p>\n\n\n\nQ: Aside from creating a safe digital space, what notes did the app have to hit to remain consistent with the LEGO brand?<\/strong> <\/p>\n\n\n\nA: <\/strong>The main goal in developing LEGO Life was to give kids a safe space where they could inspire and get inspired to build more with LEGO bricks. Every aspect of LEGO Life embodies the sense of play, creativity, and humor inherent in the LEGO brand. Q: Can you say how many users are active on <\/strong>LEGO Life, and what percentage are 13 or <\/strong>under<\/strong>? Is membership meeting or exceeding company estimates?<\/strong><\/p>\n\n\n\nA: <\/strong>We\u2019ve had an overwhelmingly positive response so far and just crossed the threshold of 1 million downloads by our fans. In our first week, we became the No. 1 children\u2019s app in each launch market, and we have been very pleased with the enthusiastic response we are receiving from parents and kids alike\u2014both in the comments they are sharing and in the volume of LEGO creations they are uploading to LEGO Life. <\/p>\n\n\n\nQ: A lot of the social content on LEGO Life is created directly by LEGO. What does your content team look like and what are its goals? Are they a bunch of social media and design experts playing with LEGOs all day?<\/strong> <\/p>\n\n\n\nA:<\/strong> LEGO Life is a healthy mix of user-generated content and content created by our editorial teams. These editors are highly dedicated to their craft. They spend each day reviewing activity within the app and adjust their editorial strategies to maximize user engagement. They coordinate campaigns across all our product groups and themes and suggest the best ways to reach our audience from a mix of challenges, articles and videos. They also build and play with a lot of LEGO bricks! Ultimately, the goal is to strike the right balance in engagement and inspiration to ensure a steady stream of user-generated content and community. <\/p>\n\n\n\nQ: Wha<\/strong>t about the content monitoring team? How big is it, and what is it looking for?<\/strong><\/p>\n\n\n\nA:<\/strong> Every post to LEGO Life is monitored and viewed by a human. We use image detection software for an initial review and then, based on the content, it will receive varying levels of review from our team. The main requirement for posting is that the content must somehow be LEGO-relevant\u2014and brand-appropriate, of course. <\/p>\n\n\n\nQ: Why put this all in an app and not make it a separate website accessible from a browser?<\/strong> <\/p>\n\n\n\nA: The goal is to provide an experience that kids can enjoy wherever they are. We know that more kids today have their own tablets or mobile phones and they expect to have this kind of experience available to them. They also are much more app-centric and less motivated by branded websites. <\/p>\n\n\n\n<figure class=\"wp-block-image\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//lego-social-posts.jpg/" alt=\"\"\/><\/figure>\n\n\n\nScreen shots from the LEGO Life interface.<\/p>\n\n\n\nQ: Have you thought about incorporating advertising or sponsored content at all? <\/strong> <\/p>\n\n\n\nA: <\/strong>LEGO Life does not have any third-party advertisement, nor are there plans to include any. <\/p>\n\n\n\nQ: What about co-branding? LEGO Life includes Batman, Star <\/strong>Wars<\/strong> and Minecraft Lego sets. I think I saw the legal portion of the app mentioning Angry Birds characters. How do you determine what other brands can enter the app space? Are there any limitations on who can enter the space and what they can look like? <\/strong> <\/p>\n\n\n\nA:<\/strong> The LEGO Batman, LEGO Star Wars and LEGO Minecraft content we produce within the app is based on licensed themes that are part of the LEGO universe. If we currently produce a LEGO set for a certain license, there is a good chance at some point you\u2019ll see a group or content based on that theme within LEGO Life. <\/p>\n\n\n\nQ: It\u2019s been reported that you\u2019re looking into the possibility of adding in-app chat functions as well as allowing users to upload narrated <\/strong>video<\/strong>. Do you have any updates on if and when those features might be added? How about any other features not currently part of the LEGO Life experience? <\/strong><\/p>\n\n\n\nA: <\/strong>In terms of in-app chat and user video, those are ambitions we have for the future, but we need to make sure we take the appropriate time to develop them in a safe, responsible and fun way. LEGO Life is an agile project in every sense. Our development roadmap can change based on the way our users are engaging in the app. We may have plans to bring in a new feature, but if we see kids are using the app in surprising ways, we will prioritize development of features that benefit our users\u2019 habits. Every day, we see new ways kids are using the app, and it\u2019s been a pleasure to see the builders of tomorrow inspiring each other. <\/p>\n","post_title":"LEGO's Kid-friendly Social Platform Earns High Marks for Safety and Engagement","post_excerpt":"A new app-based social network from LEGO appears to be doing the extraordinary: providing a safe space for children online while winning plaudits from parents","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"legos-kid-friendly-social-platform-earns-high-marks-for-safety-and-engagement","to_ping":"","pinged":"","post_modified":"2024-01-22 14:54:57","post_modified_gmt":"2024-01-22 20:54:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?post_type=ama_marketing_news&p=1569","menu_order":0,"post_type":"ama_marketing_news","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":2667,"post_author":"15","post_date":"2016-04-01 19:58:05","post_date_gmt":"2016-04-01 19:58:05","post_content":"\n<h2>Online dating is used by approximately 48 million Americans. What role has marketing played in getting millions of people to forget the stigma and find their soulmate online?<\/strong> <\/h2>\n\n\n\nOnline dating isn\u2019t perfect. No website has found the magic method of creating a love connection. Just ask Mark Brooks, who has worked in and around the industry for two decades. \u201cThis is a total virgin science,\u201d Brooks quips with a restrained laugh from his deck in Malta. <\/p>\n\n\n\n<a href=https://www.ama.org/"http:////www.onlinepersonalswatch.com///" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"Brooks runs Courtland Brooks, an agency that provides strategy, marketing, business development, and media relations for companies in the online dating world. He\u2019s worked with websites like PlentyofFish.com and Cupid.comand has seen the industry through multiple eras, from the early days of online personals to companies scrambling for mobile relevance. (opens in a new tab)\">Brooks runs Courtland Brooks<\/a>, an agency that provides strategy, marketing, business development, and media relations for companies in the online dating world. He\u2019s worked with websites like <a rel=\"noreferrer noopener\" href=https://www.ama.org/"http:////www.pof.com///" target=\"_blank\">PlentyofFish.com<\/a> and <a rel=\"noreferrer noopener\" href=https://www.ama.org/"http:////www.cupid.com///" target=\"_blank\">Cupid.com<\/a>and has seen the industry through multiple eras, from the early days of online personals to companies scrambling for mobile relevance. <\/p>\n\n\n\nCompetition has grown along with the size of the industry. Reports say there are anywhere from 2,500 to 8,000 online dating platforms worldwide, all with their own unique claim or angle to attract users. Pew Research Center reports that while few users were online dating in 2005, <a href=https://www.ama.org/"http:////www.pewinternet.org//2016//02//11//15-percent-of-american-adults-have-used-online-dating-sites-or-mobile-dating-apps///" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"Competition has grown along with the size of the industry. Reports say there are anywhere from 2,500 to 8,000 online dating platforms worldwide, all with their own unique claim or angle to attract users. Pew Research Center reports that while few users were online dating in 2005, 15% of all Americans have used online dating sites or apps at some point as of 2015. This equates to roughly 48 million people. Pew also recently reported that the share of 18-to-24-year-olds who use these platforms has nearly tripled from 10% in 2013 to 27% today. Even the boomers are getting in on the action, with online dating user share doubling from 6% in 2013 to 12% today. (opens in a new tab)\">15% of all Americans have used online dating sites or apps at some point as of 2015<\/a>. This equates to roughly 48 million people. Pew also recently reported that the share of 18-to-24-year-olds who use these platforms has nearly tripled from 10% in 2013 to 27% today. Even the boomers are getting in on the action, with online dating user share doubling from 6% in 2013 to 12% today. <\/p>\n\n\n\nThe stigma of meeting your soulmate through a website is dwindling by the day, experts say, especially for millennials and Generation Z. Melanie Shreffler, senior editorial director of \u201c<a href=https://www.ama.org/"https:////cassandra.co///" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"The stigma of meeting your soulmate through a website is dwindling by the day, experts say, especially for millennials and Generation Z. Melanie Shreffler, senior editorial director of \u201cThe Cassandra Report\u201d by Engine Group, which looks at emerging trends and youth behavior of people ages 14 to 34, found that platforms are looking to give a more realistic experience to win over more users. \u201cPeople want the other person [they meet] to be real and not just some online fa\u00e7ade,\u201d she says. Opportunities for the younger crowd to join an online dating service can be found in the numbers, such as the juxtaposition of 83% of young people Cassandra surveyed preferring to meet a potential partner in person but only 40% having ever actually asked someone on a date face-to-face. (opens in a new tab)\">The Cassandra Report<\/a>\u201d by Engine Group, which looks at emerging trends and youth behavior of people ages 14 to 34, found that platforms are looking to give a more realistic experience to win over more users. \u201cPeople want the other person [they meet] to be real and not just some online fa\u00e7ade,\u201d she says. Opportunities for the younger crowd to join an online dating service can be found in the numbers, such as the juxtaposition of 83% of young people Cassandra surveyed preferring to meet a potential partner in person but only 40% having ever actually asked someone on a date face-to-face.<\/p>\n\n\n\nWhile it\u2019s growing, the industry is \u201csort of being squished,\u201d with the majority of growth seen at large businesses and smaller apps, leaving a large middle section open, Brooks says. <\/p>\n\n\n\nSquishing aside, the increased interest has meant huge revenue. <a href=https://www.ama.org/"http:////www.ibisworld.com//industry//default.aspx?indid=1723\%22 target=\"_blank\" rel=\"noreferrer noopener\">IBISWorld reports the online dating industry was worth $2 billion in 2015<\/a> and poised for even more growth. Industry marketers have proverbial dollar signs in their eyes and are trying to figure out how they can become relevant to users in unique ways. While some online dating platforms fit neatly into niches, others cast a wide net for the hearts of every single person in America. <\/p>\n\n\n\n<a href=https://www.ama.org/"http:////www.businessinsider.com//jmp-securities-analyst-note-on-tinder-2015-4?r=UK&IR=T\%22 target=\"_blank\" rel=\"noreferrer noopener\">Take Tinder<\/a>, the wildly popular dating app in which users \u201cswipe right\u201d to note interest in someone, or \u201cswipe left\u201d to reject them. Those who both swipe right on each other can begin a message conversation. Tinder is the game-changer, as it has severely reduced the stigma of online dating with its ease of use and gamification, many professionals agree. According to Brooks, Tinder\u2019s explosive popularity changed the face of internet dating with its launch in 2012. The app grew from college campuses, Brooks says, as the company used a marketing program to entice \u201ccampus connectors\u201d (or the \u201cpopular kids,\u201d as he deemed them) to spread the word. <\/p>\n\n\n\n\u201cIt doesn\u2019t take much,\u201d he said. \u201cIt\u2019s such a hotbed on campuses that you can get these things to take off on campus with the right story and the right product. [Tinder is] a very, very compelling product. It\u2019s one of the few dating apps that\u2019s truly sharable. For some reason, apps are more sharable in online dating. You wouldn\u2019t generally talk about Match, but on Tinder, you\u2019d just show it around and talk about the experience.\u201d<\/p>\n\n\n\nHow do these dating platforms grow? Brooks says it\u2019s something that isn\u2019t often discussed, but the traditional way is for these websites to spend their way to growth via pay-per-click advertising and paid acquisition, as well as SEO and content marketing. Companies with more money are able to advertise on TV where they can \u201cgo big or go home,\u201d he says. <\/p>\n\n\n\nMarketing has been a true difference maker in the industry, playing a key role across each site that has reached a critical mass of users. How have these marketers made a difference and created a service few ever thought they would need? Marketing minds from multiple online dating platforms, some old and some new, weigh in on how they plan to thrive with a fickle and ever-changing demographic.<\/p>\n\n\n\n<h4>Classic and Conservative <\/strong><\/h4>\n\n\n\n<figure class=\"wp-block-image\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//conservative-eharmony.jpg/" alt=\"\"\/><\/figure>\n\n\n\n<\/strong>In 2000, Grant Langston was asked to be a copywriter for a new startup website. It was just for six months, they told him. He hesitated before taking it; the job was in Pasadena and he was pretty comfortable at home in Los Angeles. Sixteen years later, he\u2019s the vice president of brand marketing for that startup, eHarmony, <a href=https://www.ama.org/"http:////www.eharmony.com///" target=\"_blank\" rel=\"noreferrer noopener\">which is now one of the most successful and largest subscription-only dating websites on the market<\/a>.<\/p>\n\n\n\nHow did eHarmony grow from a startup with no users to a mammoth with 45 million users? It certainly didn\u2019t happen overnight. In fact, things were pretty bad in the first couple of years, Langston says, as the company relied solely on PR and online marketing and could initially only manage a \u201csmall trickle\u201d of users. With its minute base, eHarmony became \u201cgood at apologizing and asking people to hang in there\u201d while competitors continued to enter the market. <\/p>\n\n\n\nThen, in 2003, the company started airing its first radio ads. The ads featured real couples talking about how they met on eHarmony. After about six months, the team translated that storytelling model to TV\u2014and it was a hit. Langston refers to TV as eHarmony\u2019s \u201cmagic formula,\u201d a method that helped them gain more users than any other medium at the time.<\/p>\n\n\n\n<iframe width=\"560\" height=\"315\" src=https://www.ama.org/"https:////www.youtube.com//embed//jg0wD8gNtgQ/" frameborder=\"0\" allow=\"accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture\" allowfullscreen=\"\"><\/iframe>\n\n\n\nTV advertising, however, is a fickle beast and was not without its hurdles. Anyone who has heard of eHarmony has likely seen its TV commercials, which were similar to its radio spots: Couples talking about their experience with the site and how they\u2019re still together. While this worked beautifully for years, with a huge response rate, Langston says they ran variations on the same spot from 2003 until 2009\u2014something he says \u201cwas a pretty bad mistake, in retrospect.\u201d<\/p>\n\n\n\n\u201cBack then, the theory was you wanted everything to be integrated. You wanted one campaign that spoke to everybody,\u201d Langston says. \u201cWe would shoot one series a year, one package of commercials a year. Everything we did from every platform, from every channel, was that exact same ad. Essentially, we just burned out America on the exact same thing.\u201d<\/p>\n\n\n\nResponse rates hit rock bottom. \u201cIt was a crisis here,\u201d Langston says, adding that the company started trying other methods that did not work. Then, perhaps serendipitously, there was turnover at the top of the company. Langston was asked to take over the company\u2019s advertising direction and told his superiors it was essential for the company to start putting several campaigns into the marketplace at one time instead of having all of their proverbial eggs in one basket. \u201cLet\u2019s get more creative,\u201d he says.<\/p>\n\n\n\nEvolution happened in subtle ways, such as making the TV spots humorous, Langston says, and the response rate ascended. Now, television accounts for approximately 70% of eHarmony\u2019s lead generation. It\u2019s a numbers game, he says. TV registrations have a dramatic velocity for the company. Those who come to eHarmony by way of TV register faster, subscribe faster and take the questionnaire faster. It creates an emotional and motivating connection to the audience, Langston says. <\/p>\n\n\n\n<iframe width=\"560\" height=\"315\" src=https://www.ama.org/"https:////www.youtube.com//embed//EnXL-BKV6RU/" frameborder=\"0\" allow=\"accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture\" allowfullscreen=\"\"><\/iframe>\n\n\n\nAlthough TV is the main route eHarmony has taken to winning market share, Langston says they still do radio ads, keyword testing, display ads and digital video\u2014they just bring in less money than TV. Social media, however, has become a key player in eHarmony\u2019s marketing strategy in the past five years. They\u2019ve learned how to monetize it in a way they never imagined possible, Langston says, gaining nearly 300,000 Facebook fans and just more than 44,000 Twitter followers. <\/p>\n\n\n\nLangston says the advent of the Tinder era has helped business, giving their priced model even more legitimacy and clout by keeping the focus on its model of creating long-term relationships rather than hookups. \u201cYou have to stay connected. We just don\u2019t ever want to change who we are and what we represent,\u201d he says. \u201cAs long as you keep both of those things going, we\u2019ll be golden.\u201d<\/p>\n\n\n\n<h4>Modern and Mobile<\/strong> <\/h4>\n\n\n\n<figure class=\"wp-block-image\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//zoosk-modern-mobile.jpg/" alt=\"\"\/><\/figure>\n\n\n\nDaniel Mori is trying to keep up with a lot. Not only is he Zoosk\u2019s senior director of business analysis and monetization, he\u2019s also currently heading up the online dating company\u2019s marketing efforts. \u201cI\u2019m having a very busy quarter,\u201d Mori says in his thick Italian accent with a laugh and slight sigh. <\/p>\n\n\n\nAmid all of the spinning plates he has to keep track of <a href=https://www.ama.org/"https:////www.zoosk.com///" target=\"_blank\" rel=\"noreferrer noopener\">at Zoosk<\/a>, he\u2019s also tasked with capitalizing on the large cadre of consumer data that comes in on a minute-by-minute basis through the company\u2019s website, mobile app and 13.3 million fans on Facebook (the company began as a Facebook app in 2007).<\/p>\n\n\n\nMost of the company\u2019s decisions are based entirely on data, he says, especially when it comes to figuring out how marketing dollars are allocated. \u201cThe main goal for [our] team is to tie price to value,\u201d he explains. \u201cWe\u2019re very diligent about making sure every marketing dollar we spend has a measurable value on business. Our job is to measure that impact.\u201d<\/p>\n\n\n\nMori says Zoosk is \u201ca bit of a hybrid between direct response and a large consumer brand.\u201d The company does a lot of digital direct response marketing to a smaller audience than most other large consumer products. <\/p>\n\n\n\n\u201cThink about it in these terms: Fifty percent of the adult population in the U.S. is single; that\u2019s our target audience in general. Those are the only people who are even eligible for our service,\u201d Mori says. \u201cWithin that 50%, we have to make sure approximately 25% have tried online dating or are willing to try online dating, so we have to figure out ways to determine intent within that pool of the adult population. <\/p>\n\n\n\n\u201cMost of what we do in marketing is try to polish and refine our marketing to identify single adults \u2026 and try to predict intent. That\u2019s easy in search marketing [such as PPC and SEO] \u2026 but beyond search marketing, intent becomes a little bit more of a trick exercise,\u201d Mori says. <\/p>\n\n\n\n<iframe width=\"560\" height=\"315\" src=https://www.ama.org/"https:////www.youtube.com//embed//nzGvESR4erc/" frameborder=\"0\" allow=\"accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture\" allowfullscreen=\"\"><\/iframe>\n\n\n\nWhile Zoosk has attempted to break it big via TV and radio spots, like eHarmony, Mori and his team weren\u2019t satisfied with the ROI. Perhaps the biggest player in Zoosk\u2019s marketing strategy is the aforementioned 13.3 million Facebook fans and the heaps of data it receives on a daily basis. <\/p>\n\n\n\nMobile spend is outpacing desktop spend at Zoosk, as the <a href=https://www.ama.org/"https:////www.facebook.com//Zoosk/" target=\"_blank\" rel=\"noreferrer noopener\">Facebook mobile app is one of the most successful distribution outlets for the company<\/a>. Mori says the conversion rate for Facebook mobile, from click to install, is between 5% and 10%. This is thanks in large part to the extremely specific data it receives.<\/p>\n\n\n\n\u201cWe have the ability with Facebook to target people who have self-identified as being single,\u201d Mori says. \u201cEven if we\u2019re not always able to measure their intent, we know their eligibility for our service. That\u2019s a very, very effective marketing tool for us.\u201d<\/p>\n\n\n\nIt\u2019s no wonder mobile is so effective for Zoosk, as more people, specifically in the 18- to 24-year-old crowd, are now on mobile dating apps. Pew reports that 22% of people in this age group now use mobile online dating, up from the 5% who used mobile dating in 2013. Combine that with the reported 1.44 billion active Facebook mobile users and the potential is substantial. <\/p>\n\n\n\nWhere can Zoosk go from the mass amounts of users and Facebook followers? Keeping up quality of the site and app, as well as welcoming back previous users, has been helpful. Mori says security features, such as photo verification done by independent moderators, have helped the company build up a level of trust with its users. When relationships end, many end up returning because of the positive experience, according to Mori. <\/p>\n\n\n\n\u201cWe live in a bit of a paradox,\u201d Mori says of the online-dating marketing world. \u201cOn the one hand, we\u2019d love to have a 100% retention rate. On the other hand, success means attrition. Unfortunately, the reality\u2026 well, fortunately for the business, unfortunately for humanity, I guess: Not all relationships last forever.\u201d<\/p>\n\n\n\n<h4>Spiritual and Social<\/strong><\/h4>\n\n\n\n<figure class=\"wp-block-image\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//spiritual-spark-networks.jpg/" alt=\"\"\/><\/figure>\n\n\n\nThere\u2019s one question that has been eating away at John Volturo, chief marketing officer at <a href=https://www.ama.org/"http:////www.spark.net///" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"There\u2019s one question that has been eating away at John Volturo, chief marketing officer at Spark Networks, since he started working in online dating in 2004. It\u2019s been eating away at the rest of the industry, too: Can you create a dating brand that\u2019s about more than just dating? (opens in a new tab)\">Spark Networks<\/a>, since he started working in online dating in 2004. It\u2019s been eating away at the rest of the industry, too: Can you create a dating brand that\u2019s about more than just dating?<\/p>\n\n\n\nPerfectMatch\u200b before trying to start his own online dating service a year later. It fell flat; they had underestimated the expenses.<\/p>\n\n\n\n\u201cPeople require so much more to effectively date,\u201d he says. \u201cDating brands are a commodity in the space. Unless you have the [unique selling proposition] that resonates with someone, you\u2019re going to get [people who] defect pretty easily.\u201d<\/p>\n\n\n\nAfter years of experimenting, Volturo now works on the branding efforts for more than 20 brands at Spark Networks, including ChristianMingle and JDate. The selling proposition at Spark? Knowing there\u2019s a religious connection before there\u2019s a love connection\u2014a shared value system from the start.<\/p>\n\n\n\n\u201cOne of the things we hear a lot on the Christian side of the business is that it\u2019s really hard to go into a bar and figure out who\u2019s Christian and what type of Christianity they follow,\u201d he says. \u201cIt\u2019s an awkward question. That\u2019s why when you\u2019re sitting at home or a coffee shop, we provide [a great] service. \u2026 You really do know with ChristianMingle and JDate that people\u2019s faith is important to them.\u201d<\/p>\n\n\n\nIn addition to bringing people together online, both properties have seen success with in-person events. Volturo likes to think about each of the brands as a local business in each territory they\u2019re in. This has paid off, he says, simply because of the connections they\u2019ve created with users. People are \u201chungry\u201d for these events, Volturo insists, as the events become social tools to make the brand exciting and relevant to its users. <\/p>\n\n\n\nThe No. 1 way Volturo says his team reaches out to users is through e-mail, <a href=https://www.ama.org/"https:////www.ama.org//events-training//Training//Pages//Increasing-Email-Marketing-Effectiveness---2016---Chicago,-IL.aspx/" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"The No. 1 way Volturo says his team reaches out to users is through e-mail, which has meant testing, optimizing images, asking questions, and measuring time users are on the page, among other analytical testing. Keeping lines of communication open is essential, as they have looked to be trusted and create a bond with users. The most important marketing effort, Volturo says, is the combination of all of them; the halo effect of each channel increasing the relevance of the next. (opens in a new tab)\">which has meant testing<\/a>, optimizing images, asking questions, and measuring time users are on the page, among other analytical testing. Keeping lines of communication open is essential, as they have looked to be trusted and create a bond with users. The most important marketing effort, Volturo says, is the combination of all of them; the halo effect of each channel increasing the relevance of the next. <\/p>\n\n\n\nHas Spark Networks found its unique way of marketing? Volturo thinks so. Free apps don\u2019t offer a focus and don\u2019t bring the quality, he says, while other paid sites don\u2019t offer religious filters.<\/p>\n\n\n\n\u201cThere\u2019re riches in niches,\u201d Volturo says. \u201cBecause it\u2019s been around so long, it\u2019s iconic, and there\u2019s a huge amount of virility because the number of [Jewish] people who got married through JDate far exceeds all other dating sites. That longevity, that history, that success rate really translates into a lot of viral growth.\u201d<\/p>\n\n\n\n<h4>Hip and Happening<\/strong><\/h4>\n\n\n\n<figure class=\"wp-block-image\"><img src=https://www.ama.org/"https:////www.ama.org//PublishingImages//happn-image.jpg/" alt=\"\"\/><\/figure>\n\n\n\nLove at first sight is harder than ever to come by in 2016. Pew Research recently found that 62% of people believe online dating allows them to find a better match. Happn, a company which refers to itself as \u201cthe first real-life dating app,\u201d wants to make stumbling onto love in real life the new hot trend.<\/p>\n\n\n\nThe app uses geocoding to match people who have crossed paths, meaning users actually have to leave the house to have a chance of meeting someone new. Happn tells users just how many times they and another individual have crossed paths and will connect both if they both would like to chat.<\/p>\n\n\n\nSerge Gojkovich, who was hired as the company\u2019s CMO earlier this year and was most recently vice president of marketing at dating app brands Grindr and Blendr, said the app\u2019s hyperlocalization sets it apart from anything else on the dating market. <\/p>\n\n\n\n\u201cIt\u2019s more about the chance meeting,\u201d he says. \u201cTypically, [people] go to the same restaurants, they go to the same gym, the same grocery store, the same dry cleaners. How amazing is it that you can meet people who have similar activities as you do? That\u2019s really the true algorithm: Meeting each other in real life and seeing the same things rather than filling out a 40-question questionnaire trying and meet up with someone.\u201d<\/p>\n\n\n\n<iframe width=\"560\" height=\"315\" src=https://www.ama.org/"https:////www.youtube.com//embed//bEEF9tt5foc/" frameborder=\"0\" allow=\"accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture\" allowfullscreen=\"\"><\/iframe>\n\n\n\nThe Paris, France-based company has been rolling out slowly in the U.S., launching in bigger cities such as New York City, Miami and Los Angeles. This makes sense, as GlobalWebIndex has reported that 74% of location-based dating app users, as of the 4th quarter of 2014, were in urban areas. <\/p>\n\n\n\nThus far, the U.S. accounts for roughly 13%, or 1.75 million, of Happn\u2019s user base. Happn says it is adding 1.5 million users each month across the world (150,000 to 175,000 in the U.S.), with an expectation of 30 million total users worldwide by the end of 2016. <\/p>\n\n\n\nThe reason for targeting larger cities is simple, Gojkovich says: There are more people around, creating a better chance of more people crossing paths. The objective now is to \u201cinsert ourselves where people are out and about having fun.\u201d The company has events scheduled in big cities across the country, including pool parties in Miami and an event at <a href=https://www.ama.org/"http:////www.basecampfitness.co///" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"The reason for targeting larger cities is simple, Gojkovich says: There are more people around, creating a better chance of more people crossing paths. The objective now is to \u201cinsert ourselves where people are out and about having fun.\u201d The company has events scheduled in big cities across the country, including pool parties in Miami and an event at Basecamp Fitness in Santa Monica, California, to show people how the app works and create a fun association with the name \u201cHappn.\u201d (opens in a new tab)\">Basecamp Fitness in Santa Monica, California<\/a>, to show people how the app works and create a fun association with the name \u201cHappn.\u201d<\/p>\n\n\n\nWhile having a plan to reach critical mass in online dating is essential, Gojkovich knows that without a well-functioning, unique platform, the company would be left for dead. That\u2019s why he says the Happn crew strives to introduce new features to the app, such as the ability to send a potential date a song from Spotify or showcase Instagram photos.<\/p>\n\n\n\n\u201cWhat we\u2019re trying to do is create an app and new features that people want to use,\u201d Gojkovich says, \u201cBut we also have to tell people about it. That\u2019s why we\u2019re doing event marketing. That\u2019s why we\u2019re doing the public PR push.\u201d<\/p>\n\n\n\nReaching critical mass this year will be an important step for Happn. \u201cWe\u2019re excited about dominating the U.S. market,\u201d he says.<\/p>\n\n\n\n<h4>How Brands are Getting Involved<\/strong><\/h4>\n\n\n\nRecent research from The Cassandra Report found that 75% of people believe online dating makes it easier to meet people and 73% believe it\u2019s possible to have a relationship with someone they met online. But how do they feel about brands marketing and advertising to them amid their online romantic quests? <\/p>\n\n\n\nCassandra\u2019s Shreffler says she sees a lot of interesting opportunities for brands in the online dating world. Many are already using mobile platforms heavily in advertising campaigns, so reaching this audience wouldn\u2019t make for a huge jump. But the big opportunity she sees is to give people that \u201cmeet-cute\u201d story, or their own unique story of \u201chow we met.\u201d<\/p>\n\n\n\n\u201cIt makes their story a little bit different than other people\u2019s,\u201d she says, citing brands that hold events in concert with online dating apps, hold special promotions and interact with users in unique ways. One example she gives is from a woman she spoke with at a focus group who claims, after meeting her boyfriend at a Heineken-sponsored event, that \u201cHeineken introduced us,\u201d a story they tell time and again.<\/p>\n\n\n\n\u201cWhen you create the right kind of content \u2026 whether it\u2019s for a nonprofit or an advertiser, users get engaged,\u201d he says.<\/p>\n\n\n\n<h4>What Does the Future Hold?<\/strong><\/h4>\n\n\n\nYears ago, Brooks says he predicted that \u201cwe\u2019d go Star Trek\u201d in online dating, meaning he foresaw the impending mobile boom. In his recent research, he found that 73% of all visitors to dating services are on mobile devices. <\/p>\n\n\n\nBut a unique selling proposition is needed for websites that want to break through. Brooks believes larger screens, five-to-six inches, will come into prominence in the near future. Users want larger pictures for their online dating needs and Brooks says larger phones and small tablets will serve that need. <\/p>\n\n\n\nAfter that, he believes wearable technology will play a larger role in the industry. Runners, for instance, may want to date other runners, but how can you truly know if someone exercises the same way? People often tell white lies on their dating profiles, but Brooks says sites may be able to take advantage of a <a href=https://www.ama.org/"https:////www.ama.org//publications//MarketingHealthServices//Pages//Health-Care-Marketers-Beat-Churn-with-Data.aspx/" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"After that, he believes wearable technology will play a larger role in the industry. Runners, for instance, may want to date other runners, but how can you truly know if someone exercises the same way? People often tell white lies on their dating profiles, but Brooks says sites may be able to take advantage of a customer\u2019s FitBit data\u200b by matching people who run seven miles per day. The activity becomes the more in-depth way of describing one\u2019s self. (opens in a new tab)\">customer\u2019s FitBit data\u200b<\/a> by matching people who run seven miles per day. The activity becomes the more in-depth way of describing one\u2019s self. <\/p>\n\n\n\nOne thing is for certain: Online dating is here to stay with little chance of evanescence. Brooks notes that the availability of people, within the click of a button, has created an addictive element.<\/p>\n\n\n\n\u201cOnce you\u2019ve got a person in tow and you\u2019re communicating with them, the economics of the entire experience requires you to remain in contact with them or lose them,\u201d he says \u201cThat\u2019s the way the world works. We\u2019re getting closer to modeling it after the real world with this new shift.\u201d<\/p>\n","post_title":"Swipe Right: How Marketers Changed Online Dating","post_excerpt":"Online dating is used by approximately 48 million Americans. What role has marketing played in getting millions of people to forget the stigma and find their soulmate online?","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"swipe-right-how-marketers-changed-online-dating","to_ping":"","pinged":"","post_modified":"2024-01-22 14:54:57","post_modified_gmt":"2024-01-22 20:54:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?post_type=ama_marketing_news&p=2667","menu_order":0,"post_type":"ama_marketing_news","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":2345,"post_author":"88","post_date":"2016-04-01 19:35:26","post_date_gmt":"2016-04-01 19:35:26","post_content":"\n<h3>A report from the National Center for the Middle Market details the growing importance of organization-wide digitization.<\/h3>\n\n\n\nA new survey by the\u00a0<a rel=\"noreferrer noopener\" href=https://www.ama.org/"http:////www.middlemarketcenter.org///" target=\"_blank\">National Center for the Middle Market\u200b<\/a> and branding agency Magneto found that middle market managers are giving lackluster evaluations to their organization\u2019s efforts to digitize despite placing great emphasis on the importance of digitization.<\/p>\n\n\n\n\u201cHow Digital Are You? Middle Market Digitization Trends and How Your Firm Measures Up\u201d incorporates responses from 500 C-level middle market executives surveyed in October 2015. Middle market refers to companies with annual revenues between $10 million and $1 billion while digitization is defined as the process of converting manual, paper-based or offline business processes to online, networked, computer-supported processes that facilitate a real-time operating and decision-making environment. For the back end, that means things like invoices and HR enrollment documents, while the front end pertains to customer-facing interaction such as websites, apps software and analytics.<\/p>\n\n\n\n\n\nThe reports looks at the pace at which middle market companies are digitizing their workload. While the survey found that 63% of respondents say digitization is very or extremely important relative to other business activities, barely a third view their organizations as digitization leaders. Asked to rate their companies on digital performance, the majority of respondents awarded themselves a C+.<\/p>\n\n\n\n\u201cI did not expect to see a high digital grade point average. \u2026I was surprised by the across-the-board mediocrity, however,\u201d says Thomas Stewart, executive director for Center for the Middle Market. \u201cI would have expected more, particularly in those back-office functions where people have been digitizing for 50 years.\u201d<\/p>\n\n\n\nThe higher the company\u2019s annual revenue, the more focused it is on digitization, with companies having annual revenues between $100 million and $1 billion placing the most importance on digitization. Across industries, business services and health care providers were the most eager to digitize while retail and whole trade and manufacturing were the least likely to say digitization was very or extremely important.<\/p>\n\n\n\nThe survey identifies the causes of the digitization lag as twofold: first, efforts to digitize are being outpaced by business change, making digitization projects reactionary and not anticipatory; second, digitization initiatives are not designed to link to broader plans of digital business transformation.<\/p>\n\n\n\nStewart says the companies have suffered from leaving digitization to IT experts and other employees who don\u2019t get a seat at the boardroom table drawing up corporate strategy. This explains why, even though respondents rate one-off digitization projects as successful, they can be frustrated by the lack of progress in overall digitization transformation.<\/p>\n\n\n\nOther findings include:<\/p>\n\n\n\n1. Companies that are more digitized tend to grow faster than less digitally savvy competitors.\u00a0<\/strong>Companies with annual revenue growth at or above 10% are more likely to consider digitization as extremely important and consider themselves digitization leaders.<\/p>\n\n\n\n2. Digitization investment is shifting from nuts-and-bolts business operations to corporate strategy.<\/strong><\/p>\n\n\n\nIncreasingly, businesses are spending their digitizing dollars in areas that directly affect future growth. While half of all digitization efforts are currently going toward improving efficiency and cutting costs, about 30% are being implemented to increase revenue and better engage with customers. Middle market organizations are spending roughly one-fifth of their digitization budget on front line efforts like accounting and human resources. Forty-two percent of respondents indicated they anticipate to increase their organization\u2019s digitization spending for business analytics and strategic development, and 39% expect higher budgets for innovation projects moving forward.<\/p>\n\n\n\n3. Digitization brings a sizable ROI, though not quite in line with company expectations.<\/strong><\/p>\n\n\n\nNinety percent of middle market companies describe their last digitization project as a success, though overall measured ROI (27.5%) falls a bit short of expectations (30%). ROI was higher for organizations with high levels of growth (38%) or that were faster to digitize (37%). Companies that spend 10% or more of their annual revenue on digitization efforts garner the highest level of ROI at 39% while expecting an ROI of 44%.<\/p>\n\n\n\n4. Digitization efforts are managed largely in-house.<\/strong><\/p>\n\n\n\nSeventy percent of all digitized spending is directed internally, even though 65% of executives cite in-house skills shortages as hindrances to digitization initiatives. The study\u2019s authors suggest investing more in training employees in digitization or partnering with outside organizations can increase digitization speed and satisfaction rates.\u200b<\/p>\n\n\n\nGary LaBranche, President and CEO of the Association for Corporate Growth (ACG), notes that many middle market companies are inadequately resourced to tackle problems by themselves. \u201cAdoption of digital tools is clearly becoming a competitive advantage for middle market firms, as well as a driver of business transformation and growth. However, many middle market firms don\u2019t have the human or financial capital to rapidly deploy and support the most cutting edge digital tools,\u201d he says.\u201cTo help bridge this gap and accelerate adoption, growth-oriented companies turn to lenders or strategic partners, such as private equity firms. Digital technology can help middle market companies better meet evolving customer and market needs and have greater visibility on operational costs and efficiency. Finding the right capital providers and strategically deploying digital can increase the valuation of middle market companies.\u201d<\/p>\n\n\n\nWhile acknowledging the resource scarcity to tackle large-scale digitization projects, Stewart identifies the collective \u201cmeh\u201d on digitization efforts to more than just a lack of funds. \u201cIn general, throwing money at things has a marginal effect,\u201d he says. According to Stewart, a more important question might be how people are looking at digitization. \u201cAre they taking a view from what it would be to be a digital enterprise and then playing it back to the organization and saying, \u2018Ah! Therefore, let\u2019s do this and this.\u2019 \u2026. Or are they running projects in silos and departments to fix things and improve things and expecting that eventually they will grow together? Right now I think it\u2019s the latter. I think that\u2019s the source of the problem,\u201d he says.<\/p>\n","post_title":"Study: Middle Market Companies Lag Behind In Digitization","post_excerpt":"\u200bA report from the National Center for the Middle Market details the growing importance of organization-wide digitization","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"study-middle-market-companies-lag-behind-in-digitization","to_ping":"","pinged":"","post_modified":"2024-01-22 14:55:21","post_modified_gmt":"2024-01-22 20:55:21","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?post_type=ama_marketing_news&p=2345","menu_order":0,"post_type":"ama_marketing_news","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":2610,"post_author":"33","post_date":"2016-04-01 15:56:35","post_date_gmt":"2016-04-01 15:56:35","post_content":"\n<h2>Digital marketing has four distinct marketing objectives. Failing to recognize these differences will lead to ineffective and sub-optimal digital effort. <\/h2>\n\n\n\nThe four digital program types vary in terms of how connected they are to the offering\u2014from augmenting the offering, to supporting the offering, to amplifying marketing programs for the offering to being unconnected to the offering. They also will vary in terms of what aspects of digital are being employed. I\u2019ll explore each objective.<\/p>\n\n\n\n<h4>1. Augmenting or enabling the offering by extending its value proposition. <\/h4>\n\n\n\nStarbucks has an app that allows a speedy purchase, the ability to tip, earn stars to redeem rewards, find stores, find personalized offers and more. Competitors without such an augmentation will be at a disadvantage. When the augmentation is significant, a new subcategory can be created that renders competitors who lack that augmentation irrelevant. <\/p>\n\n\n\nOffering augmentation can create unique \u201cmust haves\u201d that define new subcategories. The result can be strategic, proving a sustainable advantage in the future that will need to be nurtured through ongoing innovation and an aggressive branding strategy with supporting brand-building programs. Augmentation can also be defensive, responding to the innovation of competitors to keep the offering relevant. In either case the staff involved in creating and improving the offering\u2014from R&D, design, manufacturing and marketing\u2014will need to partner with the digital team.<\/p>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<h4>2. Supporting the offering and its use. <\/h4>\n\n\n\nThis is accomplished by providing information about its benefits, how it provides value, the applications and how to obtain it. For some offerings or segments the digital route will be a primary go-to source of learning about the offering and a place to engage in interactive dialogue about the offering, its value and its use. <\/p>\n\n\n\nFor others, digital can enable a brand to provide customer validation to the offering. Walt Disney World\u2019s Moms Panel, for example, answers questions about the Disney vacation that does not come with any commercial bias. Real moms provide information based on real experiences. <\/p>\n\n\n\nFor still others, digital can engage the customer in product development and evaluation. There is a win-win opportunity to get customers to both provide and evaluate ideas. MyStarbucksIdea, started in 2008, has provided Starbucks with the ideas for the splash sticks that protect customers from hot drink spills, mobile payments, new flavors including skinny beverages and cake pop treats. <\/p>\n\n\n\nCreating effective digital programs that will support the offering and its use will involve understanding the relationships of the target segment to the offering and proactively generating digitally driven solutions to issues and problems. Is the offering limited because of issues with visibility, perceptions, credibility or loyalty? Are there weaknesses or problems with the important customer touchpoints? Where there is a brand performance gap or weakness, how can digital play a role? In developing programs, the digital team needs to work with business and marketing units to generate ideas. Digital cannot simply \u201cbe there\u201d in reactive mode. <\/p>\n\n\n\n<h4>3. Amplifying other brand-building platforms by providing more depth, exposure and involvement. <\/h4>\n\n\n\nA program such as a World Cup sponsorship can only get so far with conventional media and attendance. Digital can create a website plus apps that will add value to the event with schedules, news and insights providing an interactive experience. A successful advertisement or video can have an extended life through social networks and outlets like YouTube. Brand building home runs rarely happen without digital amplification. <\/p>\n\n\n\nDigital amplification will be maximized when two things happen: first, when digital works with each of the marketing programs during the plan and design phase, not after; second, priorities should be established across marketing programs so that digital programs that show the most promise are fast-tracked. <\/p>\n\n\n\n<h4>4. Creating customer \u201csweet spot\u201d brand-building platforms, centered on a customer\u2019s \u201csweet spot\u201d (interests and activities about which customers are intensely involved), in which the brand is an active partner. <\/h4>\n\n\n\nThese sweet-spot programs are designed to create relationships and equity rather than support the offering. Although digital does not have to be involved in such programs, many are viable only because digital technology enables or drives them. <\/p>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\nSweet-spot programs are based on the observation that customers are rarely interested in your offering, your brand or your firm. They are interested in what they are passionate about. It makes sense to attempt to reach them where they are instead of where you are. Digital can help a brand become a partner or companion in that interest. <\/p>\n\n\n\nConsider Sephora\u2019s \u201cBeautyTalk,\u201d for example, which offers \u201creal-time answers, expert advice, access to a community and your fix to all things beauty,\u201d is made possible because of website technology and other digital technologies around mobile and social media. Nature Valley\u2019s Trail Views provide \u201cstreet-views\u201d of trails in national parks that, for some, are close to actually experiencing the hikes. <\/p>\n\n\n\nThe feasibility and success of digitally driven, sweet-spot program should be tested with three questions. First, is there a need for a new sweet-spot programs? Is there a real demand with a worthwhile audience in terms of size and quality? And is there an opening for a new program or have others already gained a dominant presence? Second, can the firm deliver? Can it deliver a program with real substance that is in some way unique? This is more likely if the program is built on existing firm capabilities and assets. Third, can the program get traction and be linked to the brand? Will the proposed sweet-spot program get enough visibility, relevance and credibility to be considered by target group members? Does it fit the brand?<\/p>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\nThe strategic role of digital is too often neglected, and usually related to a tactical role. But the first and last roles, in particular, can create a long-term asset that can meaningfully affect the brand vision, the brand-customer relationship and competitive advantage. It can even create a \u201cmust have\u201d that defines a new subcategory that some will insist on. Recognizing that a digital program is strategic affects its organizational position, its resourcing and its management over time. In particular, there should be a broadly experienced senior person involved in creating digital programs, a person with breadth of capability and a link to the business strategy so that the strategic role of digital will be on the table. A stand-alone tactical team, no matter how good, will not be adequate.<\/p>\n","post_title":"The Four Faces of Digital Marketing","post_excerpt":"Digital marketing has four distinct marketing objectives. Failing to recognize these differences will lead to ineffective and sub-optimal digital effort. ","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"the-four-faces-of-digital-marketing","to_ping":"","pinged":"","post_modified":"2024-01-22 14:55:23","post_modified_gmt":"2024-01-22 20:55:23","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?post_type=ama_marketing_news&p=2610","menu_order":0,"post_type":"ama_marketing_news","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1801,"post_author":"71","post_date":"2016-03-01 21:19:49","post_date_gmt":"2016-03-01 21:19:49","post_content":"\n<h2>Marketers are now living in a world where personalization and convenience are required in order to turn a website visitor into a brand enthusiast.<\/h2>\n\n\n\nIn fact, 86% of consumers say that personalization impacts whether or not they make a purchase, according to CMO.com. From bricks-and-mortar retailers to e-commerce giants to independent local stores, there\u2019s no denying that personalized engagement can play a huge role in helping marketing teams reach their campaign goals.<\/p>\n\n\n\nMarketers are well aware of the need for personalization. Adobe reports that more than 82% of marketers view personalization as a crucial element to e-mail communication. Yet many are struggling to figure out how to make an otherwise automated process more personal and engaging, relying on static segments and basic demographics. There is a clear disconnect in the digital data sea of social media identities, newsletters, customer information, purchase orders, social shares, product reviews and customer service requests. With many companies storing this information in inaccessible data silos, this disconnect is keeping brands from engaging with their customers on a more personal level.<\/p>\n\n\n\nSimple demographics, such as location, birthday or gender, offer only a one-dimensional view and don\u2019t provide insight into customer behavior. Layering in purchase history helps to create a more complete view, but this two-dimensional view still doesn\u2019t paint a full picture of preferences, needs and opportunities. Frequency of visits, purchase volume, social shares, product reviews, returns and calls to customer service are gathered and analyzed by company departments individually, but brands completely overlook the need to combine this information. Such integration is vital to creating a 360-degree view of your audience. In order to drive meaningful, more personalized marketing campaigns, CMOs need to break down internal department silos that are perpetuating this sea of data fragmentation and create real-time, actionable consumer segments from that unified data to simplify the personalization process. Here\u2019s how. <\/p>\n\n\n\n1. Rethink internal team structure and bring everyone to the table.<\/strong> <\/p>\n\n\n\nWhile 82% of CMOs say that they struggle with cross-channel performance, few are actually doing something to improve their efforts. Adding IT specialists, customer service reps and sales reps into marketing teams is a first step to creating a comprehensive view of who your customers really are and how you should treat them.<\/p>\n\n\n\nAccountability needs to be at the CMO level. Without a doubt, personalized marketing is a necessity for CMOs, but many are missing the mark when it comes to better understanding their customers. The influx of data about a company\u2019s customers is being stored and analyzed in a silo (if at all). Marketers must approach personalized marketing in a more integrated way. Customer service reps, IT teams and marketing execs all need to be at the table to discuss personalized marketing tactics to drive seamless customer experiences and relevant messaging\u2014all factors crucial to transforming a one-time customer into a brand enthusiast. <\/p>\n\n\n\n2. More relevant marketing.<\/strong> <\/p>\n\n\n\nAs companies better understand their audiences, CMOs and CIOs should work together to create a seamless online experience for their customers. A recent Microsoft study revealed that 46% of consumers use multiple devices to accomplish a single task. Consumers want to make purchases on their laptops but browse products and engage on social media using mobile devices. Brands must provide the same kind of experience and messages for mobile phone or laptop users as they would for an individual using a customer service live chat. Although traditional silos may see each of these interactions separately, they all tie back to the same person. Companies may have many identities for a single customer\u2014an e-mail address, a social follower, a customer, etc.\u2014but that customer sees a single brand, not departments. One weak link or bad experience with a single department can tarnish the brand\u2019s reputation as a whole. As customers increasingly demand seamless brand experiences, now is the time to make smarter marketing decisions. According to MarketingCharts.com, 52% of customers feel that brand messages aren\u2019t relevant to their interests. Who wants to receive an e-mail advertisement about a product they recently returned? And a \u201cHappy Mother\u2019s Day\u201d e-mail is wasted effort on a father. These kinds of automated marketing faux pas can make or break your brand but are avoidable with integrated data and unified customer segments.<\/p>\n\n\n\nAs companies implement an integrated approach to personalized marketing, sophisticated consumer information needs to be synced across all marketing tools. It is absolutely crucial that there is a single truth of defining and naming customer segments. Those need to be synced with all of a brand\u2019s marketing solutions. This will help drive more strategic segmentation efforts to improve messaging, content and digital marketing strategies. With a clearer customer view, marketers are able to identify what information is relevant to social media followers, website users, e-mail recipients and store visitors\u2014delivering the right message in the right place at the right time. <\/p>\n\n\n\n3. Think about the \u201cStarbucks experience.\u201d<\/strong> <\/p>\n\n\n\nNo matter where you go in the world, you can order the same drink the same way, whether you like it with light foam, half the caffeine or a \u201cshot in the dark,\u201d you can get your personalized Starbucks drink from any Starbucks in the world.<\/p>\n\n\n\nConsumers expect the same experience from every company, no matter if they shop digital or make an in-store purchase. Customer service representatives require a comprehensive view of a customer\u2019s history with the brand, corporate messaging and current promotions. Developers need to know what kind of products are being purchased, by whom, at what time and where. No matter what department the customer is interacting with, she must receive the same personalized treatment. Only by calling an end to traditional, siloed marketing departments and creating cohesive consumer experiences can brands truly elevate their marketing efforts to create meaningful, personalized experiences. <\/p>\n","post_title":"Three Tips for Breaking Down Marketing Silos","post_excerpt":"Marketers are now living in a world where personalization and convenience are required in order to turn a website visitor into a brand enthusiast.","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"three-tips-for-breaking-down-marketing-silos","to_ping":"","pinged":"","post_modified":"2024-01-22 14:55:27","post_modified_gmt":"2024-01-22 20:55:27","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?post_type=ama_marketing_news&p=1801","menu_order":0,"post_type":"ama_marketing_news","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":2625,"post_author":"88","post_date":"2016-03-01 17:05:19","post_date_gmt":"2016-03-01 17:05:19","post_content":"\n<h2>Of all the new must-have digital marketing strategies brought about by the explosion in online shopping, ad retargeting is one of the most prevalent. <\/h2>\n\n\n\nUnlike the physical world, where brick-and-mortar businesses welcome window-shoppers who ultimately leave empty handed with vague promises to \u201cthink about it,\u201d retargeting lets businesses follow up with those shoppers later on, keeping them interested and, ultimately, converting more of them to buyers. <\/p>\n\n\n\nRetargeting, experts say, is a fancy term for a simple concept: Advertise to internet users who have viewed products or services online but left before buying by purchasing ad space on other websites.<\/p>\n\n\n\n\u201cIt\u2019s one of the best ways to sell. It\u2019s proven that people need to come to your website five to eight times before actually converting,\u201d says Rocco Baldassarre, search engine marketing consultant and founder and CEO of digital marketing agency Zebra Advertisement. \u201cThe way it works is pretty straightforward. Basically you need to imagine online marketing where somebody is selling advertising space and somebody is buying it. It can only display ads on sites that are selling ad space.\u201d<\/p>\n\n\n\n<h4>You Get What You Pay For <\/h4>\n\n\n\nOnline advertising space is divided into three big universes: Google, Bing and social media. Purchasing online ad space is not a fixed monetary transaction. Rather, it\u2019s a bid process. Since each webpage only has so much space set aside for display ads, brands must bid against competitors to score prime webpage real estate. \u201cIf you go to Bose and [Beats by] Dre to look for headphones and then go to Huffington Post, depending on whether Bose or Dre puts in a higher bid will determine which company\u2019s ad you see,\u201d says David Allison, marketing coordinator for online advertising co-op Hivewyre. <\/p>\n\n\n\nHowever, price alone doesn\u2019t determine the frequency with which your ad is displayed. Each platform uses a proprietary formula created to assess the stature of an advertisement. Google uses a quality score, which evaluates the caliber of the advertiser\u2019s website, while Facebook has a relevance score, which is determined based on the likelihood users will interact with a particular ad, Baldassarre says.<\/p>\n\n\n\nIt\u2019s important to have a retargeting strategy in place before engaging in open bidding. \u201cThe auction is automated and occurring in real time. You can bid extremely high to win all the possible impressions, but that\u2019s not necessarily a good strategy. The best strategy is to set targeted parameters, and this requires a combination of great vendors using the best technology,\u201d says Marlo Schneider, director of client services and strategy at Sellpoints, Inc., a provider of e-commerce channel sales solutions.<\/p>\n\n\n\nThe bidding process can make budgeting for a retargeting campaign difficult. Sellpoints\u2019 pricing starts at $500 a month. Allison says he\u2019s seen monthly budgets range from a couple thousand dollars to five figures. Baldassarre says that Facebook generally charges between 10 cents and a dollar per click, depending on the competitiveness of your target niche, which means campaigns can be conducted for as little as $5 to $10 per day.<\/p>\n\n\n\nTime is another big variable to the overall cost of a campaign. Each platform comes with its own limits. Google and Bing have the longest retargeting times, around 580 days, while Facebook is much shorter, at about 180 days. Longer campaigns are best designed for expensive products like cars or condos, or for B-to-B services.<\/p>\n\n\n\n\u201cThe length of your retargeting campaign completely depends on your business. Most advertisers should use retargeting as an on-going part of their marketing strategy. In-market times are business-specific, so making sure your campaigns are set up to align with your business, and testing different levers over time, is important,\u201d Schneider says.<\/p>\n\n\n\n\u201cThe lower the price point is, the smaller the decision-making process will be and the shorter your retargeting list times should be,\u201d adds Baldassarre. <\/p>\n\n\n\n<h4>The Possibilities of Personalization <\/h4>\n\n\n\nRather than reach out to everyone who stumbled upon a website, a retargeting campaign can be customized to target users whose captured site-visit data indicates a higher likelihood to buy. For instance, a campaign can be set up to target only people who remain on the original website for two minutes or longer, visited upwards of six different pages within the website, or both. <\/p>\n\n\n\nRetargeting ads can be customized to offer special discounts to entice users to buy. They can also be used to upsell, offering accessories to already purchased items, or can be a platform for presenting entirely new products or packages. Retargeting ads can also be adjusted to offer more facts about a service over a long campaign, so prospects will continue to receive new information about a company instead of just looking at the same ad month after month. <\/p>\n\n\n\n\u201cThe deeper you go in the purchase funnel, or in the decision-making process if you\u2019re [offering] a service, the more information you need to give the user that comes back to the site to feed his interest. Many people don\u2019t do that, but if you really want a good strategy, that should be the concept that you work on,\u201d says Baldassarre.<\/p>\n\n\n\nOne area of retargeting that offers bedrock certainty is quantitative measurement of a campaign\u2019s impact. By entering a few codes provided by the advertiser platforms, marketers can track site visits, nurture touches\u2014reaching out to existing contacts with your retargeting display ads, with mid-stage or late-stage offers or content\u2014and both the number and cost of conversions. <\/p>\n\n\n\n\u201cThe most important metrics to track your retargeting\u2019s effectiveness is cost-per-acquisition. Make sure that when you\u2019re setting up your campaigns, you have conversion pixels placed on all of the relevant success events that you want to track,\u201d Schneider says. <\/p>\n\n\n\nAt VentureBeat\u2019s Marketing.FWD conference, Brad Smallwood, vice president of measurement and insights at Facebook, said retargeting is most helpful at the bottom of the funnel. Baldassarre and Allison both agree with that assessment, but Schneider disagrees, saying, \u201cRetargeting can also be used as a channel to reach your existing audiences with new offers [or] products or announcements in the same way that more traditional channels do. Nontraditional approaches to creative messaging and audience identification are increasingly prevalent.\u201d<\/p>\n\n\n\n<h4>The Creepiness Factor <\/h4>\n\n\n\nOut of all possible digital strategies, retargeting is one of the most criticized for being \u201ccreepy.\u201d The technology is trying to evolve past that perception by implementing best practices and developing smart components. Recommendations include creating relevant ads for specifically viewed products, using well-designed, eye-pleasing ads, reducing ad frequency, avoiding retargeting customers with items they\u2019ve already purchased and pursuing as much individualization as possible. <\/p>\n\n\n\n\u201cThis is one thing that is very vendor-specific, so transparent technology partners are important. We\u2019ve dedicated resources to improve and expand our audience modeling capabilities and our optimization algorithms. Both of these strategies allow us to weed out the \u2018annoyed\u2019 consumers by controlling their exposure over time based on their behaviors. Programmatic display retargeting platforms are extremely complex, and it\u2019s valuable to have someone who can help you navigate,\u201d Schneider says.<\/p>\n","post_title":"Understanding the What and Why of Ad Retargeting","post_excerpt":"Of all the new must-have digital marketing strategies brought about by the explosion in online shopping, ad retargeting is one of the most prevalent. ","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"understanding-the-what-and-why-of-ad-retargeting","to_ping":"","pinged":"","post_modified":"2024-01-22 14:55:56","post_modified_gmt":"2024-01-22 20:55:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?post_type=ama_marketing_news&p=2625","menu_order":0,"post_type":"ama_marketing_news","post_mime_type":"","comment_count":"0","filter":"raw"}]" />

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Digital Marketing

Digital Marketing

Digital marketing is the use of digital channels to promote a brand or reach consumers. This kind of marketing can be executed on the internet, social media, search engines, mobile devices, and other channels.

Why is Digital Marketing Important?

Digital marketing allows businesses to reach a global audience quickly and cost-effectively. It also provides extensive data and analytics, enabling marketers to track performance and make data-driven decisions. Additionally, digital marketing offers personalized and targeted approaches, ensuring messages resonate with specific audiences. Moreover, it facilitates two-way communication with customers, fostering engagement and loyalty.

Here, you will find a collection of research insights and marketing news articles regarding digital marketing.

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Marketing News

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Swipe Right: How Marketers Changed Online Dating

Marketing News

Study: Middle Market Companies Lag Behind In Digitization

Marketing News

The Four Faces of Digital Marketing

Marketing News

Three Tips for Breaking Down Marketing Silos

Marketing News

Understanding the What and Why of Ad Retargeting

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An Unprecedented Era of Mobile Marketing

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