New Year’s media quote roundup


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The Mayans were wrong, the holiday season has ended, New Year’s has come and gone, and we’re all settling in to 2013. It may be a new year, but it’s the same old problems for the future of journalism…or is it? Below, five of the most interesting nuggets I read this week about the state of print media, advertising and marketing.

1.

Andrew Sullivan, late of the Daily Beast, announced in a post called “New Year, New Dish, New Media” that he’s taking his site to the people. He’s leaving the advertiser-based media world entirely, as well as the venture-backed one:

We want to help build a new media environment that is not solely about advertising or profit above everything, but that is dedicated first to content and quality.

We want to create a place where readers — and readers alone — sustain the site. No bigger media companies will be subsidizing us; no venture capital will be sought to cushion our transition (unless my savings count as venture capital); and, most critically, no advertising will be getting in the way…. Hence the purest, simplest model for online journalism: you, us, and a meter. Period. No corporate ownership, no advertising demands, no pressure for pageviews.

2.

From an essay in yesterday’s NYT magazine called “Can Social Media Sell Soap?” by Stephen Baker on the value, or perceived value, of data- and social media-based marketing and advertising on social media today compared to the so-called heyday of advertising that’s depicted on Mad Men.

In the “Mad Men” depiction of an advertising firm in the ’60s, the big stars don’t sweat the numbers. They’re gut followers. Don Draper pours himself a finger or two of rye and flops on a couch in his corner office. He thinks…. Fellow humanists dominate Don Draper’s rarefied world, while the numbers people, two or three of them crammed into dingier offices, pore over Nielsen reports and audience profiles.

In the last decade however, those numbers people have rocketed to the top. They build and operate the search engines. They’re flexing their quantitative muscles at agencies and starting new ones. And the rise of social networks, which stream a global gabfest into their servers, catapults these quants ever higher. Their most powerful pitches aren’t ideas but rather algorithms. This sends many of today’s Don Drapers into early retirement.

While the rise of search battered the humanists, it also laid a trap that the quants are falling into now. It led to the belief that with enough data, all of advertising could turn into quantifiable science. This came with a punishing downside. It banished faith from the advertising equation. For generations, Mad Men had thrived on widespread trust that their jingles and slogans altered consumers’ behavior. Thankfully for them, there was little data to prove them wrong. But in an industry run remorselessly by numbers, the expectations have flipped. Advertising companies now face pressure to deliver statistical evidence of their success. When they come up short, offering anecdotes in place of numbers, the markets punish them. Faith has given way to doubt.

This leads to exasperation, because in a server farm packed with social data, it’s hard to know what to count. What’s the value of a Facebook “like” or a Twitter follower? What do you measure to find out?

3.

From a news item today titled “Two Custom-Publishing Powerhouses Join Forces,” by Stuart Elliott:

“We see a real shift going on from traditional advertising to a content-driven strategy,” Dan Kortick, managing partner at Wicks, said in a phone interview on Friday. “It’s more about engagement than exposure,” Mr. Kortick said, as content marketing offers “real engagement with your customer base.”

4.

Derek Thompson of The Atlantic weighs in on why web advertising sucks and which of the models described in the quotes above will work going forward (spoiler alert: it’s probably a combination of both, depending on the scale and the goal).

It’s commonly understood that Web advertising stinks, quarantined as it is in miserable banners and squares around article pages. BuzzFeed’s approach is different: It designs ads for companies that aim to be as funny and sharable as their other stories. Jonah Peretti, the CEO of BuzzFeed, told the Guardian’s Heidi Moore that he attributed nearly all the company’s revenues to this sort of “social” advertising. “We work with brands to help them speak the language of the web,” Peretti said. “I think there’s an opportunity to create a golden age of advertising, like another Mad Men age of advertising, where people are really creative and take it seriously.”

The online reaction to the Dish [striking out on its own, without advertising] and BuzzFeed [getting $20 million in funding] seems to be that what Andrew’s doing is sort of quaint and old-fashioned and what BuzzFeed is doing is weird and revolutionary. The opposite is true. Funding a journalistic enterprise without advertising is weird and revolutionary and experimenting with ads that are suitable to their medium is a clear echo of history. Just as the first radio ads were essentially newspaper ads read aloud, and the first television ads were little more than radio spots over static images, many on the Web are fighting the last war rather than building ads that work for the Internet, journalism history professor Michael Schudson explained to me.

Banners and pop-up ads are so awful they practically sulk in their acknowledged awfulness, fully aware that they are interruptions rather than attempts to compete with editorial content for the readers’ attention. BuzzFeed (and other companies experimenting with designing advertising for their advertisers) gets that and tries to fix it. Just as TV ads are successful precisely because they try to be as evocative, funny, arresting, and memorable as actual TV, there’s no reason why advertising content shouldn’t aim to be as informative or delightful as an original online piece.

Even as Sullivan’s Dish is pushing the boundaries of subscriptions, testing how much a dedicated audience is willing to pay for online journalism that is supposedly free, BuzzFeed is pushing the boundaries of advertorial — advertising content like looks like editorial content — testing how far each side of their two-sided market (readers and companies) is willing to go. The future of paid journalism — if we can even try to guess at it — will probably be a blend of the two strategies celebrated this week: Ads that are less useless and ignorable, and readers who are asked to show a little more love than they’re used to.

5.

Finally, let’s wrap up with yet another pollyanna-ish piece from David Carr, titled “Old Media’s Stalwarts Persevered in 2012.” He has postulated that “old media,” by which he means broadcast networks, are “raining green” because they’ve learned from happened to music and print.

The worries about insurgent threats [to broadcasters] from tech-oriented players like Netflix, Amazon and Apple turned out to be overstated. Those digital enterprises were supposed to be trouncing media companies; not only is that not happening, but they are writing checks to buy content…. “As it turns out, the traditional television business is far stickier than people thought, and audience behavior is not changing as rapidly as people thought it might,” said Richard Greenfield, an analyst at BTIG Research.

Perhaps the numbers support this for now — this quarter, this year — but I think that’s a temporary glitch of the awful economy, not a harbinger of the future. As Carr reports, these giant corporations, instead of spending money, paid out dividends and financed stock buybacks. So sure, the numbers are up…but stuffing your savings under the mattress is not a long-term strategy. And its certainly not one that will not work for all “old media,” which Carr eventually acknowledges:

Another thing about those dinosaurs is that they aren’t really old media in the sense of, um, newspapers. When their content is digitized, it is generally monetized, not aggregated.

I’ll ignore the irony of having aggregated the thoughts above. And I won’t even comment on five white guys having written them in the first place, and the stories themselves being about other white guys, and what these facts say about the future (or is it past?) of media and advertising. Happy 2013.

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Mobile to the future, seriously

Another wowing graph that demonstrates the wildly off-base strategy of pouring money into print when you should be spending it where the eyeballs really are: mobile: Take a gander at the print and mobile bars, specifically, on either end:

“Not having a mobile strategy/roadmap in place for your brand is a recipe for disruption. The golden age of mobile is here and will be here for years.” via

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The GM-Facebook showdown

Two posts on the GM-Facebook face-off. Similar thoughts (and similar to those I’ve voiced before), but the lesson is that brands need to up their content game to appeal to users in new ways and meet consumers where they are. The technology (and marketing philosophy around same) seems to be evolving faster than brands can strategize, but brands must engage users — via the users’ rules — if they want to succeed.

“When brands focus more of their resources on creating compelling digital content—things that people care about sharing—they’ll be able to reach the audiences they’re after.” via

“Advertisers need to think about new end-to-end experiences that inspire and engage a far more connected and discerning audience.” via

Ultimately Facebook is a revolution, and that’s bigger than one brand. As I’ve said before, I wouldn’t root against ’em.

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Trusted brands rule social

UCLA and HP researchers have determined that successful tweets have common — and predictable — characteristics. Per this fascinating piece in the Atlantic, the researchers’ algorithm can predict a tweeted article’s popularity “with a remarkable 84 percent accuracy” based on the principle that news’ social success can be defined by source, category, language used and the celebrity factor. But the striking thing is just how much the “source” part accounts for:

“What led most overwhelmingly, and most predictably, to sharing was the person or organization who shared the information in the first place. …Brand, even and especially on the Internet, matters. Online, the researchers are saying, the power of the brand is exactly what it has been since brands first emerged in the Middle Ages: It’s a vector of trust. ..When it comes to news, trust is actually much more important than emotion. Shareability is largely a function of reliability.”

It’s all a part of the trend of consumers having conversations with brands and vice versa — instead of being overtly bought and sold as in days past — and the resulting trust rewarded to brands who do it well. Extrapolating, content marketing and social marketing, which help brands build that trust and have those conversations, have with this study been proven out with measurable statistics.

As recently as last year, many brands’ strategy could be summarized by the following (ridiculous) two-pronged approach: 1. Chase SEO (damn the quality of the result); 2. Pray for something to (somehow) go viral. But the Internet changes with alarming rapidity, and the past year and a half has seen a major shift away from these tactics. SEO baiting abated, thanks to Google tweaking its algorithms to rank better content higher, and brands acknowledged that since viral content is by its nature unreliable, they shouldn’t rely on it.

This isn’t to say that search and innate shareability shouldn’t be considerations for brands — they absolutely should; they are foundational. But the new forward strategy is reaching users where they are (Facebook, Twitter, Instagram, Pinterest, etc.), giving them something reliable and useful, and earning trust in return.

In the case of so-called old media, they must become trusted sources again in this new landscape. Successful new brands (Fab.com to name one) are taking it even one step further with an almost post-branded attitude: Their online presence not only establishes trust with consumers, but their conversational and understanding tone also unpacks branding itself and exposes undisguised sellers as outmoded entities that peddle wares to you but don’t really get you.

Reaching consumers and establishing trust by getting them isn’t a new concept in advertising and marketing, but it’s one that must be repeatedly learned anew as consumer attitudes evolve. It’s a snarky world, but it’s the one we live in, and brand strategies must evolve or perish.

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Can we monetize mobile already, please?

I didn’t really understand a lot of the slides in Mary Meeker’s presentation at D10, which All Things D and Scribd were nice enough to share, but a few sure stood out.

In this pair of slides we can see that tablet (which counts as mobile, compared with desktop) has seen explosive growth.

Now look at the monetization.

What?! Why are we still trying to justify $3.50 CPM on desktops (versus 75 cents on mobile!) when as we’ve just seen, mobile use is on track to surpass desktop (as it already has in India). This is not any one business’s problem (which seems to be a popular opinion with regard to Facebook). It’s every business’s problem, and it’s mystifying how we have been ignoring it. Web publishers are already playing catch-up to web users’/readers’ value versus those from print (compare $10 or so) — let’s not roll over any more than we must. Let’s work on real solutions for monetizing mobile already. Really awesome sales and marketing products that draw in the users who are there already, ready to be shown great stuff.

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Is Facebook destined to fail? Don’t bet on it

I know Michael Wolff is a provocateur, and I take just about everything he does, says or writes with a large grain of salt. But this Technology Review piece about Facebook being “a bust” is just ridiculous in its arguments and assumptions. He basically makes a few on-the-nose observations, draws all the wrong conclusions, then dismantles his original thesis.

Basically, he writes, Facebook is destined to fail because it’s ad-supported.

He makes a correct, if rather obvious, observation: “At the heart of the Internet business is one of the great business fallacies of our time: that the Web, with all its targeting abilities, can be a more efficient, and hence more profitable, advertising medium than traditional media.” And he is right when he says that “the daily and stubborn reality for everybody building businesses on the strength of Web advertising is that the value of digital ads decreases every quarter, a consequence of their simultaneous ineffectiveness and efficiency.” And of course he’s on target when he reports, “I don’t know anyone in the ad-Web business who isn’t engaged in a relentless, demoralizing, no-exit operation to realign costs with falling per-user revenues, or who isn’t manically inflating traffic to compensate for ever-lower per-user value.”

But there’s nothing new there — any of it. We already know CPMs don’t work. As an industry, we’re testing out (or should be, anyway) new revenue streams to see what will work. Pay walls? Maybe — but the jury’s still out whether non-print-subscribing users will put up money for the website only. Cutting jobs (and quality)? Likely, except while it helps the bottom line in the short-term, it erodes trust between reader and media in the long-term. Better targeted ads? Probably, yes, until everyone opts out and/or the government bans it. Running the exact same stories on different local channels to save on news-gathering and ad sales teams? I hope to the heavens that stops really soon. Meantime, our collective time is probably better spent thinking up new ways to do business online and encouraging and learning from those companies who are testing new ways of doing business — like Facebook. Otherwise, you’re just a hater.

So his conclusion that “Facebook is not only on course to go bust, but will take the rest of the ad-supported Web with it” is an utterly hyperbolic eye-roller. And his acknowledgment that the company “has convinced large numbers of otherwise intelligent people that the magic of the medium will reinvent advertising in a heretofore unimaginably profitable way, or that the company will create something new that isn’t advertising, which will produce even more wonderful profits” is actually an argument in favor of the very thing he claims to want fixed a mere paragraph before. Not only should Facebook “reinvent advertising,” it must. Because the way things work now for consumer websites, as Wolff acknowledges, isn’t working. And I think it will. Or at least I wouldn’t bet against ’em.

Wolff draw parallels between Google and Facebook, yet somehow fails to draw a similar parallel for Facebook’s growth potential. He praises Google for its ad system, acknowledging that it also “didn’t have the big idea at the company’s founding, either,” but dismisses Facebook altogether: “Facebook has, in some yet-to-be-defined way, redefined something. Relationships? Media? Communications? Communities? Something big, anyway.”

“Big” is right — it has redefined all those things, so therefore it can and will create its own, new reality. So when Wolff says that Facebook’s strategy is “Just wait,” I say, “Hell, yes.” The company, in its brief life, has completely flipped the script on all the items he mentions. They just did it. They’re doing it. It is, in fact, as Wolff says, “the bridge to new modes of human connection.” And that is the opposite of being “left in the same position as all other media companies.” Most other media companies are failing at the ad-web business. We know this. Most other media companies (and, frankly, non-media companies) are drafting off of what Facebook is doing — and following its rules and ecosystem, just as they did with Google in years past.

I’m not Facebook’s biggest fan; it often pisses me off as much as it pleases me. But I’ve seen it change the web business from the front lines these past few years. Jobs are being created — “Social Media Editor,” “Social Marketing Manager” — that didn’t exist only two or three years ago, and these are being directly guided by Facebook (and, to a lesser degree, Twitter, Tumblr, Pinterest, etc.): its game, its rules. As Google did with “SEO,” so Facebook is creating an industry around its product.

I guess the most (and the least, after all these words I just typed) I can say is this: I’m looking forward to the day when I can say, “I bought Facebook at $29.”

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A content marketing Segway

Turns out, Jason Bateman and Will Arnett run a content-marketing firm called DumbDumb. Per the NYT, they’ve just signed on to create branded content for TBS.

“The videos will be in the vein of what is known as branded content or branded entertainment…Such sponsored stories are becoming increasingly popular as marketers wrestle with the growing ability of consumers to avoid ads.”

The Times interviews Laura Caraccioli-Davis, EVP at Electus:

“DumbDumb specializes in ‘content marketing’…part of the trend of ‘brand as publisher, brands trying to produce strong, relevant content’ for consumers…’content that’s bespoke to a brand, and highly shareable.'”

Electus is a content-marketing agency itself…and DumbDumb is one of its partners. It’s all very insular, but the point is that content marketing is wave of the future for brands — the way that they will reach consumers where they are — and Michael and Gob Bluth are content marketers!

Interesting…

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The difficult world of app development

Interesting infographic at Mashable. Even though there are >1 million apps out there, it’s hard for app developers to get theirs noticed. (Furthermore, as a user, it’s hard to know where to start.) There’s a lot of talk about apps being the wave of the future, and every company wants to hire an app dev, but it sure seems like that’s not tracking with reality when you consider these facts:

  • A full 80 percent of apps do not generate enough revenue to support a standalone business (and 68 percent earned <$5K)
  • The designation “top earner” means your app makes $50K or more, and only 12 percent of app devs reach this point
  • Top earners spend an average $30K on marketing

app-dev-infographic

For larger brands, app presence is seemingly the new web presence — you have to have one simply to prove to the world that you exist. But I don’t think the business case is there in most cases. Often ideation is slapdash, validation is nonexistent and the UX is subpar. And this is all before the absent marketing that the above infographic details. And even when you have the best visibility, and you somehow price it right, and you have a great product that solves users’ problems, the app still dies of irrelevance when it’s not tested, updated and re-promoted — via so-called influencers or a dedicated product website? — so users can actually find it.

Tough going in the world of app development.

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