Wednesday, October 31, 2007

Myxer Triples Membership to 3 Million in 6 Months

Myxer, which allows users to create, share and download mobile content free of charge, has racked up 3 million users; up from 1 million in April.

Some 7 million pieces of mobile content are downloaded each month.

In addition to allowing users to send files from their computers to mobile phones, Myxer sports 150,000 ringtones, wallpapers and videos — some of which is branded content.
The ad-supported site sends files to users' phones via SMS. It also boasts the "world's largest collection of indie music ringtones."
The site also functions as a mobile content marketplace. Though most content is free, there are also pay-for premium downloads, and people who create mobile content, like ringtones and wallpapers, can sell it on Myxer.

Carrier decks have long sold mobile content at extravagant prices to its customers. Even iTunes is in on the game, selling ringtones for $2 each — double the price of buying a song on the site!

Security Logo in Email Lifts Average Order Value 28.3%


SUMMARY: MarketingSherpa Case Studies and research data have shown that adding a security logo to your Web site can lift sales. But don’t stop there.

An electronics publishing firm A/B tested a security logo in their email program and increased average order value 28.3%. Includes the best place in the email to put the logo and tips on scheduling emails.
CHALLENGE
Jay Greenberg, Ecommerce Manager, Franklin Electronic Publishers Inc., wasn’t looking for an anti-hacker logo or feature to add to their email when a security company started contacting him. “It sounded silly that if you put up a logo in your email, you’d have better results.”

Greenberg and his team simply doubted that a logo would have an effect because the idea of pulling out a credit card isn’t a part of a recipient's thinking process. Yet, they knew that anything plausible is worth testing when it comes to increasing conversions.


CAMPAIGN
First, the team ran two A/B tests on their Web site and were surprised to see a 10.25% increase in conversions. With those results in hand, Greenberg decided to test the logo in 10 emails over seven months to see if it would make a difference.

They wanted answers to two basic questions:
o Would it increase conversions?
o Would it increase average order value?

-> Step #1. A/B test the list

Greenberg decided that adding the logo wouldn’t hurt emails, so he chose to use a large test sample and split the house file 50/50. During all 10 emails, the same consumers received either an email with a logo or no logo (the control). The buckets were never switched or mixed.

To keep each segment separate throughout the long testing process -- when new list members signed up, the odd numbers received the email with the logo; the even numbers received the one without it.

-> Step #2. Integrate the logo into email

They kept intact the email’s standard design of six featured products when a 65-by-37-pixel version of the logo was added. But Greenberg also wanted to see if placement of the logo on the page affected performance, so they tested it in two spots:

- Just below the featured products and toward the bottom of the fold. With the emblem, they used the copy: “Shop online securely from the convenience of your home. Save time and money by visiting us on the web at Franklin.com each week.”

- In the top right-hand corner, next to the navigation links. No copy was used here.

Of the 10 emails, five went with the logo at the top of the email, five at the bottom.

-> Step #3. Time the emails accordingly

For seven months every two to three weeks, they used their emails for new products and special offers for the tests. “We didn’t want to send emails in the test that were out of the normal cadence of our messaging,” Greenberg says.

Because the logo was already on their Web site -- from the homepage to the shopping cart, the idea of security was accented at multiple touchpoints for the recipients.



RESULTS
Security is still a key concern for online consumers. The test group had a 28.28% greater average order value than the control group, and the conversion rate for the test group was 8.06% better than the control.

“Even after the Web site tests and then the early email returns, I didn’t believe it and thought it was rather ridiculous,” Greenberg says. “After more of the tests came in, I was not sure how to explain it -- other than it was working. All in all, I think people’s level of concern is alleviated by the emblem.”

Placing the logo at the top of the email without copy also won out easily. It became the permanent position. “It proves there’s no sense in putting a ‘comfort logo’ at the bottom where people have to scroll to see it. And if they are seeing the email in a preview pane, they may never get that far.”

Other results:
The more-granular stats were up moderately.
- The test clickthrough rate was 2.12% higher.
- The total number of clicks throughout the entire newsletter was 1.23% higher.

Recommending that his ecommerce friends test a security logo in emails is now a no-brainer for Greenberg. “I have no idea why everyone isn’t using them. I think people are afraid of what the logo will do to their designs, but they should not be.”

E-Mail Open Rates Hinge on 'Subject' Line

OCTOBER 31, 2007

Turning off Caps Lock doesn't hurt either.

Personalized e-mails boost open rates, according to a MailerMailer study. The e-mail service provider found that personalized "subject" lines in particular increased the number of times recipients opened their mailings.

The "subject" line is so important that, even when marketers have recipients' permission, the wrong line can still mean trouble.

"The e-mail’s 'from' and 'subject' lines become key elements that help recipients quickly decide whether the e-mail is spam," said David Hallerman, senior analyst at eMarketer.

E-Mail Marketing Open and Click Rates* Worldwide, by Level of Personalization, First half 2007

"Yet legitimate marketers confuse such seemingly simple issues by sending messages from different groups within their companies," Mr. Hallerman said, "and hence with various 'from' lines.

"Or they use 'subject' lines that they hope will entice the recipient but are often not clear enough," he said.

A December 2006 study by the E-Mail Sender and Provider Coalition and Ipsos confirmed how crucial "from" and "subject" lines are. About seven in 10 US Internet users said they judged these lines when deciding whether to report an e-mail as spam.

Select Criteria Used by US Internet Users to Decide Whether to Click on an E-Mail

The MailerMailer study also found that open rates have continued to decline, as they have since 2004, as more people started using e-mail programs that disable the “automatic image downloading" setting.

To track open rates, HTML e-mails contain an invisible image measuring 1x1 pixel. When a recipient enables images to display, the sending servers can track when the image was displayed and by whom.

E-Mail Marketing Unique Open Rates Worldwide, First half 2006, Second half 2006 & First half 2007

Even though open rates have gone down, click rates remain steady, suggesting that people are still reading their e-mail despite the lower-reported open rates.

Tuesday, October 30, 2007

Mobile Viewers Spreading Video

OCTOBER 29, 2007

Ads may be growing common on YouTube, but there's no mobile equivalent.

Eight million US mobile users watched video on their handsets in August 2007, according to M:Metrics.

Nearly seven million of them watched viral videos, representing a 36% increase since January.

Programmed mobile video, delivered on-deck by carrier networks, drew 2.7 million viewers.

Music videos, movie trailers, weather and sports were the most popular types of on-demand mobile TV content.

Nearly one in ten 18-to-24-year-olds watched mobile video, making them more than two and a half times more likely to view it than other groups.

“Clearly, there is the foundation of a market for premium paid video content, which underlies the potentially much more substantial opportunity for free ad-supported material," said Seamus McAteer, M:Metrics, in a statement.

Mr. McAteer's use of the words "foundation," "potential," and "opportunity" are key. Ad-supported mobile video growth is an enticing proposition, but the full picture is still unclear, according to John du Pre Gauntt, senior analyst at eMarketer.

"It is still too early to predict accurately the portion of the total mobile video and/or mobile TV market that will be ad-supported or subsidized by marketers," Mr. Gauntt said.

"As well as the scarcity of marketing-relevant customer analytics, there are also some marketing-related technology hurdles yet to be overcome," he said. "For example, although potential solutions are in the works right now, there is currently no workable solution for dynamic ad insertion into mobile TV/video content."

ill Google, Yahoo! or AOL win the mobile battle?
Find out how these traditional web players are shaping their strategies for the wireless space.

We've all heard the projections: mobile is going to be big. Really, really big.

With an estimated 240 million wireless subscribers in the U.S., mobile is already a $350 billion sector. Of those millions of subscribers, 70 percent now send or receive text messages, 32 million use their phones to go online and 41 percent use their wireless devices to send photos, according to numbers from Nielsen Mobile (formerly Telephia).

And the mobile ad market? eMarketer predicts it will skyrocket by 2011 -- up to $3.6 billion from $123.8 million in 2006.

If their actions are any indication, the leaders in the internet space seem to agree. The major names in the web have been pouncing on mobile startups and forming massive partnership with wireless carriers across the globe. But to make eMarketer's predictions a reality, there's a whole lot of innovating and upgrading that needs to take place over the next four years.

In Europe, for example, where new mobile technologies are adapted more quickly, only 23 percent of wireless consumers have adopted third-generation wireless devices. So-called 3G phones incorporate more advanced and faster technologies that are able to deliver content, and thus ads, more rapidly and effectively. In the U.S., however, the number of consumers with 3G phones is significantly lower.

The lingering question for interactive marketers with an interest in the wireless space seems to be: where to start?

One way to begin is to take a closer look at the mobile models being adopted by the traditional web players in the wireless space. Let's take a look at how Google, Yahoo! and AOL are shaping their mobile plays.

Author notes: Leah Messinger is a freelance writer. Read full bio.

As is its custom, Google has for several years been quietly -- some might even say secretively -- building up the infrastructure to support its apparently vast mobile plans. Since the start of the millennium, Google has been purchasing dark fiber (also known as unlit optical fiber), laid in preparation for the internet boom but as-of-yet unused by the telcos. Earlier this year, iMedia wrote about the potential for Google to light its dark fiber and lower transmission costs, especially to Asia.

In addition to dark fiber, Google announced in July that it intends to bid in a January 2008 auction for licenses for the 700 MHz electromagnetic spectrum controlled by the Federal Communications Commission. Broadcasters now use that spectrum for television, but it's likely Google will want to use it for broadband communications to establish an open wireless broadband network. The Mountain View, Calif.-based search giant may also bid on the 900 and 1800 MHz spectrum in the U.K.

In case you were thinking Google may have started to relax a bit after a busy summer, well, September was another busy month for the company. That's when Google announced it had extended its AdSense contextual text and image advertising program to mobile. The mobile version of AdSense is designed for users who have optimized versions of their websites for easy navigation on wireless devices. (That's only 8 percent of the websites for the top 1,000 U.S. brands, according to an eMarketer study.) Mobile AdSense is now available in the U.S., England, Italy, France, Germany, Spain, Ireland, Russia, Netherlands, Australia, India, China and Japan.

Later in September, Google revealed it had acquired Boston-based startup Zingku. Still in private beta, Zingku lets users share content among themselves and between the desktop and mobile devices. The company also has a program for merchants interested in distributing mobile-specific flyers to announce new products or upcoming events.

And just last month, in a display of appreciation for consonance following the Zingku purchase, Google announced the acquisition of Jaiku, a Finnish Twitter wannabe. Jaiku is a free service that lets users follow their friends' activities in real time.

There's also the Gphone, long-rumored to emerge as an iPhone competitor. Recent reports from PC World and The New York Times, however, suggest that the Gphone won't be an actual device but rather an open source mobile operating system set to challenge Microsoft's dominance in the mobile space with its Windows Mobile operating system. If the new crop of rumors proves correct, Google might just shake up the entire mobile market by softening the longstanding grip on the industry by the wireless carriers.

As has become custom, it seems that with both its infrastructural developments and its incremental software acquisitions, Google has positioned itself for mobile dominance.

Tired of playing second search engine to Google, Yahoo recently announced its own big mobile play. In early October, the San Francisco-based web giant announced a partnership with Spanish telecom Telefonica to make Yahoo's mobile oneSearch the primary search service for Telefonica customers in 15 countries in Europe and Latin America. The agreement sets up Yahoo to reach a potential 100 million consumers via Yahoo mail and Flickr, in addition to oneSearch.

Yahoo also reached a similar arrangement with six wireless providers in Asia earlier this year to provide oneSearch services in the Pacific Rim.

OneSearch is Yahoo's main mobile search tool, providing location-based results for services plus news and financial information. In early September, Yahoo partnered its oneSearch tool with ELLE to offer search and marketing services related to New York Fashion Week. The partnership will also extend to subsequent fashion weeks in Italy and France.

Earlier this year, Yahoo also launched services for mobile publishers in 19 countries in Latin America, North America, Europe, Asia and the U.K. Its Mobile Ad Network, launched with MobiTV, Opera and go2, allows publishers to choose a variety of ad formats, including display, sponsored links, video or in-game.

There's no chatter yet as to whether Yahoo holds the same aspirations as Google to acquire hardware or build powerful software with the potential to re-write the wireless industry's old, reliable script, but the company is certainly making serious moves in the mobile realm.

With its 2000 launch of AIM for mobile, AOL was one of the earliest portal companies to enter the wireless space.

For the next few years, however, the company seemed to go a bit off track as it pursued the B2B mobile market. That's when, in the early 2000s, AOL acquired mobile software company Tegic Communications and mobile operating system company Wildseed. After a strategic review earlier this year, Time Warner-owned AOL decided to sell off those companies and refocus its gaze on the consumer market.

Since then, AOL has made its Cityguide, Moviefone, Mapquest, AOL Mail and search products available via mobile. In a nutshell, the company's mobile strategy consists of making its popular desktop features available and user friendly for mobile consumers, says AOL Mobile spokesperson Scott Falconer.

Falconer says AOL has established relationships with all of the major U.S. wireless carriers, as well as several international telcos, and is working with device manufacturers to provide consumer phones with pre-loaded AOL tools. These latter partnerships may prove especially valuable as AOL makes more of a media play in mobile as it develops its Winamp music and BlueString photo products for wireless use.

AOL's most important move in the mobile space to date may be its acquisition of Third Screen Media, a software and services company that enables mobile advertising and will provide an additional -- and likely significant -- revenue stream for the company.

Despite Google, Yahoo and AOL's headlong rush into the mobile market, many interactive marketers have been slow to follow. eMarketer reports that as of last December, only 13 percent of interactive marketers made use of text messaging and only 11 percent advertised via WAP sites.

This disparity in mobile investments between the web leaders and advertisers highlights the discomfort of many interactive marketers to try out this relatively new space.

Of course, there is danger in entering a new market unprepared -- a lack of familiarity with various mobile technologies and platforms can feel overwhelming for marketers who might otherwise be game to try new approaches. But jumping into the market too late holds its own risks.

The fact remains that key demographic groups are moving heavily into mobile and cutting down on their desktop web time. For marketers, that means it's time to move with them.

One relatively painless point of entry for marketers is to make sure each client develops a mobile-compatible version of its traditional website, and when the client is ready to embark on a mobile campaign, the supporting infrastructure will already be in place.

Only then should you decide where you want to target your mobile marketing efforts. With its online track record and seemingly holistic approach to the mobile space, Google seems a logical choice. Its standard AdSense platform has more than proven itself online, so taking up the company's mobile offerings seems to offer maximum gain with minimum risk.

But that doesn't mean it's time to overlook Yahoo and AOL. Though AOL's mobile play seems almost haphazard, along the lines of an afterthought even, numbers from Hitwise suggest AOL is having some of the market's most significant mobile success. Hitwise reports that AOL's mobile web traffic is currently higher than Google's and double that of MSN Mobile.

In other words, at least for now, AOL's mobile tools are drawing more users for longer periods of time than Google.

The new question for interactive marketers then is: for how long?

Mobile advertising gets boost from Hollywood

Rich Frank, former president of Walt Disney Studios and Paramount Television Group and recent chairman of Hollywood talent management company The Firm, is among a group of heavyweights who have invested in The Hyperfactory, a full-service mobile ideas, media and execution company.

Grant Baker and Geoff Ross, former chairman and founder of 42 Below vodka, also contributed a significant round of financing to fuel the official launch of The Hyperfactory's new entertainment division. Frank and Baker will also join the company's board of directors.

The entertainment division plans to leverage the reach of mobile to support record labels, film and TV studios and media companies.

The Hyperfactory's first collaboration with Frank and The Firm resulted in the highly successful mobile campaign for Korn's Family Values Tour, which included a unique blend of mobile promotions, integration on big screens, text message voting, content downloads and mobile sweepstakes.

Got game? Go mobile

Mobile entertainment company I-play has released a survey revealing that 38 percent of casual online games customers play games on their mobile phones and almost half of respondents -- 45 percent -- would play their favorite online games, if they were available on mobile devices.

"The frequency with which online casual gamers play is noteworthy and the fact that this group has twice the propensity to play mobile games than the average mobile user is hugely exciting and positive for the mobile games industry," said David Gosen, president, I-play. "Further potential is shown by the fact that nearly half of people surveyed would want to play their favorite online game on mobile, providing another positive indication of the cross-pollination opportunities between the two gaming communities.�

Research firm DFC Intelligence forecasts that subscription revenue from online casual games will grow from $2 billion in 2005 to $6.8 billion by 2011, while Informa Telecoms & Media forecasts that global mobile games revenues will grow from a $3.4 billion industry today to more than $11 billion by 2011.

Pingercast Launches, Mobile Broadens

Pinger Inc. announced today the official launch of Pingercast massaging. This opt-in mobile promotional service is being utilized by political candidates, media companies and artists alike. This tool allows these people to create a more personal relationship with supporters.

The messages are sent to a user’s mobile phone in a text with a phone number which, upon calling, provides a rich audio message that is recorded by the personalities themselves.

John Edwards is one of the first to use the Pingercast system to communicate directly with voters in the Iowa and New Hampshire primaries as well as the rest of the nation. In addition to the initial message, those who wish to follow the Edwards campaign can sign up and receive personal voice updates.

Greg Woock, CEO of Pinger said “The Pingercast service enables marketers to get to difficult to reach consumers in a very personal way, on their mobile phone. Compared to a 160 character text message, Pingercast messages enable senders to share up to five minutes of audio. The Pingercast service is for any market with audio content, whether it’s movies, musicians, or anyone wishing to talk to a group in their own voice.”

Messages received can be forwarded to friends who may then also sign up for new messages. “This ability turns users into viral marketers with forward rates of as much as 25%,” said Joe Sipher, co-founder of Pinger. “The only real issue we’ve had is trying to explain our service to marketers, because it is unlike most tools out there. But with the real-time metrics we provide to marketers regarding their campaign, we are easily able to pass that hurdle,” Sipher continued.

Pinger works with customers to create branded HTML or Flash widgets for social networking web sites, which creates easy subscription. Users can also sign up via text message of a shortcode.

Can Google-Powered Phones

October 30, 2007; WSJ.com

Google Inc. is close to unveiling its long-planned strategy to shake up the wireless market, people familiar with the matter say. The Web giant's ambitious goal: to make applications and services as accessible on cellphones as they are on the Internet.

In a move likely to kick off an intense debate about the future shape of the cellphone industry, Google wants to make it easier for cellphone customers to get a variety of extra services on their phones -- from maps to social-networking features to video-sharing. To get its way, however, the search giant will have to overcome resistance from wireless carriers and deal with potentially thorny security and privacy issues.
[Photo]
Google-powered phones would have applications like Google Maps that are already in some handsets.

Google is trying to loosen the grip wireless carriers have over the software and services consumers can access on cellphones. Carriers have considerable clout, especially in the U.S., where they control distribution of phones to consumers through their retail stores.

Within the next two weeks, Google is expected to announce advanced software and services that would allow handset makers to bring Google-powered phones to market by the middle of next year, people familiar with the situation say. In recent months Google has approached several U.S. and foreign handset manufacturers about the idea of building phones tailored to Google software, with Taiwan's HTC Corp. and South Korea's LG Electronics Inc. mentioned in the industry as potential contenders. Google is also seeking partnerships with wireless operators. In the U.S., it has the most traction with Deutsche Telekom AG's T-Mobile USA, while in Europe it is pursuing relationships with France Télécom's Orange SA and Hutchison Whampoa Ltd.'s 3 U.K., people familiar with the matter say. A Google spokeswoman declined to comment.

The Google-powered phones are expected to wrap together several Google applications -- among them, its search engine, Google Maps, YouTube and Gmail email -- that have already made their way onto some mobile devices. The most radical element of the plan, though, is Google's push to make the phones' software "open" right down to the operating system, the layer that controls applications and interacts with the hardware. That means independent software developers would get access to the tools they need to build additional phone features.

Developers could, for instance, more easily create services that take advantage of users' Global Positioning System location, contact lists and Web-browsing habits. They also would be able to interact with Google Maps and other Google applications. The idea is that a range of new social networking, mapping and other services would emerge, just as they have on the open, mostly unfettered Web. Google, meanwhile, could gather user data to show targeted ads to cellphone users.

"The most likely scenario from a Google perspective is to build some, if you will, inspirational platform [applications]; but primarily focus on getting third parties to do it because that's where the innovation will come from," said Google CEO Eric Schmidt, speaking at the All Things Digital conference in May. He said that "the new model of these phones is going to be person-to-person" with people exchanging videos and other types of data.

While many software developers are likely to cheer Google's open wireless platform, there are some potential risks for consumers. If Google isn't careful, sensitive user information could end up in the wrong hands, leading to spamming, stalking or other invasions of privacy.

There is broad momentum already to make software development on mobile phones easier and more open. Apple Inc. initially limited the kinds of applications it allowed outside developers to make for its iPhone, but the company recently said it would release tools next year to broaden the range of features allowed. (Handset maker Nokia Corp. said its new Internet and multimedia platform, Ovi, is open to third-party applications.)

Microsoft Corp.'s Windows Mobile operating system already gives software developers access to a range of tools to build programs for consumers, though the company does put all new services through a certification process to screen for programs that could hack into a customer's phone or pose other risks.

Microsoft executives question what impact Google will have. "The idea that there are all these things software developers can't do -- it's just not true," said John O'Rourke, general manager of Microsoft's Windows Mobile unit said. "It's hard to imagine what huge breakthroughs [Google] is going to have."

Google's push comes as carriers are under pressure on other fronts to relax their hold on the wireless market. They face litigation over "locking" of phones, which prevents people from transferring devices from one provider to another.

Sprint Nextel Corp. agreed this month to unlock the phones of departing customers as part of a settlement in a California class-action lawsuit. Google and others, meanwhile, have criticized carriers for being a bottleneck on what software and services consumers can access.

Google helped push through controversial rules for a coming spectrum auction at the Federal Communications Commission that would result in a new cellular network open to all devices and software applications, even those not favored by an operator. Google has said it will probably bid for the frequencies.

For now, the company knows it has no choice but to work with operators to make its open platform successful. D.P. Venkatesh, CEO of mPortal Inc., which makes software for wireless operators, puts it this way: "There are a few things carriers control that will always keep them in charge at the end of the day."

Saturday, October 27, 2007

Warning: ad killer on the loose

By Michael Estrin

An ad blocker has emerged from a distant corner of the web, erasing display ads and challenging the current business model. Is it an aberration or harbinger of hard times for interactive? Marketers are split.

When Phil Metzler looks at the internet, he doesn't see the whole picture. Like many web-savvy individuals, Metzler has harnessed an array of Web 2.0 tools to tailor his internet experience. But unlike most internet users, Metzler has taken the individualized internet experience one step further.

Earlier this year, Metzler received a prompt from Firefox to update his browser. When he scanned the list of free plugins available to him, Metzler instantly saw one he liked: Adblock Plus. After waiting 60 seconds to download the application and restarting his computer, Metzler saw something he loved: the web without ads.

"I don't get on the internet to hear sales pitches," Metzler explains. "I abhor the idea of incessant advertising to a captive audience."

Gone from Metzler's sight are the banner ads he has labeled as annoying. Pitches for Match.com featuring alluring singles no longer litter Metzler's MySpace page. Mortgage ads with irresistible rates are absent from his screen. Where banner ads augmented content, Metzler sees only content.

So far, about 2.5 million people have come to the same conclusion as Metzler, and according to a New York Times story, the number of users who have opted to axe ads is growing by several hundred thousand per month, despite the fact that Firefox remains far behind Microsoft's Internet Explorer.

But is Metzler the tip of an iceberg that could sink the digital advertising business or part of an incorrigible few who will always refuse to watch ads? That's a question that divides marketers.

The Interactive Advertising Bureau (IAB) has said it doesn't see Adblock Plus as having a significant impact on interactive for now. But the IAB cautioned that ad blocking in general is "a serious cause for concern."

Kevin Doohan, director of interactive marketing at ConAgra Foods, isn't worried about people like Metzler or tools like Adblock Plus.

"Ads are good; ads will find a way," Doohan says, explaining that the current ad-supported internet model isn't going anywhere. "We have all kinds of ways to reach consumers, so I'm sure we'll find a way to circumvent [Adblock Plus] if we need to."

Doohan's confidence isn't shared by Sean Cheyney, VP of marketing and business development at Accuquote, who agrees that ads aren't going away, but says the interactive industry should be very worried about the emergence of applications like Adblock Plus.

"It's not huge right now, but if it gets greater adoption, I see huge problems for our industry," Cheyney explains. "This is something that could kill businesses."

According to Cheyney, the way the industry deals with ad blocking will be similar to how it dealt with the pop-up.

"When I started at Accuquote, the pop-up was the dominate ad unit," Cheyney says. "As pop-up blockers became more widespread and people expressed their annoyance with pop-ups, we found that the faster we were able to pivot away from pop-ups, the better off we were. A lot of our competitors just weren't able to do that and they didn't make it."

For Cheyney, Adblock Plus also has the long-term potential to kill the internet's ad-supported business model because it could ultimately force publishers to return to subscription content. But it's the short-term that has Cheyney most worried.

With 90 percent of Accuquote's budget dedicated to digital and a huge portion of that amount allocated to display ads, Cheyney's biggest and most immediate fear is that he's paying for impressions that users like Metzler simply aren't seeing.

"What's the methodology that ad servers are using to determine an impression?" Cheyney asks.

That's a question that has so far gone unanswered. The parents of big ad serving companies have remained silent, with only Microsoft choosing to weigh in.

In a statement, Microsoft spoke to the issues raised by ad blockers more generally (IE offers a similar plugin created by third-party developers).

"It would not be appropriate for Microsoft to comment on the merits or demerits of a specific add-on, or group of add-ons," Microsoft said. "Provided they have not been designed with malicious intent and do not compromise a user's privacy or security, Microsoft is pleased to see new add-ons that add to the range of options that users have for customizing their browsing experience."

While some may view Microsoft's position as ultimately siding with users like Metzler, it is worth pointing out that the company exists at the vortex of this controversy. As a technology firm, Microsoft must cater to fickle consumers, many of whom have already ditched the software giant's MSN homepage in favor of Yahoo! and turned to Google for all things search.

But with its emerging ad serving business, Microsoft needs to assure the Sean Cheyney's of the world that ad impressions are not just served but seen. Finally, as a publisher, Microsoft has wagered handsomely on free content, pouring millions into media it hopes will return billions in advertising dollars.

But not all publishers have remained silent.

Next page >>

Ad blocking turns ugly
Not long after Adblock Plus hit the scene, one publisher struck back at users, accusing them of theft and denying access to his sites via Firefox.

Danny Carlton, who publishes about 50 websites and monetizes his traffic with Google's AdSense, says he blocked Firefox to force larger publishers and ad servers to take note.

"I know it's seen as overkill, but sometime overkill is necessary to expose something that is a growing threat," Carlton says.

While Carlton believes the larger internet companies will eventually take decisive action, he worries that smaller publishers will perish in the meantime. Few publishers have taken the extreme step of blocking Firefox (Carlton claims he's the only one, but in truth there's no way to verify that assertion).

Not long after Carlton blocked Firefox, a Techdirt post labeled the response "stupid."

One well-known blogger, Markos Moulitsas, the "Kos" in DailyKos, has created a voluntary subscription to his popular political blog.

"We won't stop you from using ad blocking software, but if you do use it we ask you to support Daily Kos another way: by purchasing a site subscription," Moulitsas wrote on his blog.

While Moulitsas says he doesn't see ad blocking as a "do something or die" problem for publishers, he does admit that users viewing his site without contributing something to the bottom line "pisses me off."

"I'm confident that if Daily Kos was in that much trouble, the community would respond to help it out," Moulitsas says. "But the site is so far from that point, that I doubt it'll ever be an issue."

A way out of the ad blocking maze?
While some publishers have accused users who employ Adblock Plus of stealing their content, Fred von Lohmann, a senior staff attorney at the Electronic Frontier Foundation, says the real concern isn't legal as much as it's communal.

"Some people will always block ads," von Lohmann explains. "But at the end of the day, this problem exists because people find a lot of ads annoying. If marketers want to solve this problem, they will have to find ways to make more compelling, relevant ads."

Robert Tas, CEO of Active Athlete Media, an ad network for niche publishers focusing on lifestyle sports, echoes von Lohmann's assessment, explaining that respect for the space should be of paramount importance to marketers.

According to Tas, Active Athlete, which hasn't heard any ad blocking complaints from its publishers, has made respect a key component of its business model by thinking like its users.

"We are the audience, so we get the importance of [respecting the space]," Tas says.

Wladimir Palant, the man who started the controversy by inventing Adblock Plus, also sees the issue as one of respect.

"There is only one reliable way to make sure your ads aren't blocked -- make sure the users don't want to block them," Palant wrote on his blog. "Don't forget about the users. Use ads in a way that doesn't degrade their experience."
IATA wants mobile/PDA check-in by 2010

IATA has set a deadline of the end of 2010 for its 240 member airlines to phase out paper boarding passes.


Instead, passengers will use their mobile phones or personal digital assistants to check in.

In a statement IATA said new technology enabled airlines to send two-dimensional bar codes directly to passengers’ mobiles via text message. The bar code acts as a boarding pass and is read directly from the screen of the mobile device, eliminating paper completely from the check-in process.

‘Passengers want the convenience of self-service options in a paperless environment,’ said IATA director general and chief executive, Giovanni Bisignani. ‘This standard is an important step in getting rid of paper that bogs down processes and drives up costs.’

He added that historically, global applications for the use of mobile phone technology by airlines had been restricted due to different regional formats. The IATA standard uses existing codes: Aztec and Datamatrix, which are widely used in Europe and North America; and QR, which is widely used in Japan.

All three are proven technologies and can be read by a single scanner type that is cost effective and readily available globally.

IATA has set a deadline of end-2010 to implement 100% bar coded boarding passes. Once fully implemented, the system will save the airline industry over US$500m a year.

The global introduction of bar coded boarding passes to replace magnetic stripe technology is one of five ‘Simplifying the Business’ projects launched by IATA in 2004, the others being: electronic ticketing, common use self-service check-in, radio frequency identification for aviation and IATA e-freight.

The aim of Simplifying the Business is to use technology to make travel more convenient while bringing about cost savings of US$6.5bn.

New SITA survey charts self-service transformation at three major airport hubs

Geneva – 24 October, 2007

The world’s airline passengers – 2.2 billion in 2006 – are demanding and obtaining more choice and control of pre- and post-flight travel processes, according to an independent survey undertaken at three major international airports earlier this year by SITA, a leading global provider of IT and communications solutions to the air transport industry.

Dominique El Bez, SITA Director for Portfolio Marketing, said: “Technology is driving innovation and breaking new ground in passenger handling at both ends of the journey. It is clear that airport and airline managements which can deliver the autonomy their customers clearly want – through online booking, self service check-in and streamlined baggage handling facilities for instance – will benefit their business significantly.”

The 2nd SITA Passenger Self-Service Survey was conducted earlier this year at departure gates in Atlanta, Hong Kong and London Heathrow airports. It shows that 39% of passengers rate their ability to make travel arrangements on the web as an influencing factor in the booking decision. This ranks this factor ahead of airlines services (31%) and previous travel experience (27%), and closer to more traditional considerations such as routing and schedule in a category which is invariably dominated by price (65%).

As further proof that self-service check-in is taking off, the proportion of passengers who have never used self-service check-in kiosks has decreased from 41% to 37% since last year’s survey at the same three airports. There is also a growing willingness to use kiosks for lost baggage notification (up from 40% to 50% in 2007) and interline transfers. Web check-in continues to gain in popularity with frequent users doubling at London Heathrow (to 20%) and also rising markedly in both Atlanta (32%) and Hong Kong (13%).

The impact of tighter security is reflected in the survey, with more passengers having to check-in bags at Atlanta and Heathrow, where 18% of respondents identified security screening and 10% identified passport control and customs as the steps in the journey they would most like to change.

There was a jump from 37% to 44% in those respondents highlighting ‘loss of personal items’ in a list of travel-related incidents found most annoying – probably a sign of dissatisfaction with the stricter controls on hand-carried items.

El Bez said: “With 93% of respondents declaring they are positive towards online booking, there is a clear signal to airline and airport planners. Similarly, the growth in the preference towards using self-check-in, when passengers knew it was available to them (from 53% to 66%), is a critical pointer to the future, confirming that do-it-yourself travel is irreversibly changing the face of our industry.”

Some survey highlights include the following:

Online Booking

  • The proportion of travellers purchasing their tickets online for the flights on the day they were questioned – i.e. actual usage – is slightly up overall at 49% for 2007 (47% in 2006), confirming that booking via the internet is becoming the norm.
  • There is a fall in the number of passengers who are aware of online booking facilities but will not use them. A critical reason among this group centres on lack of trust in the internet, coupled with negative perceptions of web security, which almost doubled from 7% in 2006 to 12% this year.
  • Nevertheless, the primary cause given for not booking via internet remains that a third party makes the travel arrangements (40%) – which could still have been completed online. Access to customer service advice (15%) and cheaper fares offline (9%) came in again at positions two and three.

Trip Planning and Experience

  • While most of the elements associated with a pleasant trip remain roughly similar – with some slight reductions on queuing and friendly ground staff – those selecting a ‘well equipped terminal’ rose from 23% in 2006 to 28% this year. The major factor in this increase emanates from Atlanta – where SITA recently installed WIFI connectivity – with a 35% outturn in this category, more than double the 16% recorded in 2006.
  • Leading the category for the step of the journey passengers would most like to change overall – as in 2006 – is ‘waiting for bags’, particularly among the leisure sector. In contrast business travellers nominated ‘security screening’ as did frequent self-service users.

Self-Service Check-in

  • The 2007 PSS highlights a sharp jump in the number of passengers who knew that self check-in was available and used it – up overall from 23% last year to 30% in 2007, with business/first class travellers opting for this facility more than their leisure counterparts.
  • The highest mobile phone usage for self-service check-in detected was in Hong Kong where the 10% drop in the web option (51%) was matched by a similar rise in those checking-in via their mobile phones (16%). In fact, 56% of those interviewed in Hong Kong and 63% in Atlanta expressed a positive attitude to this new technology, though there is a strong negative under-current at Heathrow with 69% of passengers currently opposed.
  • For the 2006 PSS, 19% of passengers questioned cited baggage as their reason for declining self-service, with a marked rise to 24% in 2007.
GStudy reveals growth potential of mobile services

ABI Research reports the average revenue per user (ARPU) among business users of mobile phones is 24% higher than that of personal users.

The research also found that for mobile data services the gap was even wider, with business users spending 80% more than personal users.

In addition business users consume 69% more minutes per month, and even among consumer-centric services, such as multimedia and entertainment applications, their usage is 78% higher.

However according to ABI principal analyst, Dan Shey, there is still scope for operators to develop their capabilities to serve business customers better.

Given that business users deliver the highest ARPU for both business applications and entertainment, ‘combining the two will pay dividends’, he said.

‘This includes the need for operators to develop more high-end phones targeted to business users, and to drive toward greater service integration.’

For device vendors, Shey said: ‘One key to greater success is to target the implementation of Wi-Fi into devices used by customers with the greatest need for access cost reductions, and the greatest ability to connect to Wi-Fi access points, such as international travellers.’

The web-based survey of 1,223 mobile phone subscribers in the US comprised a series of questions concerning their usage of cellular and wireless services and their interest in emerging products.

Thursday, October 25, 2007

Cellular Penetration Hits Record Despite Net-New Subscriber Drop

Washington — The cellular industry showed signs of maturity in the first half of 2007, when penetration grew to an all-time high of 80.5 percent of the total U.S. population while the number of net new subscribers fell for the second consecutive year, CTIA statistics show.

First-half carrier revenues returned to double-digit growth rates after a lapse of one year, CTIA also found.

The number of net new subscribers (after churn) fell 10.8 percent to 10.5 million in the first half of 2007 following a revised 4.7 percent decline in the year-ago period, the association said. That followed three years of double-digit percentage-rate surges. Nonetheless, this year’s 10.5 million first-half gain was the fifth largest first-half gain in the industry’s history, the statistics show.

With the additional 10.5 million subscribers, the subscriber base grew to 243.4 million at the end of June, up 10.8 percent from June 2006’s 219.7 million.

80.5 Percent Penetration: The subscriber-base expansion put the cellular penetration rate at the end of June to 80.5 percent of all 302.2 million men, women and children living in the United States by July 1, according to Census Bureau estimates. That’s up from 73.4 percent at the end of June 2006, 65.6 percent at the end of June 2005, and 57.7 percent at the end of June 2004. The cellular population exceeded half of the U.S. resident population for the first time at the end of June 2003, when the penetration rate hit 50.9 percent.

Double-Digit Revenue Gains: Like maturing baby boomers entering their prime earnings years, the cellular industry earned more money in the first half, when total voice and data revues grew 12.3 percent over the first half of 2006 to $67.9 billion. The growth rate exceeded the first-half 2006 growth rate of 8.6 percent, which marked the first-ever single-digit percentage gain in first-half carrier revenues. First-half gains in previous years were 13 percent in 2005, 19 percent in 2004, and 12.7 percent in 2003.

The double-digit percentage revenue gain came despite only a tiny increase in the average June cellphone bill to $49.94 from $49.30. Average June phone bills have been stuck in the $49 range since June 2003.

Average June bills were up slightly despite a double-digit gain in the amount of time that subscribers talk over their phones, the statistics show. Wireless subscribers used more than 1 trillion minutes of talk time in the first six months of 2007, up about 18 percent from 850 billion minutes during the year-ago period.

Besides talking more, cellular subscribers also used wireless-data services more, CTIA found. Wireless data revenues in the first half hit $10.5 billion, up 63 percent from the first half of 2006 to account for 15.5 percent of all wireless service revenues, up from 11 percent in the first half of 2006, the association said.

To handle the capacity, carriers continued to build more cell sites in the first half. The number of sites in June 2007 was up 6.5 percent over June 2006 to 210,360 sites. The percentage gain, however, is down from the June 2006 year-over-year gain of 11 percent. The industry posted a 2 percent gain in new cell sites in the first half of 2005 and an 18 percent gain in the first half of 2004.

CTIA developed the statistics from a survey of carriers serving 97 percent of all wireless subscribers. Estimates were compiled for systems that did not respond.
Mobile Marked by Promise, Problems

OCTOBER 25, 2007

Majority of users still deleting ads.

Average mobile marketing campaign prices have increased tenfold since 2005, according to mobile ad software vendor Third Screen Media, as cited in an Advertising Age article. Third Screen also said that the average age of mobile Web users was over 30.

The audience for mobile Web-based campaigns is growing, and more marketers are experimenting with the medium. But many brand managers are hesitant to commit big budgets. "Brand marketers will start spending heavily on [mobile] when the users are there either in sheer mass or enough of the target audience has moved into the channel," said John du Pre Gauntt, senior analyst at eMarketer.

Mobile marketing spending has been on the cusp of a major breakthrough for years. In April 2007, US marketing executives listed mobile as one of the top five media on which they planned to increase spending in 2007.

But roadblocks persist.

A Nielsen study cited in Advertising Age found that only 10% of mobile data users responded to ads on their mobile phones. Another 11% viewed the ads but did not respond, and nearly eight in 10 did not view the ads at all.

More than one-half (53%) of those who ignored the ads said they were not interested in what was being advertised.

More than two-thirds of mobile data users thought that mobile ads were unacceptable. However, nearly 45% of mobile video viewers were willing to watch ads in exchange for an unspecified benefit.

Targeting the right mobile users with the right messages remains a challenge.

Tuesday, October 23, 2007

US Search Engine Rankings for Sept 2007

Among core search engines in September '07, Google Sites remained the top search property with more than 5.3 billion core searches conducted - a 57 percent share of the search market, according to the monthly comScore qSearch analysis of the search marketplace, reports MarketingCharts.

Along with Google, Yahoo Sites and the Ask Network posted month-over-month share gains, comScore reported.


Shortcuts to tables/charts that appear in this article:
  1. comScore Core Search - Share of Searches
  2. comScore Core Search - Number of Queries
  3. Nielsen/NetRatings - Top 10 Search Providers
  4. comScore Expanded Search Query Report


Core Search RankingsAccording to comScore's Sept. US data:
  • Behind Google's 57.0 percent share, Yahoo Sites ranked second with 23.7 percent, followed by Microsoft Sites (10.3 percent), Ask Network (4.7 percent) and Time Warner Network (4.3 percent).

comscore-sept-core-search-share-us.jpg

  • Americans conducted 9.4 billion searches at the core search engines - a 4 percent seasonal decline from August (Sept. is a shorter month, with a long holiday weekend).
  • More than 5.3 billion core searches were conducted at Google Sites during the month, while Yahoo Sites recorded 2.2 billion searches.

comscore-sept-core-search-queries-us.jpg

Meanwhile, Nielsen/NetRatings also released (pdf) its Sept. search report: See today's MarketingCharts graph, and the NetRatings top 10 search provider rankings:

netratings-sept-top-10-search-providers-us.jpg

Expanded Search Rankings

According to comScore's Sept. analysis of the Top 50 properties worldwide where search activity is observed:

  • Google Sites led the pack with 6.6 billion searches.
  • Yahoo Sites ranked second with nearly 2.4 billion searches, followed by Microsoft Sites (999 million), Time Warner Network (843 million) and Fox Interactive Media (492 million).
  • Despite the decline in overall search activity in September, Ask.com gained 10 percent from August levels.

comscore-sept-expanded-search-report-us.jpg

Mobile TV for the Masses

OCTOBER 23, 2007


An interview with Jack Hallahan, vice president of advertising and brand partnerships at MobiTV





MobiTV is a mobile TV distributor for channels such as MSNBC, ABC News Now, FOX News Channel, Fox Sports, ESPN 3GTV and NBC Mobile. Jack Hallahan joined the company in 2005 as vice president of advertising and brand partnerships.

Before joining MobiTV, Mr. Hallahan was managing director at Wirestone, where he drove ad strategies for Apple, TiVo and William-Sonoma. He has also served as vice president at AKQA Advertising where he managed brands such as CNN/SI, Mattel, Macy's, Nike and Visa USA. eMarketer spoke with him about mobile TV viewer demographics and marketing campaigns.

eMarketer: Who is watching mobile TV?

Jack Hallahan: It used to be strictly early adopters who would put up with poor video quality just to say they had mobile TV on their phones. In 2005, the content was OK, but the end-user experience was not that great, thanks to carrier and other tech factors.

As service providers started improving data services, the experience and content improved. Handsets have also improved, so now viewer demographics are going much more mainstream.

eMarketer: So what are people watching?

Mr. Hallahan: It's gone from essentially basic cable to more prime time fare, like "30 Rock" and "Oxygen." Mainstream content like this is also bringing in more women.

So now it’s 18- to 49-year-olds who use it to keep up with programs they follow and events including live content. Live news is popular as well.

eMarketer: How many viewers are we talking about?

Mr. Hallahan: We're well past 2 million subscribers. We are now one of the top 10 [multiple service operators] in the country.

eMarketer: How much mobile TV content is paid versus ad-supported?

Mr. Hallahan: Right now our content all goes to paid subscribers. We tend to think that paid subscribers are a more attractive audience for marketers since viewers are more dedicated.

We are exploring free, ad-supported services, where content partners like Sony, BMG and Warner give artists exposure. With that, we develop WAP sites for artists.

CBS Network recently supported one of these for their show "Pirate Masters," including a site featuring Avril Lavigne. The site is fully developed; visitors can buy and download MP3s, wallpapers, ringtones and the like.

Marketing supported the site. Other media pointed to the WAP site, which then pointed to MobiTV. As a result, we got 500,000 visits to the site. On the paid side, our advertisers can reach an audience paying $10 a month who really want the content.

eMarketer: How do you work with advertisers or marketers?

Mr. Hallahan: For NBC to sell MobiTV is not a good investment of their time, but we can sell across channels. With "30 Rock," for instance, we run pre- and post-roll ads. It’s an on-demand thing, so we can run the ads guaranteed during the show. Viewers won’t miss out if they come in late. The first offer will be to a current advertiser on the program.

eMarketer: How do carriers vary in how MobiTV is accessed or presented?

Mr. Hallahan: We have a relationship with all the major carriers. We're dealing with T-Mobile right now.

The content doesn’t have to be reformatted for each carrier. It's not that hard since, TV is a 65-year-old technology. If the content isn't optimized for mobile, then it just appears letterboxed if it's normally widescreen content.

Fox Sports, NBC Mobile, ESPN Mobile and other channels have optimized content. Most don’t, but they don’t experience much of a loss by putting it on mobile.

Although the content looks the same on each carrier, we make sure programs look as good as possible on every handset. So, if one phone's screen is larger than another's, or has a screen with odd dimensions, we handle that. We have performed [quality assurance] on more than 220 phones so far.

Is Search Still Worth It?

OCTOBER 23, 2007

The SEO effect is great, but gauging ROI is tough.

Search marketing budgets are set to increase in 2008, according to MarketingSherpa's "Search Marketing Benchmark Survey."

Responding marketers said they planned to increase their pay-per-click budgets by at least 11% in 2008. One-third of search marketers whose spending was average said they planned to do so on Google AdWords. Respondents rated both PPC and search engine optimization as effective search marketing tactics. "Just as the personal nature of word of mouth makes it one of the most accepted forms of marketing among consumers, so is search engine optimization, a somewhat stronger tactic for increasing ROI than is paid search advertising," said David Hallerman, senior analyst at eMarketer.

"That's because for SEO, as with word of mouth, the absence of overt marketing cues makes it a more powerful influencer," he said. "At the same time, the more subtle nature of SEO makes it harder for marketers to gauge than more traditional direct response media such as e-mail or paid search."

MarketingSherpa said that most of the budgets were growing because search marketers thought that keyword prices would go up, according to Stefan Tornquist, the company's research director.

"The concern over rising prices has been ongoing, but it's reached a new high," Mr. Tornquist said in a Search Engine Watch article.

Respondents ranked SEO as the second most effective tactic behind house e-mail marketing.

SEO spending is past due for some marketers, judging by an August 2007 study by Oneupweb. While one-fifth of the top 100 US online retailer Web sites were well optimized, more than one-quarter were not optimized at all.

Thursday, October 18, 2007

Mobile offers marketers an opportunity to access audiences anywhere, anytime. But the marketing message has to be worthy of this potential invasion of personal space.

When an emerging marketing medium surfaces, the early adopters scramble to test their creative talents and marketing acumen on the new stage. They then make the call as to whether budget should be permanently invested there. If the answer is "no," one can simply move on, but the "uh-oh" moment comes when the new medium looks like it might actually have some staying power. New mobile applications are a good example. Today, many marketers are left scrambling to figure out how this popular technology can play a role in their marketing mix, without getting them stuck in the hype cycle or making them lose sight of other channels.

Increasing adoption of mobile technologies like SMS and MMS is creating viable new communications opportunities, but is also delivering a whole new set of complications to marketers: new measurement metrics, new audience types and new engagement methods. Mastering all of this is a major challenge. And there's the further complication of mobile's almost continuous evolution, which forces companies to figure out how to maximize each stage of the mobile marketing lifecycle, be it delivering basic text message alerts or customized, interactive content.

While mobile is aptly named the "Third Screen" -- it extends current online and offline marketing efforts -- marketers must understand that mobile is a distinct distribution channel. Some customers will respond more positively than others to marketing on this platform.

But what makes it a sensitive marketing channel is also what makes it so effective. Mobile devices are typically with people every minute of every day, essentially a necessary "accessory" that few people are able to function without. This fact differentiates mobile from other channels and affects the types of messages smart marketers should deliver.

Two examples of effective mobile messaging
European marketers, who have been working with the channel for years, have shown that mobile communication must either be highly relevant or highly important to be effective. Take two large financial services institutions -- AXA Bank and Boursorama -- as examples. AXA Bank, a large-multi channel retail bank in Europe, sends just four text messages a year, on average, to its customers, typically on a special interest rate or limited time offer. Because AXA only reserves the channel for important news, it is able to drive extremely high response rates to these offerings. AXA Bank has also implemented capabilities allowing customers to go to the company website and set up their own mobile alerts to receive near real-time notification for events like a drop in stock price. Customers can also be alerted when their accounts go above or below a certain limit, which allows them an easy and accessible way to monitor their funds. These alerts are not looked at as intrusive mass messages, but rather as a valued service to the customer supporting long-term relationship building.

On the other hand, Boursorama, an online brokerage firm, uses SMS to send critical updates on stock price shifts that its customers have subscribed to. Interestingly, Boursorama uses SMS as part of a workflow with email: the first message goes to the customer via email, and if after a certain time the email hasn't been opened, the customer receives a text message. The message is highly relevant and highly important.

The personalization factor
Because the message needs to be highly relevant, marketers must have the technological infrastructure to automatically ensure they know who they are communicating with. Before sending a mobile communication, a marketer should feel reasonably confident that each recipient is amenable to mobile communication, either based on a direct request to be contacted via mobile or other customer data collected. In the banking scenario, for example, a 23-year-old young professional who does her banking almost entirely online is probably a better target than a 61 year-old parent who still goes to the teller to deposit his checks.

Monitoring performance
Once a campaign has begun, the next step is to gather information on performance. You might be thinking, "Of course I'm going to get a report on whether metrics were hit." While that's important, you also need data on a much more granular level: "How did each and every customer respond, and what does that mean for the way in which I will market to them next time?" Sending a compelling text message or directing a customer or prospect to a WAP site won't get you very far unless you understand how to follow up. What will be your next point of contact, an email, another text message or (gasp) a direct mail piece?

Conclusion
Mobile is separate but equal. It's a new channel that opens up dramatic new opportunities to engage customers 24/7. But it can't operate in a silo: Mobile efforts have to feed the larger marketing beast. So to keep things humming, marketers need to have the infrastructure in place to bridge the gap between emerging and traditional channels and to effectively interact with each customer at any point in time.

Tuesday, October 16, 2007

10 Ways to Engage Newsletter Readers

Stefan Pollard - Oct 10, 2007 - EmailLabs.com

In our email-saturated environment, your subscribers will lose interest fast in your email messages if the only message they get from your newsletter is “Buy me!” That’s what all the other commercial email, spam and permission alike, is saying as it clutters up the inbox.

“Come join us” invites your most enthusiastic shoppers to become a part of a wider group of experts, willing to share information, tips, and advice, maybe even to brag about how they use your products.

A newsletter that gives its subscribers many ways to interact with you and the product is one that they will anticipate and welcome. By extension, they’ll find more value in it, spend more time reading it and ultimately buy more from you through it.

Look at your newsletter, and count up the ways your readers can interact with you. And, don’t count your unsubscribe link. Instead, look for any way that you offer readers to get involved with the newsletter, your products or your company. If you found only one, or even none, then check out these strategies below for ideas on how to add more ways for your readers to interact with your emails.

10 Strategies to Build Reader Engagement

Great emails find a balance among interactive content, entertainment value and purchase behavior. However, not every email message needs to follow this content-heavy format, nor does every reader seek it out.

Still, you should strive to add a little value to each email you send, whether it’s your regular customer newsletter, a one-off sales announcement, company news, or transactional emails such as subscription, registration and order confirmations or updates.

  1. Add more channels to collect feedback.

    You should already have at least one Web link and an email contact address in every email you send (along with someone on your end monitoring those locations in order to reply in one business day or less), as well as postal and telephone data. But, the more, the better.

    Some creative avenues for feedback:

    • Short surveys: One-question pop quizzes relating to your product or market niche rather than statistically valid queries. Intro the quiz in the newsletter, then link to the actual quiz on your site. Use a quiz module that shows a running vote total.

    Perennially good topics: Ask how to improve the newsletter or Web site; solicit new product ideas; ask how a product solved a problem or improved the user’s life. Publish good replies in the next issue.

    • Spotlight a useful or noteworthy question or comment chosen from your feedback. Offer a small prize appropriate to your product line or publication for the question that gets picked.
  2. Tell your story.

    Everyone likes to peek behind the curtain to see how the company works and who the people are behind the email addresses or the telephone voice. Add a little storytelling to your newsletter as appropriate.

    • The company picture: Launch new products, announce news or highlight email-only peeks into company operations, especially fun facts, history, personnel changes and the like.
    • Employee spotlight: Introduce employees who are either on the hotseat all the time, such as a customer-service rep or product manager, or those who work far from the bright lights but have relevant comments, such as a tip for negotiating your Web site or their favorite products.
  3. Give your newsletter a personality.

    This isn’t the same as personalization, where you mail-merge your subscriber’s name into the subject line or Dear Whoever line in the message body.

    If your newsletter were a person, would it be male or female, shy or smart-alecky, a serious authority or the fun guy at the desk next to you who’s always working an angle? It should reflect either your customer base as it is or as it would like to be.

    Once you know that, you can adopt a distinctive tone and personality that guides your copywriting and topic selections. This is mainly a newsletter initiative, although you can continue it in broad terms through all of your email.

  4. Add customer reviews or publish the best recommendations.

    This one can be tricky, because you risk customers filing negative comments along with the glowing ones. To counter that, pick the most useful of your good comments and feature them in a product spotlight, on your site and in your emails. Publish and promote the link to your review site to encourage readers to file their own comments.

  5. Get blogging!

    Got a blog? Link to it. Also, create a blog just for your customers and subscribers, and publish a good comment in the newsletter.

    Avoid the gushy posts; they’ll sound phony. Instead, choose anecdotes or comments that highlight problem-solving or premium quality or praises an employee. If one post generates a lot of good comments (no flame wars!), publish those to keep the conversation going.

  6. Create mini-sites around specific topics or seasons, and populate them with reader-generated content. Be clear that the content comes from readers. Highlight the link to the form or email address where readers can send their content. Possible topics:

    • Readers’ pictures showing how they use your products or adopted your content for their own use.
    • Seasonal recipes and anecdotes.
    • Their favorite products.
    • Feedback on these and other topics.
  7. Add video content to your Web site and link to it from your newsletter. Also, patrol video-sharing sites like YouTube and promote any that relate. Promote the link and provide detailed instructions on how to upload content.
  8. Add a small bit of editorial content to your commercial email messages (not transactional emails).

    This could be the reader-generated content we saw earlier in this article, or something you write to bring the company closer to your subscribers, such as an editor’s note, inspirational quote or reader comment.

    But, proceed carefully. If your sales messages previously have taken the hard-sell route, introduce the content gradually and watch your feedback addresses and delivery reports to see if people love or hate your new approach. After all, you may be taking a much different course from what your readers want.

  9. Give away a prize in each issue and then spotlight the winner.

    And not just any prize either, but something you know your readership would want, either tied to your regular promotion, a new product introduction, a paid download, a subscription or the like. So, no free iPods unless your newsletter caters to Mac fanatics, and then make it an upgraded version.

    Don’t stop there. Feature the winner in your next newsletter to double the exposure and interest for the winner. Don’t just run the name but include a fact, tip, quote or similar item to promote your newsletter’s value.

  10. Post job openings.

    Are you a Fortune 500 company? One of the fastest-growing companies in your area? Is business booming and product flying off the shelves? Every company needs product advocates, particularly employees who use the products and services, and can evangelize effectively.

Four Caveats

As important as it is to build value by making your readers active participants, you do need to watch out for four big traps:

  • Keep it relevant.

    Anything you add must relate to your business, goals or newsletter topic. Don’t just stick in a joke of the day or a trivia fact to fill space. Also, remember what your message is supposed to do. If your standard email message is a deal of the day, or you send three times a week or more often, keep the content short. On the other hand, if you contact subscribers weekly or less often, your added content might well give your newsletter more shelf life.

  • Keep it short.

    Remember, even your best customers might be pressed for time. Add in content gradually, and survey readers to see how your enhanced version is going over. If you aren’t seeing upticks in the metrics you most want to improve, hold off and reassess.

  • Once you change your format, commit to it.

    Adding editorial content and features to a sales message will require time and money, two resources that often are in short supply for email marketers. The time comes in researching, writing and producing the additional newsletter copy. The money comes in paying that person or staff people.

    A well-known retailer used to publish a stellar consumer newsletter for its direct line of outdoor gear, business-casual clothing and sportswear. One outstanding feature was a story that didn’t always push products but told stories on topics subscribers might be interested in or capitalized on the company’s rural Wisconsin location and sensibility. It also individualized each message with offers tied to buying history.

    But the focus shifted during corporate restructuring. The writer who produced the content was let go, and content reduced to product promotions. Although it’s still nicely done, it has lost the features that made it a must-read.

  • Do readers want it as much as you do?

Test and retest before you launch a major change. Survey a sample of your newsletter base for reactions and suggestions.

Then, when you go live with your new format, scrutinize your feedback emails and watch your delivery reports, in case you start generating more spam complaints and unsubscribes. Don’t pull back immediately, but listen carefully to what your readers will tell you.

Changing your newsletter format can be tricky, and it will require a greater time and money commitment. But if you keep the content relevant and include readers at every turn, you will most likely deliver messages with greater value for them. That, in turn, can help you recover your costs with more sales and lower address turnover.

Little room at the inn: Vacancy flat as hotel occupancy high
15 October 2007

by Benjamin Spillman
Las Vegas Gaming Wire

LAS VEGAS, Nevada -- It's times like these when another 33,000 hotel rooms would come in handy.

Las Vegas visitation was nearly flat in August compared to the same month in 2006.

But it wasn't because people quit going on vacation to drink, gamble and overeat.

The hotels just didn't have rooms beyond those already taken by the 3.4 million people who visited Las Vegas during the month, an increase of less than 1 percent from the previous August.

The occupancy rate for the month was more than 91 percent, the seventh consecutive month with a rate higher than 90 percent. Nationally, hotel occupancy rates are about 63 percent, with hotels in popular business or tourism districts reaching 75 percent, according to hospitality industry data.

"My perception is it is a very strong month," said Kevin Bagger, director of Internet marketing and research at the Las Vegas Convention and Visitors Authority, the group that tracks Las Vegas tourism figures.

For the year, occupancy is more than 91 percent and visitation is above 26.3 million, about 1 percent ahead of the pace from last year.

Historically high occupancy rates explain why the Strip is in the midst of a building boom that will result in another 33,000 hotel rooms and residential units by 2010 at a cost of about $29 billion.

"Those are the kind of numbers that are supporting the investment," Bagger said.

High occupancy didn't do much for the casino side of the local hospitality industry in August.

Gambling win, the amount of money customers lose to casinos, dropped everywhere in Southern Nevada except for downtown Las Vegas and Laughlin -- two markets that combined represent just about 6 percent of the Southern Nevada market.

Room rates, however, continued their climb.

In Las Vegas the average daily room rate in August was more than $126, up about 8 percent from the previous August.

Tourist visits in August were down nearly 10 percent. But convention visitors picked up the slack with a 19 percent increase.

Outside Las Vegas the numbers weren't so rosy. Visitation to Laughlin was less than 268,000, down almost 3 percent for the month. For the year, Laughlin has attracted 2.2 million visitors, down 8 percent compared to 2006.

In Mesquite, August visitation was more than 122,000, down 12 percent for the month. Visitation for the year is up less than 1 percent to a little more than 1 million.