How to Influence the Influencers

How do you influence the digital influencers? What is influence, anyway? And if you can rally influencers to your side, cause, brand or point of view, what’s the best way to approach the task? What can realistically be achieved? And how do you measure results.

There’s no dearth of talk about online influence, but until now there’s been precious little actionable advice. With the publication of my colleague Brian Solis‘ new research report, “The Rise of Digital Influence,” (it’s subtitled “A ‘how-to’ guide for businesses to spark desirable effects and outcomes through social media influence), marketers are provided with frameworks and action plans to get both strategic and tactical in their approach to effectively harnessing the elusive, but oh, so desirable impact a community of influencers. Brian helpfully defines digital influences as, “the ability to cause effect, change behavior, and drive measurable outcomes online.”

A feature of this research of particular interest is a long, hard look at the tools that purportedly measure influence, e.g. Klout, Kred, and PeerIndex. Based on game mechanics (and people all to ready to game the system), I’ve looked on these tools with suspicion, particularly after Klout listed me as influential on the topic of the Calgary Flames (maybe you’re aware they’re a hockey team, but I had to google it). Do these new services that capture social media scores equate to influence? No, says Brian – but that doesn’t mean they’re not useful. “The measure here…is not influence or the capacity to influence, but instead visibility with the possibility of causing effect.”

The report contains an Influence Framework as well as an Influence Action Plan to help brands and their agencies identify connected consumers and to define and measure digital influence initiatives via an included step-by-step process. Vendors in the influence metrics space are also compared, feature-by-feature, in a helpful grid.

“The Rise of Digital Influence” is a watershed in digital influence. It’s going to stop airy-fairy conversation about “influencing influencers” dead in its tracks and instead supplant vague and aspirational jargon-laced talk with substantive, strategic processes.

And, like all Altimeter Group research, the report is available to read and to share under Creative Commons. Thanks for passing it along if you find it helpful.

Cartoon credit: NewYorkComputerHelp.com

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How Real Is Social Media Fatigue?

Facebook. Twitter. Google+. Pinterest. Foursquare. LinkedIn. Path.

How many of these social networks do you belong to? Do you participate in every day? Every week? Every month? When a new one comes along does your heart leap in anticipation, or sink a little when you realize it’s one more thing to add to your already burgeoning list of chores; one more series of tasks on an already too-long to-do list?

As pervasive as social media seems, it’s still early days and there have already been shakeouts. Some of us are old and hoary enough to remember Orkut, to once have thought we’d never be qualified to join Facebook because we’d already graduated from college, and to have believed that MySpace’s supremacy could never be called into question.

(please read the rest of this post over on MarketingLand)

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Paid > Earned > Owned > Earned > Paid > Owned > Paid > Earned

Advertising and in media are experiencing a moment of convergence. The lines are blurring between paid, earned and owned media. Each is bleeding into the other, blurring the lines between where advertising, marketing and consumer-generated media begin…and end.

Examples of earned and owned media that morph into paid:

Facebook: Among their new ad units are pieces of content (owned media) from brand pages that can be converted into an ad unit. “Anything you can do on your page,” Facebook promises  brand advertisers, “you can do in an ad.” Earned gets rolled into the equation as these ads are displayed to friends-of-fans, along with Likes and other forms of CGM.

Bazaarvoice: The company that built its reputation on powering ratings and reviews has moved these forms of owned media into both paid and owned media. Take their new ad units that display user review in standard display formats. Reviews can be targeted on a number of demographic and behavioral factors, e.g. gender, geo-location, or products viewed.

Microsoft: dotJWT created a campaign aimed at the IT community by monitoring conversations in an online discussion network. Comments that were particularly favorable or trenchant were pulled from the private community and plunked into display units. “Geeks don’t respond to advertising, they respond to other geeks,” dotJWT head Jon Baker told me.

This examples are just the tip of a very large iceberg. Paid can take a reverse course and morph into owned. And earned. Or both. Consider the long lives of advertising spokes-characters on the web: The Old Spice Guy. The Most Interesting Man in the World. Seinfeld & Superman. This list seems endless.

So, with the publication of a research report on content marketing behind me, it’s time to take notes, amass material and look into another area of digital disruption: the convergence and confluence of paid, earned and owned. I’ll be working on this project with my colleague Jeremiah Owyang. Stay tuned for more on the topic as our research theme takes shape and the process begins.

The Future of Content Marketing

Four months, 56 senior marketing executives, one topic: content marketing.

My team and I have been conducting some deep research on how organizations are rebalancing in their shift to find equilibrium between “push” (read advertising) and “pull” (read content) marketing initiatives, and the results of this research have just been published. (It’s available to download here.)

We learned a lot about how companies are adjusting culturally, in terms of resources, training, staffing, and how they’re using external service providers. We identified five phases of content marketing maturity organizations achieve on this journey. But one of the most fascinating aspects of the study was talking to marketers from organizations such as Ford Motors, IBM, GE, Coca-Cola, Adobe, Nestlé, ToysRUs, and a host of other household-name brands about the channels they’re currently using for their content initiatives, and the channels they plan to use in the future.

The future of content marketing

Understanding marketers’ content channel needs and priorities is critical to the process of rebalancing. While determining which channels content should be used must always be approached strategically, and with a view toward overall marketing goals, it cannot be ignored that each new digital channel brings with it new technological and budgetary requirements.

We found marketers are increasingly looking toward more technology complex channels, such as video and mobile, for content marketing. At the same time, they’re lessening their dependence on text-based channels including blogging, bylined articles, and online PR. This means they’ll have to up their content marketing budgets. Creating and distributing multimedia and mobile content require greater investment in technical and production expertise, not to mention measurement, than does text-based content.

As marketers become more ambitious technologically and, at the same time, less reliant on advertising, the need to ramp skills, hire and budget effectively, and plan for the future become correspondingly more complex. Consumer preferences and trends put increased pressure on this area. Blogs have receded in significance as more social channels and video have risen to the fore. Visual content is increasing in importance. Marketers aren’t only interested in video, but are looking to images and infographics to tell their stories. So, apparently, are consumers – how else can you account for the meteoric growth of Pinterest?

As interesting as what marketers say they are interested in, channel-wise, is what they don’t say. Gap analysis is essential when looking at this chart. SEO hovering near zero? Email not even on the radar? Yet we know each and every marketer we interview for our study is investing serious resources in both channels.

We came to call this “bright, shiny object syndrome.” Sure, exploring mobile is a great idea, but it’s no excuse for ignoring the fundamentals. In fact, one global CPG digital chief we interviewed was quick to say the primary reason his organization invests in content is SEO.

This sin of omission should be a rallying cry to search practitioner and to email marketers. The former group has its work cut out for it if content moves as quickly and decisively into video, visual, and mobile as the leaders of marketing programs want it to. Optimizing in these channels is harder than working with HTML-based web pages. This means by definition search won’t decrease in importance. Making this new content visible and findable will be exponentially more difficult, challenging and labor intensive.

Content flowing into mobile channels and apps has to be somehow discoverable by users. SEO isn’t the only channel through which this occurs. Digital PR pros and email marketers excel at creating awareness of new initiatives such as these. Their particular digital specialties, however, are losing a bit of luster as glitzier channels push to the fore. This means they’ll have to be a bit pushier– and cleverer — to maintain a seat at the table and make their voices heard.

In the context of content marketing, it’s important to remember that as with other media, changing channels never obliterates what came before. TV didn’t kill cinemas (which didn’t kill the theatre), and home video didn’t wipe out television. We have the internet, yet print persists.

Search, email, blogging, digital PR, and  even (brace yourself) advertising have, and will continue to have a place at the table as content marketing grows in importance. And grow it will. Every single one of the 56 marketers we interviewed is increasing investment in content marketing and content strategy.

Just as organizations must rebalance to add content to the marketing mix, practitioners of specific digital marketing functions must rebalance as well. It’s time to strategize how existing skill sets will be applied to integrating content into the broader marketing equation.

Cross-posted from iMedia Connection

Why Enterprise Social Networks Require a Content Strategy Foundation

If you build it they will come, but too often they’ll just sort of awkwardly stand around.

Most companies approach enterprise social networks (ESNs) as technology deployments. They fail to understand that the new relationships created by enterprise social networks are where real value is created. With no strategies for the content that will reside, and hopefully flourish and spread, on enterprise social networks, these platforms can be akin to really bad office parties: mandatory attendance, minimal engagement.

In the first of two reports on the topic, my colleague Charlene Li looks at four ways enterprise social networks create value for organizations:

Fig. 9 Four Ways Enterprise Social Networks Drive Business Value

One of the very first advantages of ESNs is also a sticking point. “Makes business personal” can be a minefield for many organizations. Some organizations Charlene and researcher Jon Cifuentes spoke with for this report take pains to avoid any whiff of the personal on their networks.

Others find it essential. “If anything,” the report recommends, “the organization should encourage ‘personal’ postings because social networks are a representation of who you already are. If you are an unproductive, time-wasting team member, your activities (which are tied to your real identity) will be plainly visible to everyone.

A social leader from Deloitte Australia shared that about 20 percent of the company’s ESN content is personal, something the company considers, “was really important as it connects the fabric of culture for people to come together and allows people to enjoy what they’re doing.”

This underscores a critical aspect of ESNs: they’re a form of content marketing. Inward-facing, yes, but the larger the enterprise, the more essential it is to unify teams, project, individual employees and departments around a unified vision. As the report outlines, ESNs encourage knowledge sharing, enables action and insights, and can go far to empower teams and individuals.

Without a strategic groundwork in communications, content strategy, as well as training and guidelines for employees using these tools, they’re bound to fail. Training staff to use these tools and providing them with guidelines regarding what types of content and forms of expression are appropriate to these forums can result in benefits beyond even the successful deployment of an ESN. Employees who develop communications skills “in private,” that is in closed networks speaking only to colleagues, can also be vetted and groomed to “go public,” that is to contribute to their organization’s content marketing and social media initiatives in public-facing forums.

The entire report is available at no cost as Open Research under Creative Commons:

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Content Metrics 101

In digital channels, everything can be measured, and content marketing initiatives are no exception to that rule. Without measurement, there’s no way of knowing what’s working and what isn’t. You won’t have any information upon which you can refine or improve results, or jettison the stuff that’s less effective.

In short, you should never begin content marketing until you have an ongoing plan for measurement and analysis. Not only will it continually inform endeavors as they move forward, it also justifies the time, energy, resources, and budget required to get those endeavors underway to the people in the corner office.

Establish a measurement plan
The first step is determining what will be measured. Yet when you can measure practically everything, narrowing that list down to the essentials is a daunting but necessary task. Skip it and you put yourself at high risk for what web analytics pros call “analysis paralysis.” Confronted with mountains of web analytics data throws even the most stalwart people into deer-in-headlights mode.

So the first step in setting up a plan for measurement is establishing key performance indicators (KPIs), perhaps five or so. These are the core goals that are foundational to success. KPIs vary depending on goals. Examples might be newsletter sign-ups, white paper downloads, leads from a contact form, increased site traffic, higher search rankings, inbound phone calls, increased online orders, higher brand (or product) awareness, more inbound links, and keyword value. It’s your call, so long as KPIs are relevant to business and marketing goals and are measurable.

Let’s examine some of the top content marketing KPIs.

Web traffic and engagement
We’ve evolved well beyond the early internet era when “clicks” or “hits” were the ne plus ultra of site owner goals. It’s not just traffic that counts, it’s what the traffic does that matters — users exhibiting desired behaviors, such as downloading, sharing, commenting, signing up for a newsletter, or calling a call center. Use an analytics package to track behaviors (Goals in Google Analytics) helps to answer these questions.

Where the traffic goes is equally important to when they consume a piece of content. Do they stick with it to the end or bail off the page after only a few seconds? Are they visiting the pages or site sections you want them to?

Others use website analysis to assess that very elusive (but oh-so-desirable) goal of user engagement. To measure engagement, you have to define it (which no one really has). That’s not stopping you from developing a working definition of your own. Perhaps it’s someone who viewed three or more pages, or spent three or more minutes on the site, or a visitor who returned multiple times. Traffic is a metric that can also be applied to social media (e.g., “likes” on Facebook).

Search keywords are also a value that can be very effectively tied to traffic. What keywords are visitors using to find your content? What are the highest-converting keywords (e.g., the ones that lead visitors where you want them to go, or that make them stick around longer and consume more)? You ought to create more content for them! Keywords are worthwhile for almost any content marketer to measure.

Bottom line? Slice traffic measurement any way you want to, just so long as what you measure is in consistent, pre-defined units.

Sales
A survey conducted in 2010 by Bazaarvoice and The CMO Club shows CMOs aspire to move beyond engagement (number of fans, site traffic, etc.) to tie social media more closely into hard business metrics such as revenue and conversion.

Sometimes it’s easy to tie content directly into sales. Yet very often, no matter how effective the content, there are still secondary and often tertiary steps in the sales cycle (most often, long- or short-term cycles of lead generation and consideration).

This is where it’s important to build attribution methods into content marketing initiatives to get credit where it’s due. Online registration forms are one method (e.g., prior to downloading a white paper). Other companies assign discrete 800 numbers to different pieces of content to learn what generates calls. In some cases, definitively demonstrating content marketing shortens a sales cycle and can be an effective proof of its worth.

Qualitative customer feedback
Friends, fans, “likes,” comments, reviews, survey responses — everyone likes to be liked, and being liked does impart value. The question, of course, is how much value? A “like” on Facebook from a member with a closed profile or with only a dozen friends in their network is clearly not worth that same “like” from a member with an open profile — and thousands of friends who see that message.

Feedback serves other purposes than the network effect. Comments on content, product reviews, and tweets can lead to improvements and refinements in products, customer service, and research and development. Recommendations and becoming a fan can aid in branding and awareness, or in the perception of your company or its executives as credible thought leaders. Positive Twitter mentions serve much the same purpose.

Once again, this may be an area essential to your own KPIs, but it requires analysis and refinement before deployment.

Sales lead quality
Content-oriented marketing initiatives crafted to engage and educate a target audience are the most effective at driving “high value leads most likely to convert to sales” (Lenskold Group/emedia Lead Generation Marketing ROI study, 2010).

Yet to implement sales lead quality as a metric, you must first define a “quality lead.” Perhaps it’s by job title (e.g., parsing out VP and above titles from the average site visitor). Bear in mind, however, this depends on the type of offering and sales cycle. It’s hard to define a quality lead for toothpaste because everyone buys it. In large enterprises, a VP may not be as important a qualifier as someone from procurement. Alternately, a high quality lead may be someone who watched an online demo and downloaded a white paper prior to getting in touch. (My recently published research report on content marketing, available as a free download, contains a full case study of this example.)

By all means, measure sales lead quality. First, ensure you can define and identify it!

Search (and social media) ranking (and visibility)
Increased search awareness is often the primary goal of content marketing. It’s not just getting the company or product name to rank high in organic search results; it’s also ranking for the relevant keywords and phrases searchers use to find what you’re offering — at all stages of the sales and lead development cycle. Web analytics help gauge this. So do services such as Alexa.com and Compete.com, which benchmark search terms for you as well as competitors.

Boosting SEO ranking is more than mere visibility, however. Judiciously optimizing for the right keywords helps connect with the right visitors who are most likely to engage with content, and ultimately convert.

Similarly, social media visibility boosts search rankings and can also increase awareness, buzz, branding, and other key metrics around a brand, product, or service.

Conclusion
An attractive aspect of content marketing is that it’s a highly creative, right-brain discipline. Content marketers tell stories, use images, produce videos, and are wordsmiths. Yet all that creativity must be governed by discipline, measurement, and a strong degree of precision. Choosing what metrics matter, why, and how to actually measure them is just as critical as the creative element of content marketing.

Image: Medicalengineer.co.uk

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Content Marketing. Content Strategy. What’s the Difference?

So content is the new black (and some 270,000 exact-match results for that phrase on Google suggest it’s at least a deep, deep indigo). Inevitably, that’s meant an escalated level of chatter, talk, and pontificating about content’s role in the digital mix.

As more and more marketers consider how content can work for them in the digital mix, a certain degree of confusion is beginning to obfuscate discussions and debates. Two very distinct disciplines, content strategy and content marketing, are beginning to blur. And if they’re not blurring, too many people are too carelessly using the terms interchangeably.

As with many marketing-related terms, it’s tough to nail down precise, etched-in-stone definitions for either term. But it’s nonetheless clear that content marketing and content strategy are not interchangeable concepts, nor do they refer to the same thing. There is, as we’ll soon see, a huge degree of interdependence.

Let’s throw some existing definitions out there for considerations, shall we?

Content strategy

  • Content strategy has been described as “the practice of planning for content creation, delivery, and governance” and “a repeatable system that defines the entire editorial content development process for a website development project.” And also “achieving business goals by maximizing the impact of content.” (Wikipedia)
  • “Using ‘words and data to create unambiguous content that supports meaningful, interactive experiences.’” (Rachel Lovinger, “Content Strategy: The Philosophy of Data”)
  • “Content strategy plans for the creation, publication, and governance of useful, usable content… The content strategist must work to define not only which content will be published, but why we’re publishing it in the first place. Otherwise, content strategy isn’t strategy at all: it’s just a glorified production line for content nobody really needs or wants. Content strategy is also — surprise — a key deliverable for which the content strategist is responsible. Its development is necessarily preceded by a detailed audit and analysis of existing content.” — Kristina Halvorson

Content marketing

  • “Content marketing is an umbrella term encompassing all marketing formats that involve the creation or sharing of content for the purpose of engaging current and potential consumer bases. Content marketing subscribes to the notion that delivering high-quality, relevant, and valuable information to prospects and customers drives profitable consumer action. Content marketing has benefits in terms of retaining reader attention and improving brand loyalty.” (Wikipedia)
  • “Content marketing is a marketing technique of creating and distributing relevant and valuable content to attract, acquire, and engage a clearly defined and understood target audience — with the objective of driving profitable customer action.” — Joe Pulizzi

Content strategy is what makes content marketing effective. I like Ahava Leibtag’s take on the issue. She says content strategies are about repeatable frameworks, and content marketing is about building relationships. Marketers, she says, don’t necessarily create content strategies, but rather implement them.

Evolution, on both sides
Back in the day, content strategy was primarily relegated to the user experience and website development processes. Small wonder. In the Web 1.0 era, your own site was pretty much the only thing online you could control or influence, content wise. Content strategy has blown beyond the walled garden and expanded to embrace auditing, analyzing, creating, disseminating, and governing content in a myriad of channels, ranging from more dynamic websites to the entire scope of Web 2.0 options out there in the wild (and often, how those same rules and processes should be applied to offline channels, as well).

Content strategy underpins content marketing. Without examining the competitive landscape, current assets, gaps, resources, the market, and plenty of other aspects, content marketing barely has a leg to stand on. Without a strategy, content marketing turns into one of those classic, eye-rolling imperatives all too familiar to digital marketers: “We need a Facebook page!” or “We ought to be blogging!” or “How come we’re not on Twitter?”

The obvious answer, of course, is because we don’t have a strategy. Content marketing is all very well and good, but the reason to do it isn’t because all the cool kids are doing it. Without a strategic foundation, a structure, an analysis of resources and needs, and a system in place to measure results, all you’re doing is Facebooking. Or blogging. Or tweeting.

More of both
Interruption-based marketing will never go away, but it’s receding – quickly. Research I published yesterday, for which we interviewed over 56 marketing leaders, found literally all of them are increasing their investment in content marketing and content strategy alike. Moreover, they’re investing in increasing more complex and technologically difficult content channels, which makes a strategic framework all the more essential.

If not today, then soon – very soon – your marketing spend will shift away from advertising and direct response campaigns and into content initiatives that strengthen ties and deepen relationships with customers and prospects.

The best way to prepare is to start developing content marketing initiatives. And the only way to do that is to first do the research and the homework by developing a solid content strategy framework around these content marketing efforts.

This post was adapted from a column that originally appeared on iMedia Connection

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Rebalancing for Content – The New Marketing Equation

There’s been a rash of news stories recently with headlines so misleading it’s hard to believe they passed editorial muster. Yet a quick search of Google News reveals no less than five articles with ledes very much like this one: “P&G to cut 1600 staff after CEO discovers digital media is free‎“.

Any serious marketer knows “free” is nonsense. As with SEO, content marketing shakes marketers loose from the expense of the media buy. But budgets, staffing, skill sets, education, agency relationships, investments in technology and shifting strategy to align content with other marketing initiatives (yes, even advertising) all require substantial investment, and require marketers to rebalance both strategies and tactics.

That’s what Content: The New Marketing Equation examines. Following on the heels of my book on content marketing, which looks at why content marketing matters, this research report examines how organizations are adapting to the challenges it presents: the need to think like a publisher rather than an advertiser; moving from episodic campaigns to sustained content initiatives; and creating a genuine culture of content throughout the organization because stories don’t reside in the marketing department.

The report identifies the five stages of maturity an organization can achieve as it becomes more proficient at content marketing, including a self-assessment tool to score your own level of content proficiency. We also look at the content channels marketers are using now, and those they say they will in the future. As they move away from text-based channels, e.g. articles and blogging, into more technologically sophisticated areas such as video, mobile and image-based information, it’s clear “free” does not enter into the equation.

For the report, we conducted 56 interviews with subject matter experts and companies as diverse as Coca-Cola, American Express, GE, IBM, Adobe, Ford Motor Company, Wells Fargo, and Intel. Below, the questions we asked each interview subject.

    • How are companies responding internally to the demands of content marketing?
    • How much of your/your clients’ content creation is outsourced vs created in house? (rough % question)
    • Have you run into any problems with outsourcing content creation to agencies?  Have they been able to effectively align the content they create with your brand ?
    • Can – and should – content marketing initiatives be reconciled and integrated with advertising?
    • What are the most effective types of content you’ve used to promote your brand?
    • How should organizations rebalance? How should internal and external resources be aligned? How do they integrate silos for more effective messaging and spend?
    • Have you needed to hire new employees or create new teams?  How many did you have to bring on?  Which teams did you have to create?  What drove you to the conclusion that this rebalancing was necessary?
    • Where are these new resources coming from? Should they be assigned to the same agency that handles advertising? Outsourced to PR firms, digital consultancies – or staffed in-house? Can they – and should they – be integrated with or otherwise reconciled with “classic” advertising?
    • How are internal staffing needs changing? How much content creation can realistically be outsourced – does this lead to a “clueless handler” situation?
    • How are determinations being made regarding when it’s better to buy vs. create or earn media?  Who ultimately makes that decision?
    • How do you determine the optimal mix between bought vs earned media?
    • What types of agencies (advertising, PR or new breed) can walk the walk and support content marketing initiatives? (Lord knows, everyone and their brother is talking the talk.)
    • What qualities do you look for when evaluating these agencies?
    • What are the most common ‘red flags’ you look for when deciding to work with an agency?
    • How do you get management buy-in and measure content marketing initiatives?
    • What new types of content do you anticipate adding to your arsenal in the next year?  Three years out?
    • Which types of content do you plan to phase out or found ineffective?
    • How is your organization adapting its structure to accommodate content marketing?
    • Are there any questions that you wish we had asked you/we should have asked? And who else do you think we should speak to for this research report?

Many thanks to the numerous people who tirelessly contributed their time, knowledge and expertise to making this research happen. We’d be delighted to hear your reactions and to provide direction or guidance on your own content marketing or strategy needs.

Cross-posted from the Altimeter Group blog

Thanks to the media and bloggers discussing this research:

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Mobile Strategies for Retailers (and Marketers)

There are three types of content marketing: the two types everyone immediately ‘gets’ (entertainment content and educational content), and #3, which generally takes a while to sink it. I call it utility content. It’s not narrative. It doesn’t tell a story or teach you how to do something. Instead, it does something for you.

Think online mortgage calculators, or those forms that figure out what you should weigh based on height, age and gender. They’re wonderful content for sites that sell financial instruments or diet-related products. Yet increasingly often, utility content is mobile. Apps help consumers find goods and services on the go, deposit a check in the bank, and perhaps first and foremost, to shop.

My colleague Chris Silva has just published a research report “Make An App For That: Mobile Strategies For Retailers” (embedded below). Marketers can learn a lot from reading it, too. Outlining successful mobile strategies from the likes of Best Buy, Starbucks and Zappos.

The report divides retail mobile app strategy into two umbrella channels; Enrich, or drive transactions; and Engage, to improve user interaction and brand affinity. It then walks readers through the strategy and development steps for turning a concept into an app.

If you’re a retailer, you need to read this report. If you’re a marketer working in, or considering mobile channels, you really ought to.

Make An App For That: Mobile Strategies For Retailers

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What’s Facebook Going to Do with All That Money?

Many of us grew up with Marcia, Marcia, Marcia. For the past few years the refrain has been Google, Google, Google. But this past week, it’s been all Facebook, all the time.

As we wait for the biggest IPO in tech history to shake out, the question I’m being asked most by clients and especially the mainstream media is, by far, “what’s Facebook going to do with all that money?”

I’d love it if “One Buck Zuck” would send me a check. Barring that, some reasonable conjectures can be drawn.

1). Mobile Facebook’s S-1 filing contained all the usual risk disclaimers: changing market conditions, loss of key executives, that stuff. But there was one zinger in the boilerplate – Facebook’s statement that mobile is growing fast, and that the company can’t yet monetize it. It’s not too much of a leap from there to the conclusion that multiple millions of dollars can be applied to figuring this one out. An article published the day after the filing suggests we’ll see the first Facebook mobile ads in March. Yet mobile means different things to different users, fast as the channel is growing. Smartphones, tablets…when it comes to mobile advertising, Facebook will require more than one solution. And that’s to say nothing of Facebook Credits and other commerce opportunities on mobile platforms. There’s plenty of R&D opportunity for Facebook across the mobile spectrum.

2). Data Data is Facebook’s core product. Not only do they have more of it every day on their users, that data is getting increasingly complex. In addition to basic demographic data, there’s friends and friends-of-friends. Groups they’re a part of, companies worked at, Likes, and soon, Actions, what they’re reading, listening to, eating and buying are only the beginning. Managing this data, parsing it, and making it useful and actionable to advertisers and marketers in ways that can help increase user engagement, create newer and more premium advertising products, extract deeper meaning and clarity from stores of data so complex it very nearly qualifies as big data is challenging, to say the least. It’s also critical to Facebook’s future. Data is what Facebook sells.

3). Platform What’s next for Facebook’s platform? It’s currently central to a vital Facebook economy. Without that platform, companies ranging from Zynga to Buddy Media would hardly exist as we know them today. Media companies from the Wall Street Journal to Spotfiy wouldn’t be able to reach and interact with Facebook users. It’s critical to keep that platform open and to continually expand upon its scope. Is social commerce the next comer? Features that link Facebook more deeply into the real world? Without the platform, Facebook doesn’t have the data, so watch for new developments in this arena, too.

4). Acquisitions Remember when Google was just a search engine? That was years ago, before YouTube, Blogger, Analytics and a host of other features that now seem integral to the company, but once upon a time were acquisitions. Google has largely become a roll-up, and Facebook could begin to follow that path as well (maybe by buying a search engine and finally incorporating real search into its platform?). Sure, Facebook’s made some small acquisitions in the past, but these are broadly viewed as more a bid to acquire talent, not technology. With a mind-boggling bank balance, that may well change.

5). Talent Silicon Valley engineers are high in demand, and you have to find a way to bring them to your company. In Facebook’s case, it’s not longer possible to do this with the lure of pre-IPO stock options. Facebook will soon be forced to pay a premium for new talent, particularly as some of an estimated 500 to 1,000 newly minted millionaires cash out. Sure, some will buy houses and cars. But others will yearn to get back to start-up culture. They’ll start new ventures, or even finance them. Facebook will pay more for talent in the long run, but their IPO will help to spark Silicon Valley’s economy, and that can only mean good things for innovation.

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