Social media is constantly evolving so it’s useful to know how users feel about brands and how they interact with them, and according to new research from MySpace, one third of social network users are likely to click through to third-party websites and services.
The research involving 1,000 16-35-year-olds looked at how users interact with brands on the MySpace site and found that 40% said they remembered an advertiser on the high street after engaging with its social network profile. Almost a quarter of users surveyed spent up to 30 minutes a day on social networks, with one in seven staying for up to five hours!
Users were found to be receptive to freebies and entertainment from brands, although they were very aware of the motives behind such offers, and didn’t respond well to brands interrupting their online experience with pushy sales pitches
Showing posts with label Brands. Show all posts
Showing posts with label Brands. Show all posts
Monday
Brands and PlayStation Home
PlayStation Home is a ground-breaking 3D social gaming community available on PlayStation 3 that allows users to interact, communicate and share gaming experiences together.
Within Home, users can create and customise their own unique avatars and explore a real-time virtual community where they can communicate freely through text or voice chat.
Users are not only able to enjoy a variety of entertainment content such as mini-games, videos and special events along with their friends, but are also able to create their own community, creating clubs with other users who share the same interests.
PlayStation Home is unique to anything else in the gaming world, and by partnering with both global and regional gaming and non-gaming brands they are able to offer exciting and entertaining content that enhances the PlayStation experience.
Red Bull became the first brand to build a presence in PlayStation Home by creating a tropical island, featuring an airplane racing game based on their real world Red Bull Air Race series.
Diesel has just taken a key position as one of the first interactive advertisers on the new platform, accompanying contemporary furniture designers Ligne Roset, film studio Paramount Pictures, and video content providers Hexus TV and Eurogamer, by offering residents of Home virtual clothing and virtual accessories. Diesel is offering the latest men's and women's designer avatar clothing through the platform, with items ranging from free-of-charge to £1.30.
PlayStation Home not only offers Diesel an online retail outlet and the chance to engage with its target audience in a new way, but more importantly demonstrates how media can close the loop, moving from a communication to a distribution channel – in many ways the new aspiration for retail brands.
Home represents an opportunity for brands to create memorable and rich content, and gives brands the first opportunity to recreate in the gaming world what they to do in the real world - facilitating interaction, giving people stories, memories, experiences, and a really good opportunity to interact with the brand. Home also provides the opportunity for gamers and brands to generate revenue.
Home is starting to show advertisers and marketers how in-game advertising can be used effectively, and is opening up the medium to more brands as it’s an easy environment for brands to take that first step into gaming.
Within Home, users can create and customise their own unique avatars and explore a real-time virtual community where they can communicate freely through text or voice chat.
Users are not only able to enjoy a variety of entertainment content such as mini-games, videos and special events along with their friends, but are also able to create their own community, creating clubs with other users who share the same interests.
PlayStation Home is unique to anything else in the gaming world, and by partnering with both global and regional gaming and non-gaming brands they are able to offer exciting and entertaining content that enhances the PlayStation experience.
Red Bull became the first brand to build a presence in PlayStation Home by creating a tropical island, featuring an airplane racing game based on their real world Red Bull Air Race series.
Diesel has just taken a key position as one of the first interactive advertisers on the new platform, accompanying contemporary furniture designers Ligne Roset, film studio Paramount Pictures, and video content providers Hexus TV and Eurogamer, by offering residents of Home virtual clothing and virtual accessories. Diesel is offering the latest men's and women's designer avatar clothing through the platform, with items ranging from free-of-charge to £1.30.
PlayStation Home not only offers Diesel an online retail outlet and the chance to engage with its target audience in a new way, but more importantly demonstrates how media can close the loop, moving from a communication to a distribution channel – in many ways the new aspiration for retail brands.
Home represents an opportunity for brands to create memorable and rich content, and gives brands the first opportunity to recreate in the gaming world what they to do in the real world - facilitating interaction, giving people stories, memories, experiences, and a really good opportunity to interact with the brand. Home also provides the opportunity for gamers and brands to generate revenue.
Home is starting to show advertisers and marketers how in-game advertising can be used effectively, and is opening up the medium to more brands as it’s an easy environment for brands to take that first step into gaming.
Tuesday
ROI + ROE = Insightful Results
Do we rely too much on the hard metrics of an ROI model and miss the value of soft measurement factors like; what the ‘experience’ was to the consumers?
Yes many brands understand the value of giving consumers a brand experience and that evaluating the actual impact of a piece of activity is important, but although traditional ROI measurements provide us with certain information, they lack the evidence to prove just how effective they were in the long term.
A ‘Return on Experience’ model seems more fitting to accommodate to today’s consumer – a results model that provides tangible results and that proves the value of each practice. I’m not saying that we often obscure the consumer experience by the need to justify an impressive ROI figure, but that by thinking strategically, and combining the elements that drove the response rates with what aspect of the activity encouraged consumer interaction, means that we can gain a deeper understanding and a clearer holistic picture.
With an ROE model we can see the full picture. It is an essential part of measurement and one that gives insight into customers and their behaviour, and by analysing the correlation between experience and consumer behaviour means we can help give a brand an edge.
So in addition to a ROI model, incorporating a ROE element means that the hard measures of the ROI metrics; leads, redemptions, direct sales, etc., can be complimented, and overlayed with the softer measures metrics such as; brand trackers, focus groups, pre/post surveys etc.
It is all well and good if a campaign increased sales, but there are still the key learning’s to be gained as to what element of the campaign caused this, and why did it evoke such a response? Combining both models can give an all encompassing holistic view. From what the catalysts were that drove sales, to what actually influenced positive consumer perceptions of the brand, and allows us to see how well the experiences’ activities were received by the target audiences.
These outcomes are so important, especially in the current economic climate, where we need to go that little bit further to ensure that all campaign activity is strategic and caters to consumers growing demands and needs. Missing the value of soft measures, such as consumer feedback, could be seriously detrimental to a brand.
Consumer respect is earned rather than guaranteed, and so it’s the brands that demonstrate a true understanding of their consumers, ones that forge two-way relationships, and go beyond their expectations, that will prosper in these turbulent times.
Yes many brands understand the value of giving consumers a brand experience and that evaluating the actual impact of a piece of activity is important, but although traditional ROI measurements provide us with certain information, they lack the evidence to prove just how effective they were in the long term.
A ‘Return on Experience’ model seems more fitting to accommodate to today’s consumer – a results model that provides tangible results and that proves the value of each practice. I’m not saying that we often obscure the consumer experience by the need to justify an impressive ROI figure, but that by thinking strategically, and combining the elements that drove the response rates with what aspect of the activity encouraged consumer interaction, means that we can gain a deeper understanding and a clearer holistic picture.
With an ROE model we can see the full picture. It is an essential part of measurement and one that gives insight into customers and their behaviour, and by analysing the correlation between experience and consumer behaviour means we can help give a brand an edge.
So in addition to a ROI model, incorporating a ROE element means that the hard measures of the ROI metrics; leads, redemptions, direct sales, etc., can be complimented, and overlayed with the softer measures metrics such as; brand trackers, focus groups, pre/post surveys etc.
It is all well and good if a campaign increased sales, but there are still the key learning’s to be gained as to what element of the campaign caused this, and why did it evoke such a response? Combining both models can give an all encompassing holistic view. From what the catalysts were that drove sales, to what actually influenced positive consumer perceptions of the brand, and allows us to see how well the experiences’ activities were received by the target audiences.
These outcomes are so important, especially in the current economic climate, where we need to go that little bit further to ensure that all campaign activity is strategic and caters to consumers growing demands and needs. Missing the value of soft measures, such as consumer feedback, could be seriously detrimental to a brand.
Consumer respect is earned rather than guaranteed, and so it’s the brands that demonstrate a true understanding of their consumers, ones that forge two-way relationships, and go beyond their expectations, that will prosper in these turbulent times.
Wednesday
The era of ‘Scorn’
In the old days brands only heard customers when they chose to. They had to decide to listen, and even when they did, to really hear consumers, they had to listen hard.
They heard them when they held expensive, small scale and very tame focus groups. They heard them when they allowed the call centre personnel to eventually escalate something that they and the customers had known about for weeks, or months, or years.
They filtered, selected, and avoided.
Brands suffered from selective deafness, like an old grandmother sitting in the corner, deaf to everything but the bits she wanted to hear – smart with it, deaf to the bad, but noisy.
Inbound, it was all optional.
Brands input mechanisms were mainly a dumb terminal where feedback was filtered at every stage on the way to the top, and with “everything is fine”, the most default finding.
Yet their output was non-optional. They broadcast and blared out ‘interruption’, but consumers were still loyal because it was hard to find any alternatives.
That was the era of 'Control'.
Well it felt like control anyway, and it probably was, of sorts. Consumers were isolated, and media channels were intermediated and finite. But absolute control never really existed.
This was a period that started in the 1950’s and continued to around the year 2000. Brands were isolated and ‘deaf’, whilst consumers had pent up anger, which continued to build and build as brands did not listen or act.
Jump forward not one, but two steps from here, and we will find that in a new world where brands will have neat, simple, usable tools that flow feedback between themselves and their customers, like stock price data in a live marketplace.
It is a happy and contented world where listening will be a minute-by-minute task, not a daily check, not a monthly clippings report, or quarterly customer service review. But like it is already at some of the major news organisations, where live analytics on what's hot and what's not drive the news agenda and business behaviour.
Like it is already at some of the smart online retailers where merchandising decisions are truly dynamic and flow in realtime.
Like it is already at the few agencies where the finger really is on the digital pulse.
Solutions, ideas, and innovations will be the norm, and things like Dell Ideastorm will look like the simple early prototype it probably is.
APIs, affiliate programs, widgets, and other variations will be givens, seeding thousands of customers around the core services, and distributing them beyond the original source.
Importantly, loyalty will return because time poor consumers will be happier with the mature service-led brands that truly walk a customer-centred talk.
This will be the era of ‘Dialogue’.
But this is the future, a time where we will have the tools and process to mange feedback between brands and their consumers. A place where negativity is channeled, and consumer anger will fall as brands are listening and acting.
But right now we are somewhere between the two.
Not yet in the utopia of Dialogue, nor still in the comfortable era of Control. Instead we are in a turbulent transient time of a different era. But thankfully a temporary era.
This is a painful, confusing period of fear and loathing, away from the utopian aim but and era where we are caught with the basic and dated age of Control ways of working, processes, tools, people and expectations, where the feedback we receive is entirely different, entirely uncontrollable, unmanaged and unmanageable by our current systems.
An era where today's brands are badly equipped for the world today. Welcome to era of ‘Scorn’.
This is a time where angry consumers vent wherever they find an outlet. Customers like you and me who are disloyal and resent having to be so for the time and hassle it costs them.
A time where consumers pour into public and private online spaces to ask one another and quickly establish consensus before a brand even realises, and before brands have seen or collected the lies and half-truths. An era where well respected brands are all exposed to the ruthlessness of the public’s immediate feedback.
Worse still, cowardly consumers prevail in such circumstances. It's easier to scorn at the back of the room, and leave a nasty review than to feedback directly face-to face.
Right now we're at a unique point in this transition, at the very pivot of change, where consumer conversations have flooded online but the brands don't have the infrastructure and time to tap into and address them – online monitoring; umm, hmmm, ahem, yeahhh.
Very few major brands have yet invested in proper buzz monitoring solutions so they simply don't even have an ear to the networked chatter, or a regular, known presence in areas of online congregation such as consumer forums.
And until they do, they won't think about how to respond, who should respond, and what to do with that new incoming knowledge.
This is the era of ‘Scorn’. An era where consumers publish an aggregated voice, but where brands are slow to listen. And although consumer anger will build, it will peak, and eventually start to fall as brands realize that they have to start listening and acting.
As the listening devices, the community engagements, the processes and skills will change our expectations the hope is that we will enter a more harmonious time where the flow of dialogue between brands and consumers will be frictionless, immediate, transparent, open, and available.
And consumers will act more respectfully, and more maturely, because brands will be really listening to them, and responding to them, publicly, transparently, and rapidly.
How long will this take? I have no idea. When you look at mature disciplines or principles in digital such as usability, accessibility or even SEO, it’s normal to find very patchy awareness, let alone regular and consistent use of these core services amongst leading brands.
We must temper our optimism with our practical experience and guess that this will be years. Maybe years and years for the stragglers.
In the interim, we shouldn’t expect too much level-headedness, maturity and decency from the online consumers, but do expect big-talking anonymous cowards, raging frustrated unheard ex-customers, playground social dynamics with polarised opinions and cosy little cliques and gangs.
The era of Scorn is fatiguing, depressing, polluting, childish, unreasonable, bitter, cowardly, and in the main, absolutely deserved.
They heard them when they held expensive, small scale and very tame focus groups. They heard them when they allowed the call centre personnel to eventually escalate something that they and the customers had known about for weeks, or months, or years.
They filtered, selected, and avoided.
Brands suffered from selective deafness, like an old grandmother sitting in the corner, deaf to everything but the bits she wanted to hear – smart with it, deaf to the bad, but noisy.
Inbound, it was all optional.
Brands input mechanisms were mainly a dumb terminal where feedback was filtered at every stage on the way to the top, and with “everything is fine”, the most default finding.
Yet their output was non-optional. They broadcast and blared out ‘interruption’, but consumers were still loyal because it was hard to find any alternatives.
That was the era of 'Control'.
Well it felt like control anyway, and it probably was, of sorts. Consumers were isolated, and media channels were intermediated and finite. But absolute control never really existed.
This was a period that started in the 1950’s and continued to around the year 2000. Brands were isolated and ‘deaf’, whilst consumers had pent up anger, which continued to build and build as brands did not listen or act.
Jump forward not one, but two steps from here, and we will find that in a new world where brands will have neat, simple, usable tools that flow feedback between themselves and their customers, like stock price data in a live marketplace.
It is a happy and contented world where listening will be a minute-by-minute task, not a daily check, not a monthly clippings report, or quarterly customer service review. But like it is already at some of the major news organisations, where live analytics on what's hot and what's not drive the news agenda and business behaviour.
Like it is already at some of the smart online retailers where merchandising decisions are truly dynamic and flow in realtime.
Like it is already at the few agencies where the finger really is on the digital pulse.
Solutions, ideas, and innovations will be the norm, and things like Dell Ideastorm will look like the simple early prototype it probably is.
APIs, affiliate programs, widgets, and other variations will be givens, seeding thousands of customers around the core services, and distributing them beyond the original source.
Importantly, loyalty will return because time poor consumers will be happier with the mature service-led brands that truly walk a customer-centred talk.
This will be the era of ‘Dialogue’.
But this is the future, a time where we will have the tools and process to mange feedback between brands and their consumers. A place where negativity is channeled, and consumer anger will fall as brands are listening and acting.
But right now we are somewhere between the two.
Not yet in the utopia of Dialogue, nor still in the comfortable era of Control. Instead we are in a turbulent transient time of a different era. But thankfully a temporary era.
This is a painful, confusing period of fear and loathing, away from the utopian aim but and era where we are caught with the basic and dated age of Control ways of working, processes, tools, people and expectations, where the feedback we receive is entirely different, entirely uncontrollable, unmanaged and unmanageable by our current systems.
An era where today's brands are badly equipped for the world today. Welcome to era of ‘Scorn’.
This is a time where angry consumers vent wherever they find an outlet. Customers like you and me who are disloyal and resent having to be so for the time and hassle it costs them.
A time where consumers pour into public and private online spaces to ask one another and quickly establish consensus before a brand even realises, and before brands have seen or collected the lies and half-truths. An era where well respected brands are all exposed to the ruthlessness of the public’s immediate feedback.
Worse still, cowardly consumers prevail in such circumstances. It's easier to scorn at the back of the room, and leave a nasty review than to feedback directly face-to face.
Right now we're at a unique point in this transition, at the very pivot of change, where consumer conversations have flooded online but the brands don't have the infrastructure and time to tap into and address them – online monitoring; umm, hmmm, ahem, yeahhh.
Very few major brands have yet invested in proper buzz monitoring solutions so they simply don't even have an ear to the networked chatter, or a regular, known presence in areas of online congregation such as consumer forums.
And until they do, they won't think about how to respond, who should respond, and what to do with that new incoming knowledge.
This is the era of ‘Scorn’. An era where consumers publish an aggregated voice, but where brands are slow to listen. And although consumer anger will build, it will peak, and eventually start to fall as brands realize that they have to start listening and acting.
As the listening devices, the community engagements, the processes and skills will change our expectations the hope is that we will enter a more harmonious time where the flow of dialogue between brands and consumers will be frictionless, immediate, transparent, open, and available.
And consumers will act more respectfully, and more maturely, because brands will be really listening to them, and responding to them, publicly, transparently, and rapidly.
How long will this take? I have no idea. When you look at mature disciplines or principles in digital such as usability, accessibility or even SEO, it’s normal to find very patchy awareness, let alone regular and consistent use of these core services amongst leading brands.
We must temper our optimism with our practical experience and guess that this will be years. Maybe years and years for the stragglers.
In the interim, we shouldn’t expect too much level-headedness, maturity and decency from the online consumers, but do expect big-talking anonymous cowards, raging frustrated unheard ex-customers, playground social dynamics with polarised opinions and cosy little cliques and gangs.
The era of Scorn is fatiguing, depressing, polluting, childish, unreasonable, bitter, cowardly, and in the main, absolutely deserved.
Tuesday
Why brands should consider digital
After many discussions with my friends and peers, usually over a couple of pints down the pub, and generally on the same issues, I’ve decided to outline why brands should consider digital.
I often find that us digital folk have to combat the tendency from some people to only approach digital from an execution-centric perspective.
I also often come across far too many brands approaching digital media by just reacting to what’s new, or what’s “cool” in the space, rather than taking a more comprehensive, objective-based approach.
Unfortunately, the result of this practice is that millions of pounds are wasted on tactics that don’t properly align with the overall needs of brands.
The idea of having a strategic approach to an area of marketing as critical as digital should not be surprising. Yet there are a shocking number of agencies that dive into this space with little more than a pile of competitor digital activity as a guide. Given the limited time and money available to most brands, it should be clear how taking a strategic approach will pay off in both the short and long terms.
So, unless you’ve been living under a rock, the spectacular growth of digital will come as no surprise, but there are also a variety of factors that make digital a different sort of challenge for brands:
Brands are witnessing major competitors pursuing digital initiatives in earnest, but they are probably also finding that many of their initiatives don’t appear to be part of a cohesive strategic platform. Again, this is because many companies do not have an objectives based underpinning to their total digital strategy.
I often find that us digital folk have to combat the tendency from some people to only approach digital from an execution-centric perspective.
I also often come across far too many brands approaching digital media by just reacting to what’s new, or what’s “cool” in the space, rather than taking a more comprehensive, objective-based approach.
Unfortunately, the result of this practice is that millions of pounds are wasted on tactics that don’t properly align with the overall needs of brands.
The idea of having a strategic approach to an area of marketing as critical as digital should not be surprising. Yet there are a shocking number of agencies that dive into this space with little more than a pile of competitor digital activity as a guide. Given the limited time and money available to most brands, it should be clear how taking a strategic approach will pay off in both the short and long terms.
So, unless you’ve been living under a rock, the spectacular growth of digital will come as no surprise, but there are also a variety of factors that make digital a different sort of challenge for brands:
- Media fragmentation has splintered audiences and dramatically increased the complexity of effectively reaching most audiences. Where consumers used to have four of five major media choices (TV, Radio, Magazines, Newspapers, and Outdoor), they now have dozens of platforms and literally millions of professional, and amateur, publishers from which to gather information.
- The two-way nature of digital-based media (Internet, Mobile, etc.) necessitate that brands have to stop thinking as broadcasters, and adopt a more collaborative and consultative approach to brand development. This warrants special thought and consideration because the “rules” of collaborative marketing are very different from the “rules” of broadcast-oriented branding.
- Practically everyone is using digital media. There are millions and millions of consumers using the Internet, and most of these consumers are spending large amounts of their time with digital media.
- Digital media are playing an increasingly large role in all purchase decisions. Information on the Web now influences most offline retail sales, and this is continuing to increase year on year.
- Certain target audiences are becoming increasingly difficult to reach without digital. For example, men aged 18-24 now spend so much time gaming, online, and with their mobile phones that it is increasingly difficult to effectively deliver against this target audience without digital vehicles.
- User generated content and “civilian journalism” has driven a massive shift in how we receive information about products and services, and what sorts of information we trust. Increasingly, people prefer grass roots sources of information and recommendations to the so-called ‘professional’ sources of the mainstream media outlets. Even respected professional journalism organisations like the BBC and CNN are now routinely airing civilian journalism originated news, video, and other types of information, as part of their offerings.
- From a practical standpoint, many brands are seeing diminishing effectiveness from traditional ‘analog’ media. Brands need to identify new “on buttons” for their businesses.
- And finally, brands are already being represented to consumers in the digital space, even if they do not have proactive marketing efforts in this arena. That is because people (advocates as well as critics) are already talking about them and their products, and are reaching audiences that are potentially in the millions. By monitoring and creating brand expressions in this space, brands can influence the discussion in a very positive way.
Brands are witnessing major competitors pursuing digital initiatives in earnest, but they are probably also finding that many of their initiatives don’t appear to be part of a cohesive strategic platform. Again, this is because many companies do not have an objectives based underpinning to their total digital strategy.
Wednesday
‘Brand’ New Thoughts
So what is a brand, and why is it important?
The Oxford Dictionary, 1602, describes a ‘brand’ as; “To burn with a hot iron, whether for marking or cauterising. To mark indelibly as a proof of ownership, a sign of quality”
But in today’s world a brand isn’t just the trademark, name and logo. It isn’t just the tag line and messages, or the intangible (soft) benefits of using the product or service. Nor is it just a relationship between the customer and the product, service or company, or just something that can be unilaterally controlled and manipulated by its owner.
Brands are omnipresent. They no longer adhere to traditional boundaries. Their definitions extend to activities that encompass; artists/bands (dead or alive), sports personalities/teams/clubs, TV channels/programmes, fictional characters, Political parties, and even countries.
Brands come as sounds (Intel). A brand can be a colour; engagement rings feel so much more special if they come in a duck egg blue box (Tiffany & Co). They can be a taste; orange champagne tastes more fun (Veuve Clicquot). A brand can be a smell (Lush). And even taste alone can define a brand (Marmite).
So a brand must be…
So what do brands offer consumers? Well, brands are badges of authenticity. They promise performance, and provide reassurance. Brands transform the experience, and help us organise our lives.
Strong brands...
So what defines a brand? Everything we do defines a brand.
The Oxford Dictionary, 1602, describes a ‘brand’ as; “To burn with a hot iron, whether for marking or cauterising. To mark indelibly as a proof of ownership, a sign of quality”
But in today’s world a brand isn’t just the trademark, name and logo. It isn’t just the tag line and messages, or the intangible (soft) benefits of using the product or service. Nor is it just a relationship between the customer and the product, service or company, or just something that can be unilaterally controlled and manipulated by its owner.
Brands are omnipresent. They no longer adhere to traditional boundaries. Their definitions extend to activities that encompass; artists/bands (dead or alive), sports personalities/teams/clubs, TV channels/programmes, fictional characters, Political parties, and even countries.
Brands come as sounds (Intel). A brand can be a colour; engagement rings feel so much more special if they come in a duck egg blue box (Tiffany & Co). They can be a taste; orange champagne tastes more fun (Veuve Clicquot). A brand can be a smell (Lush). And even taste alone can define a brand (Marmite).
So a brand must be…
- A fusion of the emotional and functional components of a product or a service;
- A promise and an expression of potential benefits; both tangible and intangible;
- A distillation of the beliefs and values of an organisation;
- The external expression of a company’s internal (shared) values;
- A relationship that creates and secures future earnings by growing customer preference and loyalty;
- Open to personal interpretation, not an objective fact – it is made up of a million or more individual and subjective assessments.
So what do brands offer consumers? Well, brands are badges of authenticity. They promise performance, and provide reassurance. Brands transform the experience, and help us organise our lives.
Strong brands...
- Capture the essence of what an organisation stands for;
- Provide a sustainable competitive advantage;
- Promise and deliver a unique and valued experience;
- Strengthen image, profile and reputation;
- Create value and help drive successful results;
- Can accelerate cash flow;
- Attract the best talent and retain them;
- Attract better suppliers and trading terms;
- Can branch out;
- Get to charge a premium for the same product/service;
- Buy the company time – consumers will forgive the occasional lapse;
- Engender trust;
- But most importantly they drive value for their companies.
- Is inspirational and aspirational;
- Defines the competitive frame of tomorrow;
- Captures what makes the offering unique.
So what defines a brand? Everything we do defines a brand.
Friday
It’s a changing world
It’s a changing world.
Today’s consumers are being bombarded with messages from an ever-growing number of brands, via an ever-growing number of channels, but understanding and using these channels is more challenging, and more interesting than ever.
So what does this mean? Well, we need to embrace this new model of communication and interaction. We are going through a period of rapid transformation and it is difficult to predict what will happen in the future. But if you look around, change is everywhere not just in the way we communicate.
Consumers no longer view brands through the prism of traditional channels. Instead they use a complement of channels that help to inform their choices. Digital has radically shifted and shaped the way we interact and communicate with one another.
The emergence of digital technologies has changed who is in control of information, experience, and resources. There is a blurring of the distinction between the creative (content) and the media (the delivery of this content). The new consumer is empowered and in control. They have turned from a user into a creator and distributor of content, in partnership with the media they consume.
Digital is about creating experiences which are focused and entertaining, all stemming from a unique balance of creativity, technology, and human interaction.
As more people choose to communicate with each other digitally, we are finding that the demand for these services continues to grow and evolve – changing the way that brands communicate with their customers, changing the way that consumers, in turn, respond, and changing the way that customers talk to each other about brands.
It really is a changing world.
Today’s consumers are being bombarded with messages from an ever-growing number of brands, via an ever-growing number of channels, but understanding and using these channels is more challenging, and more interesting than ever.
So what does this mean? Well, we need to embrace this new model of communication and interaction. We are going through a period of rapid transformation and it is difficult to predict what will happen in the future. But if you look around, change is everywhere not just in the way we communicate.
Consumers no longer view brands through the prism of traditional channels. Instead they use a complement of channels that help to inform their choices. Digital has radically shifted and shaped the way we interact and communicate with one another.
The emergence of digital technologies has changed who is in control of information, experience, and resources. There is a blurring of the distinction between the creative (content) and the media (the delivery of this content). The new consumer is empowered and in control. They have turned from a user into a creator and distributor of content, in partnership with the media they consume.
Digital is about creating experiences which are focused and entertaining, all stemming from a unique balance of creativity, technology, and human interaction.
As more people choose to communicate with each other digitally, we are finding that the demand for these services continues to grow and evolve – changing the way that brands communicate with their customers, changing the way that consumers, in turn, respond, and changing the way that customers talk to each other about brands.
It really is a changing world.
Subscribe to:
Posts (Atom)
Posts
