No, Social Advertising Isn’t “Over”

Murky research collided with lazy journalism last week to create a torrent of #socialmedia + #advertising = #fail link bait. Headlines in publications generally deemed respectable, and journalistically responsible, heralded the end of social media marketing.

“Social Media Fail to Live Up to Early Marketing Hype” trumpeted The Wall Street Journal. “This Is the New Stat Facebook Should Be Worrying About,” tsk-tsked Time. “Tweets, Likes, and Shares Don’t Make Us Buy Stuff, Americans Say,” echoed Bloomberg Businessweek. “Advertising On Facebook And Twitter Barely Even Works” came from Business Insider, and most pithily, Valleywag added, “Social Media Ads Don’t Do Shit.”

The root of this social-media-don’t-work brouhaha was a Gallup report entitled “The State of the American Consumer.” It professed that 62 percent of U.S. consumers do not believe the major social networking platforms: Facebook, Twitter, LinkedIn, and Google+, affect their purchase decisions. Additionally, Gallup claims 48 percent of Millennial shoppers are uninfluenced by social media when it comes to buying stuff.

So much for the $5.1 billion advertisers spent on social advertising last year (not to mention billions more on social media marketing programs).

The lone voice of sanity in the media was a well-reported piece in Adweek, pointing out that not only is Gallup using data from late 2012 to make this dubious point, but worse, the data are self reported. No brand or agency would ever in a million years rely on self-reported data to assess or measure ad effectiveness. Self-reported data are near-worthless.

Google the term, in fact, and you’ll come up with results such as: “Self-reported studies have validity problems” and “notoriously unreliable.”

Moreover, as Adweek pointed out in a long voice-of-reason article on the topic (disclosure: I’m quoted), Gallup’s data were collected close to two years ago — a near eternity in internet time, and to top that, some respondents were polled by snail mail, a strange channel indeed to select for research on digital influence.

Looking beyond the dubious self-reported data, the digital equivalent of saying, “Sure, I saw a commercial on TV but didn’t buy the product so advertising doesn’t work,” some of the questions Gallup posed are strong indicators that social channels are indeed powerful platforms for persuasion and influence. The questions below indicate, aside from the obvious social connections, consumers spend time on social sites to share knowledge, research companies (and by extension, products), find and/or create reviews and product info, etc.

Even Gallup admits as much:

“However, companies can use social media to engage and boost their customer base. Consumers appreciate the highly personal and conversational nature of social media sites, and they prefer interacting in an open dialogue as opposed to receiving a hard sell. And companies’ use of social media to provide timely responses to questions and complaints accelerates brand loyalty and, eventually, sales. When it comes to social media efforts, businesses stand to benefit when they utilize a more service-focused approach rather than one dedicated to simply pushing their products.”

Yet this statement from Gallup seems not to be tied to any specific data from the survey.

Murky research conclusions and methodologies aside, Gallup’s deeply flawed research, and the editorial properties that piled on with link bait headlines, really did do a disservice.

We know that social platforms influence consumer buying decisions. The problem is, headlines in The Wall Street Journal, even erroneous ones, influence CEO decisions, too.

This post originally published on iMedia.

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Say Hello to the Content Marketing Stack

You know about ad stacks, right?

Get ready to say hello to the next big thing in content marketing technology: the content marketing stack.

Content stacks aren’t here yet, but they’re coming. In the next couple of years, I expect we’ll see offerings from the big enterprise players: Adobe, Oracle and Salesforce.com. (IBM has a lot of catching up to do if it’s to become a player in this space.)

There are many factors driving this latest phase in content marketing evolution, not the least of which is a tangled and complex content marketing vendor landscape. There are well in excess of 110 content marketing tools on the market today, with more appearing all the time. Most are point solutions.

Acquisitions Everywhere

M&A activity is rapid and accelerating. Content marketing vendors (as well as adjacent companies, such as email marketing, social media marketing software and marketing automation software providers) are being acquired by the three large enterprise players that all hope to integrate them with their larger marketing clouds. Already, they’re beginning to use terms such as “content alignment” and “converged media” in sales collateral and value propositions.

Converged media, the blending of paid, owned and earned media, is also contributing to this trend. With content at the core of advertising, social media and PR, as well as a brand’s owned media channels, content must be unified with the ad stack, as well as with social media software.

Content stacks are necessary to consolidate the eight content marketing use cases identified in research we’ve just published on the content software landscape. No use case is an island. As organizations mature and become more strategic in their content marketing initiatives, it becomes imperative to seamlessly link execution to analytics, or optimization, or targeting, for example.

Media Convergence Drives Stack Evolution

Because content feeds paid and earned media, so, too, do use cases bleed into converged media. This is why content stacks will link with ad stacks and form the core of what we’re today beginning to call marketing clouds.

Content Tool Stack Hierarchy

Who will win the race to build the first content stack? Currently, it’s Adobe’s battle to lose. With their Creative Cloud, they’re far ahead of the game, and they have announced long-anticipated plans to integrate the Creative Cloud with the Marketing Cloud.

The Integration Challenge

But integration is easier (and faster) said than done. It must be noted that the Creative Cloud today is comprised of tools for publishers, decidedly not for marketers. Competitors Oracle and Salesforce.com are aggressively acquiring marketing-oriented software. Meanwhile, smaller, more vertical players such as Percolate, Content.ly, Kontera and ThisMoment (to name but a very few) are attracting partnerships and investment.

It’s going to be a very interesting couple of years to sit back and watch how the content marketing software vendors stack up.

This post originally published on MarketingLand

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The Content Marketing Software Landscape: Marketer Needs & Vendor Solutions

Our new research report, The Content Marketing Software Landscape: Marketer Needs & Vendor Solutions, published today to help marketers navigate the tangled and complex content marketing software landscape.

It used to be so easy. You wrote content and posted it to your web site or blog.   Perhaps you did a little keyword research, or looked at web analytics for inspiration or refinement.

The content marketing vendor landscape may not be quite as vast as your programing choices, but it’s pretty darn big with well over 100 vendors offering a variety of solutions, and it’s growing exponentially as investment and M&A activity reach a crescendo in the sector. This leaves content marketers at a loss.

Content marketing has grown exponentially in complexity, and that’s before the fact that it’s beginning to also converge with paid and earned media. We’re far beyond the sign up for a WordPress account and hire a blogger phase of content marketing. In fact, Altimeter Group has identified three overarching scenarios and eight broad content marketing use cases.

To add to this complexity, each individual use case comes with a host of more granular sub-categories that must each be addressed with technology.

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Yet selecting content marketing tools doesn’t end with content marketing needs.  Integration and interoperability are major factors that cannot be omitted from any technology consideration.

Fig6b

Marketers’ questions are manifold:

  •  What content marketing tools and technologies are right for my enterprise?
  • What vendors should we consider?
  • Will our choice scale with future needs?
  • Are integration concerns being addressed?
  • What tools can help us achieve strategic goals, such as measurement and targeting?
  • How can technology help integrated owned media with paid and earned initiatives?

These are the concerns our research hopes to address.  Our new research report, The Content Marketing Software Landscape: Marketer Needs & Vendor Solutions, isn’t a scorecard  of vendor capabilities. Rather, it provides a framework, as well as a pragmatic checklist, to help marketers determine their actual needs, then to pinpoint those vendors offering the solutions that match their requirements. It won’t tell you which vendor to pick (obviously, that would be presumptuous without a much deeper, more personalized dive). But it will help narrow and define a highly mutable and complex marketplace.

As with all Altimeter Group research, The Content Marketing Software Landscape: Marketer Needs & Vendor Solutions is available at no charge under our Open Research model. Please use it, share it, and let us know what you think of it.

Crossed-posted with the Altimeter Group blog.

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Content Marketing: What’s the Big Idea?

bulbrite-g30-main-white-lgThe beginning of content marketing is content strategy, a governance structure that addresses why content is being created, what goals it addresses, and how, tactically, that content will be created, produced and disseminated.

Content strategy is essential. It strips away tactics and bright shiny objects (“We need a Facebook page/Instagram/Tumblr/Vine account! All the cool kids have one!”) and addresses the essential questions: Why and How?

Yet there’s an additional and very essential element of content strategy that’s much less discussed, albeit no less important that well crafted and well reasoned goals. The very best, most successful and essentially most sustainable content strategies all center around a Big Idea.

What’s the Big Idea?

Take IBM.  IBM is a ginormous, multifaceted, global conglomerate offering a broad palette of products and services. What Big Idea could possibly unify their diverse offering? Simple (but smart): Smarter Planet. If you look at the initiative’s home page, you’ll immediately see the Smarter Planet idea easily encompasses every industry vertical, global territory, channel and capability that IBM offers – or serves.

As diversified and complex as IBM may be, the company seems almost one-track when compared to a conglomerate like GE. From transformers to light bulbs, media to microwaves, commercial lending and power grid infrastructure – how can all this possibly be united under the governing principle of a Big Idea?

It can: Ecomagination.  The concept works for B2B, B2C, home appliances and municipal water supplies. Ecomagination is the concept that GE content ladders up to, and is accountable to. It’s no abstraction.  Ecomagination is clearly defined by the company as, “Ecomagination is GE’s commitment to build innovative solutions for today’s environmental challenges while driving economic growth.”

The beginning of content marketing is content strategy, a governance structure that addresses why content is being created, what goals it addresses, and how, tactically, that content will be created, produced and disseminated.

Content strategy is essential. It strips away tactics and bright shiny objects (“We need a Facebook page/Instagram/Tumblr/Vine account! All the cool kids have one!”) and addresses the essential questions: Why and How?

Yet there’s an additional and very essential element of content strategy that’s much less discussed, albeit no less important that well crafted and well reasoned goals. The very best, most successful and essentially most sustainable content strategies all center around a Big Idea.

Arriving at the Big Idea

The Big Idea is way, way too big to belong to the content team alone, or the social media group, or communications. The Big Idea is (yet another) Big Reason – particularly in an era of  converged media - for smashing silos. Every marketing message must incorporate, address and answer to the Big Idea. It’s therefore the responsibility of every marketing division to arrive at what the Big Idea is, and to effectively communicate it to all internal and external stakeholders.

Please read the rest of this post on iMedia, where it originally published.

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What to Measure: ROI or KPIs?

Digital marketing is constantly evolving and rapidly changing. It’s full of new technologies, new tactics, and new innovations. Yet there’s one constant: accountability. There’s an expectation that no matter how new, how cutting edge, how experimental or untested, it will all be perfectly measurable.

The reality is all digital marketing is and always will be measurable — but not always along traditional lines. And you can’t always measure what you most want to measure.

Analytics can reveal lots of insight, but there’s a staunch unwillingness to accept (in some quarters) that the exact knowledge desired might well be akin to reading tea leaves rather than spreadsheets and dashboards. This leads to a world of unrealistic expectations and flat-out delusions. As I wrote earlier this year:

“Everything is measurable, but not necessarily right out of the box. That’s why publisher metrics are applied to native advertising campaigns (though goals are widely divergent), and way too much stuff is measured in terms of “engagement,” which means something different to everyone who utters the term. A trend I’d really like to see in 2014, in addition to all kinds of good metrics such as the ability to attribute ROI and measure accountably while aligning with goals, is a readiness to admit that it’s just too early to apply hard-and-fast, unalterable metrics to brand new stuff we’re all still trying to figure out.”

Otherwise put, and very wisely so by Mashable’s CMO Stacy Martinet in a talk last week, “There’s a right metric for every campaign. But you have to figure out what it is, and you have to explain why to the boss.”

The right metric isn’t always ROI, but too often, ROI is the default, go-to metric to which marketers are being held accountable. Software manufacturers are under the same pressure. “How can we build ROI accountability into our dashboards?” is a question you hear over and over again in product meetings.

ROI is a wonderful thing. But it’s not always possible to track every single effort down to a dollars-and-cents return. Often, it’s not possible — or even the most desirable outcome. It’s also perfectly valid to have a goal of, say, message amplification in terms of social shares. If your YouTube video was shared 1.4 million times, that metric tells the right story.

Please read the rest of this post on iMedia, where it originally published.

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Is There Really a Content Glut?

credit: "Monty Python's The Meaning of Life"

credit: “Monty Python’s The Meaning of Life”

You are just beginning to wrap your mind around the fact that content marketing is the new “it” thing in digital marketing when you hear it’s over. Too much noise, not enough signal. Too much content. Too much bad content. No one will ever find your content due to the glut of other content incessantly pouring into digital channels at an accelerating, unceasing rate.

You may as well hang it up and go home. Better yet, if you haven’t already, don’t even start doing this whole content marketing thing.

This argument, surfacing recently in a spate of blogs and articles, is as pointless as it is predictable. You may as well argue that you shouldn’t market via email because of spam. Or (as was suggested in a recent interview), claim it’s time to trash your website because all websites “look alike” and are “boring.”

These are kneejerk reactions to disruption, more indicative of human nature than they are of the efficacy of new marketing strategies and techniques. Here’s what’s really going on:

  • It’s cool to be the first to the party.
  • It’s even cooler to declare the party’s over before anyone else does.

Only with content, you can’t do that because content is a constant. As I’ve said before in this column, content is the atomic particle of all marketing. No content = no website. No content = no email. No content = no social media, advertising, “creative,” DM, you name it. All those tactics and formats are, in effect, content envelopes.

Has a surge in the popularity of content marketing foisted more bad content upon us? You bet it has. So what else is new? Bad content, boring content, superfluous content — the world’s always been full of it and will continue to be full of it.

Even bastions of impeccably produced content, The New York Times, for example, can be tarred with this brush. For more decades than I’m willing to admit, as a print edition subscriber, my first act of the day was to bend over, pick up the paper, and chuck the sports section. That (to me, at least) is boring, superfluous, irrelevant content (though I can appreciate that you may be of an entirely different opinion). This did not, however, impel me to “turn off” my New York Times subscription.

If there’s a content glut, it’s because we’ve reached that very predictable stage in the disruption curve when a trend becomes a bandwagon. This results in spray and pray tactics, irrational exuberances, content “gurus” emerging from every quarter (most of them were social media gurus yesterday, and search gurus a couple of years back).

I won’t dispute for an instant that bad content is being created at a healthy clip. But I do disagree that all this noise drowns out the genuine signals.

Please read the rest of this post on iMedia, where it originally published.

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Q&A With New York Times Meredith Kopit Levien on Native Advertising Launch

Meredith_Kopit_Levien_NYTimes

All prognostications for 2014 (including my own) point to native advertising as A Big Thing to watch this year – and it is. The FTC’s December workshop thrust native into the spotlight, but nothing has amplified the fact that native advertising has arrived more than the New York Times launch of Paid Posts, its native product that launched this week with Dell as the first advertiser.

Late as the Grey Lady may be to the party (virtually all other members of the Online Publishers Association already have some form of native advertising on offer), the Times is the Times; a standard bearer in media, publishing and journalistic best practices.

Native advertising has been both delayed and controversial at the newspaper of record. Executive Editor Jill Abramson has expressed strong reservations. Publisher and Chairman Arthur Sulzberger Jr. very recently distributed a native advertising “manifesto” to staff.

So with the new product finally launched, I caught up with the Times’ EVP Advertising Meredith Kopit Levien to pose some questions about native advertising at the Times. Most are based around the best practice recommendations in my recent research on the topic of native advertising (download available here).

Q: Native advertising is highly labor intensive and requires “feeding the beast” with content. Your first advertiser, Dell, is led by Managing Editor Stephanie Losee, who has  a very strong editorial background. Will the Times have difficulties finding other clients up to this challenge?

Levien: We see a lot of clients who have developed their own newsrooms or who have always-on content strategies. Social media gave everybody the opportunity to be a publisher. The amount of maturity in the marketing is growing. There are a whole lot of marketers who have an always-on content strategy. Using that in conjunction with the Times’ content division is how we’ll produce content. Intel [another enterprise with a very mature content organization] and a handful of others will launch this quarter.

Q: What formal policies does the TImes have in places around church/state divisions? 

Levien: We’ll establish more over time. The brightest, clearest, most important is the newsroom is the newsroom. It does not touch [Paid Posts]. That will not change. That’s an important separation to keep. The others fall out from that. Also, Paid Posts carry a label and full disclosure.

Q: The Times is hiring freelancers to write Paid Post content. Can these same freelancers also write for the editorial sections of the paper?

Levien: That’s an evolving discussion.

 Q: Dell’s commitment is three months. What about other advertisers’ commitments? And given this is a premium product, will you limit how many advertisers can run Paid Posts at any given time?

Levien: We are establishing minimums. We don’t want to do this as a one-off. We also require that all content be original, not repurposed for the Times.  We’re not in any danger of the consumer thinking there’s too much of this on the site.

Q: If advertisers can’t bring their own content in, can they get your content to-go, so to say?

Levien: Once we co-produce the piece, the marketer can do with that what they want – the marketer has ownership. That’s the to-go model: using our content for their purposes.

Q: What metrics is the New York Times tracking to gauge the success of this program?

Levien: We are using an incredible vendor named SimpleReach. They have built a custom metrics dashboard. They give a marketer the same metrics the newsroom uses: pages, views, etc., also social referrals. How much traction is the content getting compared to editorial content? Secondly, is it trending on the social web, and if it is, what can we do to amplify it?

Q: Many publishers offering native advertising solutions, like Hearst and Buzzfeed, are offering training and educational programs to advertisers and agencies. Will the New York Times follow suit?

Levien:  Certainly in the early months we’re going to do collaborative education with the partners we bring on. It’s not out of the question we wouldn’t turn that into a program.  We have a  lot of knowledge about how content moves through our platform.

Q: There’s a great deal of role confusion when it comes to native advertising. Brands, their advertising agencies, PR agencies – everyone is jostling for position in this space. Who do you anticipate you going to work with?

Levien: There is  much more transition that will happen between paid owned and earned media. We’re mostly working with the brands, but there’s a huge role for the ad agencies and the PR agencies. Lots of brands have agencies who are helping to add to their content capabilities. We’ve tried to organize in a way that’s friendly to an agency buying.

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Nine Digital Marketing Trends to Watch in 2014

crystal-ballLongtime readers know not to expect a list of annual “predictions” so prevalent in trade publications this time of year. After all, I’m an industry analyst. Un-endowed with the psychic abilities that would enable me to read crystal balls or entrails, I must instead rely on my innate powers of observation and analysis.

That’s not said casually. Observation and analysis of digital marketing and media is what I do.  Based on industry movement, technology developments, and industry trends, these are the areas I’ll be watching most closely in the new year.

  1. Enterprises Organize for Content  The hue and cry up to a year or so ago from content marketing evangelists was “hire a chief content officer!” The sentiment behind this exhortation was and remains correct: content strategy is the foundation of content marketing. To create, maintain and enforce strategy, guidelines, processes, governance and guardrails are entirely necessary. However not every board is disposed to create a new C-level position. That’s why companies are taking seriously the need to organize for content marketing.  Last spring we identified six real-world models. Expect to see companies begin to adopt these with some alacrity in 2014.
  2. Native Advertising Will Surge Brands, publishers, agencies, technology vendors – virtually the entire digital advertising ecosystem has a stake in the ground when it comes to native advertising. The IAB and the FTC have chimed in with the beginnings of defining the space and the rules of engagement. Virtually all the members of the Online Publishers Association now offer some form of native advertising, and major brands are allocating budget for serious experiments. You’re going to hear a lot more about this form of converged media (paid + owned) in the coming months.
  3. Real-Time Marketing Another form of converged media is real-time marketing,  the strategy and practice of reacting with immediacy in digital channels.  As more channels and media operate in real-time, and as real-time events such as television converge with digital channel on mobile and social media platforms, virtually all marketers will be challenged this year to define a real-time marketing strategy, and indeed to determine what real-time means for their organization and marketing efforts.
  4. Content Marketing ‘Stacks’ Emerge It’s already happening. Adobe has formally announced what we’ve long known they would: their Marketing and Creative Clouds will merge. Oracle bought Compendium and Eloqua (expect Salesforce to do something very, very similar quite soon – ExactTarget isn’t quite in the content bucket).  This trend indicates 2014 will usher in an important new chapter in content marketing maturity: end-to-end, cloud-based technology solutions similar to ad stacks, rather than the boutique array of much more limited solutions that are currently available. This matters not just as a technology play, but as something that will make content a safer and more integrated enterprise investment.
  5. Media Continue to Converge Paid, earned and owned media continue to collapse into blended forms of marketing. This trend is only accelerating with consumer trends such as cord-cutting, that make platforms such as television even more digital than they formerly were. Concurrently, OOH signage and other forms of media are more digital, too, allowing owned content and forms of shared media such as tweets to circulate freely through media ecosystem.
  6. Breaking Down Silos If number 6 comes as a surprise, you clearly haven’t read the first five trends. Media converging, a greater emphasis on content marketing, native advertising, real-time marketing and other blended forms of marketing means teams must collaborate more than every before. Goal alignment, resource sharing, and content portability – none of this happens internally, much less with vendor and agency partners, unless barriers and divisions are smashed.  There’s no more time to wait. Silos must be abolished now.
  7.  Interoperability Much more than a byproduct of convergence, apps, gadgets, devices are becoming interoperable – seamlessly interoperable. AS a for instance, my personal fitness monitor smoothly syncs with my Android phone, laptop computer, iPad, Walgreen’s loyalty card, stand-alone weight and food trackers, and (if I wanted, which I don’t) with all my social media accounts. All this at the flick of preference radio buttons. The days or “either/or” “Mac/Windows” customer experience are over. Customers expect – and demand – seamlessness from their digital life.
  8. More Mobile Yeah, we hear this every year, but mobile really has come to the fore. More smartphones and tablets are flying off the shelves than PCs and laptops, and mobile finally commands more consumer time than the boob-tube.  This means new experiences, media strategies and (looping back to the top of the list) more content, real-time and native in marketing plans.  “Mobile first” is no longer a hollow mantra. It’s really, actually true.
  9. Measuring What’s Undefined  Is this really a genuine trend? I hope it will be. There’s this unrealistic expectation in digital that everything’s measurable. It is, but not necessarily right out of the box. That’s why publisher metrics are applied to native advertising campaigns (though goals are widely divergent), and way too much stuff is measured in terms of “engagement,” which means something different to everyone who utters the term. A trend I’d really LIKE to see in 2014 is, in additional to all kinds of good metrics such as the ability to attribute ROI and measure accountably and aligned with goals, is a readiness to admit that it’s just too early to apply hard-and-fast, unalterable metrics to brand new stuff we’re all still trying to figure out. Square pegs, round holes.

 

 

 

 

 

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The Six Business Cases for Real-Time Marketing

As digital channels operate increasingly in the ‘now,’ all marketing organizations must consider to what degree they will function in real-time, and even define what real-time is relative to their operations and marketing organization.

The payoff? That digital marketing ideal: the right message to the right person at the right time. The right instant, even.

Real-time marketing (RTM) can add tremendous value to customer interactions; making brands appear relevant, with-it, informed, dynamic and buzzworthy. The movement toward RTM is also driven by consumer expectations as immediacy, relevance and access increase with technology.

Our new research report, Real-Time Marketing: The Agility to Leverage ‘Now,’ identifies six business use cases for real-time marketing that fall into a quadrant of planned/unplanned and reactive vs. proactive interactions. In numerous interviews with agency and brand-side practitioners, we found all successful RTM requires enormous strategic and tactical preparation, beginning with a strong , clear and well-defined content strategy.

real-time marketing use case quadrant

RTM Use Case #1: Brand Events
Brand events include product launches, conferences, media and customer-facing events where content strategy, pre-approvals, media plans, hashtags, creative, editorial calendars, etc. can be prepared in advance. During events, staff are available to push out content and react to posts in social media.

RTM Use Case #2. Anticipated Event
A growing number of organizations are preparing for real-time events that are anticipated in advance. Business goals, strategies, teams, and approvals are ready, content is locked and loaded.

RTM Use Case #3: Location/object-based
A small but promising use case of RTM taps into location and object-based triggers. Hand-crafted examples of this type of RTM include local food trucks publicizing specials and current locations. Increasingly sophisticated technology, such as iBeacon, target a consumer’s location down to the store-shelf level and push a promotion to that person’s phone in the moment. That’s literally targeting the right person at the right time and the right place.

RTM Use Case #4. Predictive Analytics-based
Another relatively small but growing area of triggered RTM is based on predictive analytics. Amazon has long used predictive data to display recommendations to customers based on browsing and purchase history. This trend will gain momentum as data solutions become more accessible and simpler to implement.

RTM Use Case #5. Customer Interaction
Customer interactions take many forms: CRM, customer service, handling complaints, and community interactions being primary examples. While many organizations handle such interactions to customer service, the very public, visible and occasionally even viral nature of these interactions in social channels means they are increasingly becoming a marketing function. This holds particularly true now that customers have come to expect brands to respond to their digital queries and complaints in near-real time.

RTM Use Case #6. Breaking News
The most reactive form of RTM is responding in a legitimate, relevant manner to unanticipated breaking news. This can also be the riskiest, most spontaneous, and difficult type of RTM. Advance preparation is all but impossible. Breaking news isn’t always good news, so an acute degree of sensitivity is called for. Often, this also requires following a story as it unfolds. The opportunity is hitting it over the fence by appropriately leveraging the event in a way that is relevant, both to the event and to the brand.

As with all Altimeter Group research, Real-Time Marketing: The Agility to Leverage ‘Now’ is available at no cost under Creative Commons.  Help yourself!  And please let us know your reactions, as well as how your organization is functioning in real-time.

[slideshare id=29152561&doc=reportreal-timemarketing-theagilitytoleveragenowrebeccaliebjessicagroopman-131212115620-phpapp02&type=d]

Cross-posted from the Altimeter Group blog

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How Dell Is Innovating In Native Advertising

We’ve talked a good deal in this space about converged media, the blending of paid, owned, and earned in digital channels. Now it appears a sound barrier of sorts has been shattered with the selection of a native ad that Dell created for Forbes.com for publication in an actual book.

This month, Houghton Mifflin Harcourt published “The Best American Infographics 2013,” which includes an illustration that Dell published on its Forbes BrandVoice page in April 2012. The credit reads “Dell Inc. on Forbes.com.”

Dell Managing Editor Stephanie Losee regards this as a watershed moment for content marketing. “In other words, one of the most prestigious publishing houses in the world just called Dell a publisher, and they did it because of what we posted on our DellVoice page. Native advertising, meet traditional publishing.”

“As far as I know,” Losee told me, “This is the first time a traditional publisher has affirmed sponsored content as editorial, particularly as prestigious a publishing house as Houghton Mifflin. They were fully aware of the source. They knew it was native advertising, yet still selected the graphic and gave us credit.”

Read the rest of this post on iMedia, where it originally published.

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