Tag Archives: marketing

LCD

If you managed to get through middle school math (I’m hopeful that means most of you), you’re familiar with the term “Lowest Common Denominator.” In math it’s a way to combine unlike fractions by finding a common ground. In business, it’s a way to screw yourself up. You see, there’s another nonmathematic use of LCD and it refers to the lowest or least sophisticated level of something, and that’s the subject of today’s screed.

As anyone who has worked in broadcasting will tell you, the ratings system is a sort of shared myth. Nielsen puts out numbers, TV executives believe them and TV buyers believe the TV executives. Of course, it says right on the front of the ratings book that they’re only accurate up to a point, and like any number based on a sample the results are really a range. That range can be pretty wide as the number of folks in the sample who did something declines (so the published rating for American Idol is probably closer to the truth than the rating for a show ranked 125).

Which is why I find this disturbing:

TubeMogul is bringing Online Campaign Ratings to its RTB video ad platform. The agreement between TubeMogul and Nielsen means advertisers and agency trading desks can cross-reference GRPs for audience age and gender demographics with impressions and clicks to get a fuller sense of a campaign’s performance.

Simple announcement which a number of folks covered.  Except, of course, when one reads further:

While TubeMogul is able to relay metrics like impressions and clicks in real-time, Nielsen’s GRP numbers are only available daily, as with their broadcast GRP metrics. Also TubeMogul’s advertisers will have to log in to the Nielsen dashboard separately to view GRP numbers alongside metrics on TubeMogul’s platform.

In other words, we’re bringing down digital’s great system of non-sampled measurement to the LCD of TV.  That’s bad business in my book.  I realize that the advertising ecosystem isn’t quite able yet to deal with a completely different set of metrics, especially metrics presented in real-time, but the further we dumb down the standards the more likely it is that those lower standards become the norm instead of temporary fixes.

Digital measurement isn’t perfect.  Faulty implementations, disreputable folks cheating via bots and other ways, and an overwhleming amount of data we don’t often present well are issues.  But even with these and other faults the reporting and accuracy is better than what we used in TV, which any TV or agency person will tell you is pretty much a fantasy if you get them talking over a drink.

We can do better!

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Filed under digital media

Showrooming

There’s a relatively recent phenomenon called “Showrooming” that’s becoming a concern for retailers.  In a nutshell, this is the practice of some consumers of going into a physical store to do research and then making the purchase elsewhere, generally online.  Given today’s technology, those purchases can even happen in the store via a mobile device.  A piece from eMarketer quoted a couple of studies that found this is not a hypothetical problem for retailers:

Several researchers have surveyed the number of US mobile phone users who have comparison-shopped via phone while in-store. Their research has found a comparison-shopping rate ranging from 59% of US smartphone owners (InsightExpress, 2011) to 25% of US mobile phone owners (Pew Internet and American Life Project, January 2012).

ForeSee Results findings from between 2009 and 2011 are consistent with this trend toward using mobile phones for in-store research; however, in 2011, the shoppers surveyed were more likely to access the website or app of the store they were actually in than a competitor’s website or app. This means that retailers need to not only be concerned about how their pricing stacks up against others’, but also about pricing consistency across their own channels.

This is sort of the same issue faced by music companies who are trying to sell physical media like CD‘s while enabling the purchase of the same product through digital channels.  The retailers need to differentiate themselves in ways that make doing business with them valuable beyond price.  Customer service, ease of returns, unique merchandise or unique offers are all areas that can be differentiators.  Target has reached out to vendors to do just that, and others are as well.

So the question to you today is this:  what are you doing to make sure that your business is different?  We can go back to the old advertising saw of the  Unique Selling Proposition – as we find in this space a lot, everything old really is new again or at least wrapped in new tools.

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I Need To Call Dunbar – What’s His Number?

How many people do have in your Rolodex? Actually, do you even have a Rolodex or is the contact list on your phone your go-to list? How many friends on Facebook? How many LinkedIn connections? How many Twitter followers? How many folks do you know from the golf club or the gym or the playground where you take your kids who don’t fall into any of the above categories?

English: present model of Rolodex card file, c...

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For me, the answer is a lot, as in thousands, and I don’t even consider myself to be as socially connected as many folks I know. I also do have a Rolodex – actually four of them – that’s filled with business cards of people who, for the most part are not in the other databases.  Obviously, I am not trying to maintain on-going social relationships with each and every one of them.  That’s where my buddy Dunbar comes in.

Dunbar’s number is an estimation of the number of people with whom one can maintain a stable social relationship.  This theorem was developed way back in the digital dark age of 1992, before interacting with hundreds of your high school friends, and chatting to another hundred college buddies was something you did every five or ten years, not daily.  Dunbar set the number around 150.  Other studies have set comparable numbers at 231 and 290, a fraction of what any college kid has as Facebook friends alone.

Since this is a business blog, I’ll throw out the obvious question.  If we’re trying to engage our customers in conversation as we would friends, are we limited to the Dunbar number with respect to having those sorts of relationships?  Are we kidding ourselves if we believe that an individual will use one of their 150 or even 300 relationship slots for a business entity instead of a cousin?  Or maybe there needs to be another study on how businesses fit into the social ecosystem.

I think Dunbar was right.  When I think about it, the folks to whom I’m truly connected is a small fraction of those connections I have.  I know a network like Path is trying to create that subset by limiting your connections to 150.  What’s your take on that?  Is there an opportunity for a business to create a 150 person VIP network?

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Filed under digital media, Thinking Aloud