MediAvataar's News Desk
Associates with Twitter India for a first on News Television, CNN-IBN and IBN7 empower viewers to watch and engage real-time.
News on social media is no longer about live news feed or trending hashtags. As a first on News Television in India, viewers of CNN IBN and IBN7 can now engage real-time with anchors and journalists through Twitter’s live-streaming app Periscope.
To make news delivery collaborative through real-time video content on Periscope, anchors and journalists of the news channels have integrated the live-streaming app into their daily news reporting, interacting with its viewers LIVE on Periscope.
The unique campaign which was initiated on Independence Day in August 2015, intensifies to churn out rich interactive content, enhancing audience engagement and empowering viewers to watch and engage LIVE news video through the app. On Periscope, viewers can not only watch but also interact with CNN-IBN & IBN7 journalists by sending messages, and expressing their appreciation by tapping the screen to send ‘hearts’, a feature in the Periscope app.
Some of the path-breaking live scopes by the news channels include the streaming of Karma Paljor’s Periscope on Indonesian Air Crash, Steve Herman’s eyewitness Periscope on Bangkok blast, Battle for Bihar, the recent census row, the current hot topic of Hardik Patel and his Andolan amongst many other recent broiling topics of national interest.
Talking about the pioneering initiative, Avinash Kaul, CEO, IBN Network & President A+E Networks|TV18 said, “CNN-IBN & IBN7 believe in inclusive journalism and in extending its points of engagement with the viewers beyond television. Getting our anchors and journalists to interact through Periscope is another such endeavour. Going forward we will increasingly engage with our viewers for real time feedback.”
Viral Jani, Head-TV Partnerships, Twitter India said, “Use of Periscope brings tremendous opportunity for TV broadcasters to build loyalty and engagement with their viewers. Through Periscope, TV anchors and channels can broadcast great live video content complimentary to the on-air broadcast, creating a delightful viewing experience for their audiences.”
Subsequently, CNN-IBN & IBN7 aim to enhance its viewer engagement through greater play in the social space.
Omnicom Media Group and Epinion Collaborate to Understand Consumers’ Response to Mobile Advertising
Omnicom Media Group in partnership with Epinion released a study titled The Four Cs of Mobile Advertising centred around mobile advertising trends in Southeast Asia, last week (Sept 18th).
The study redefines four key areas that help in navigating the intricacies of mobile advertising - channel, context, content and connect.
A few key findings form the study
1. 77% of the surveyed respondents have clicked on or read a mobile ad in the past month, among which, 52% were intentional and 48% were unintentional clicks.
2. Channel wise, the most effective advertising mobile channels are communication related: email is high on both notice (45%) and click through (25%), followed by Facebook newsfeed and animated content or video ad on instant massaging app or website.
3. Context wise, 77% prefer personalised ads or ads they can choose. 60% prefer entertaining ads or ads that reward for watching. The study finds that consumers will be happy to see ads if they get something in return.
4. 74% depend heavily on their phones to ease boredom. For content, their appetite for content does not stop at just entertainment or information. They are also looking for something with functional and practical value: self-improvement tips (43%), motivational or inspirational quotes (30%), recipes (27%) etc.
5. In terms of Connect, 60% of them use their smartphones while watching TV, at least four out of ten times. This is higher in Thailand (66%) and among the youngsters aged 15 – 24 (63%). 75% use their smartphone to interact with the TV content: either talking, sharing or searching for programme-related info (47%) or TV ad-related info (28%).
Commenting on the study, Guy Hearn, Chief Innovation Officer Omnicom Media Group said, “With saturated mobile phone penetration and growing ownership of smartphones, mobile advertising is integral for brands to connect with their audience. Despite the critical need for mobile advertising, many of us have no clear idea on how to capitalise it. One of the reasons is that while there is a lot of data available on consumers’ mobile usage, data on mobile advertising is still limited. This study unravels key insights which we hope will help marketers understand and leverage the power of mobile advertising.”
Thue Quist Thomasen, Head of Group Sales and Marketing, Epinion said, “There is a huge opportunity for brands to enhance the utility and functionality of their campaigns by leveraging mobile advertising as consumers have gone beyond using the mobile phone as a means of entertainment and communication. Brands should move away from the fixation of content equates entertainment or information, and reconsider or redefine what does content mean to consumers from the perspective of utilisation.” “It has been great to partner with Omnicom Media Group on this study, which we hope clears a few perceptions of mobile advertising,” he added.
The online study surveyed 2,631 internet users aged 15-54 who also own a smartphone. Fieldwork was executed by Epinion across five smartphone emerging markets in South East Asia: Indonesia, Malaysia, Philippines, Thailand and Vietnam. Samples are weighted to represent online smartphone population in these countries.
Concerned with their organizations' digital capabilities, employees across all generations want to work for digitally maturing organizations
New research released by MIT Sloan Management Review and Deloitte Digital finds that many employees across all generations are dissatisfied with their organization's digital progress to date and are voicing a desire to work for digitally mature leaders, suggesting upcoming retention challenges for many companies.
The report further found that the ability to digitally transform and reimagine a business is determined in large part by a clear digital strategy supported by leaders who foster a culture able to change and reinvent their organizations. The report, Strategy, Not Technology, Drives Digital Transformation, is based on findings from the fourth annual global survey of more than 4,800 business executives across 27 industries and 129 countries.
It found that employees by large margins want to work for digitally maturing organizations. Nearly 80 percent of respondents want to work for a digitally enabled company or digital leader, and the sentiment crosses all age groups from 22 to 60 nearly equally.
These digitally mature organizations understand continued digital advancement depends upon retaining and developing talent. More than 75 percent of respondents from these companies agree or strongly agree that their organizations provide the necessary skills to capitalize on digital trends. Among low maturity entities, the number plummets to 19 percent.
The following are highlights of the study:
Digital strategy drives digital maturity. Only 15 percent of respondents from companies at the early stages of what the study refers to as digital maturity—in which digital has transformed processes, talent engagement and business models—say that their organizations have a clear and coherent digital strategy. Among the digitally maturing, more than 80 percent do.
The power of a digital transformation strategy lies in its scope and objectives. Less digitally mature organizations tend to focus on individual technologies and have strategies that are decidedly operational in focus. Digital strategies in the most mature organizations are developed with an eye on transforming the business.
Taking risks is becoming a cultural norm. Digitally maturing organizations are more comfortable taking risks than their less digitally mature peers. More than 50 percent of respondents from less digitally mature companies see their organization's fear of risk as a major shortcoming. To make their organizations less risk averse, business leaders should embrace failure as a prerequisite of success. They must also address the likelihood that employees may be just as risk averse as their managers and will need support to become bolder.
The digital agenda is led from the top. Maturing organizations are nearly twice as likely as less digitally mature entities to have a single person or group leading the effort. In addition, employees in digitally maturing organizations are highly confident in their leaders' digital fluency. Digital fluency, however, doesn't demand mastery of the technologies. Instead, it requires the ability to articulate the value of digital technologies to the organization's future. More than 75 percent of respondents from digitally mature companies say their leaders have sufficient skills to lead digital strategy. Nearly 90 percent say their leaders understand digital trends and technologies. Only a fraction of respondents from early stage companies have the same level of confidence: 15 percent and 27 percent, respectively.
Stories gain employee buy in and organizational traction for digital transformation. Telling digital stories creates pride in organizations. Companies need to demonstrate their ability to tell the digital story and what it means to live in the digital world for business.
Innovation of digital technologies must be fostered. More than 70 percent of respondents from maturing companies say that their managers encourage them to innovate with digital technologies. At lower levels of maturity, only 28 percent of respondents express the same sentiment.
Investments in skills necessary to realize strategy. Digitally maturing organizations are four times more likely to provide employees with needed skills than are organizations at lower ends of the spectrum.
"Employees are paying attention to their organizations' digital initiatives," says Gerald (Jerry) Kane, associate professor of information systems at the Carroll School of Management, Boston College and co-author of the report. "Many employees are dissatisfied with their organization's digital progress to date."
Deloitte Digital's Doug Palmer, co-author of the report and principal, Deloitte Consulting LLP, adds, "The importance of having a clearly articulated digital strategy was a major finding. Those companies developing enterprise-level digital strategies are moving ahead, while those that aren't are struggling. These digitally maturing companies embrace innovation and collaboration and have leaders who understand both technology and its potential impact on the business."
Young people across the world’s largest advertising markets will spend more time accessing the internet via mobile than via all other devices combined by 2018.
This is the key finding from a new global insight study into changes in mobile behaviour conducted by ZenithOptimedia and GlobalWebIndex.
The research, using GWI’s panel of 200,000 internet users, found that within three years, 16-24 year-olds across 34 of the world’s largest advertising markets will spend more time accessing the internet via mobile than via all other devices combined, regardless of their location. Some countries, such as Mexico and Saudi Arabia, have already reached this tipping point.
The first of the top 10 advertising markets to reach the ‘mobile tipping point’ is Brazil. By 2016 Brazil will see its population of 16-24 year olds spend more time accessing the web via mobile than all other devices. South Korea and Argentina will also reach the mobile tipping point next year. China and Japan – the second and third biggest advertising markets (ZenithOptimedia’s Advertising Expenditure Forecast September 2015) – will hit the tipping point in 2017. USA and Germany (the first and fifth biggest markets) will pass the tipping point in 2018 followed by UK (fourth biggest) in 2019.
In our study, entitled The Mobile Imperative, presented at dmexco 2015, ZenithOptimedia and GWI found that across all 34 markets surveyed, 41% of Mobile First users – defined as those with 90% internet access via mobile handsets – are from the 16-24 age group. A further 31% of Mobile First users are aged between 25 and 34. The markets which currently have the highest penetration of Mobile First users across all age groups are in the Middle East (Saudi Arabia, 11% and UAE, 8%) and Scandinavia (Sweden, 8%). Not surprisingly, the majority (63%) of Mobile First users live in urban environments.
Mobile First users spend a significantly large amount of time on the mobile web, on average 3.59 hours per day, and 23% said they had bought a product via mobile in the last month. The most popular mobile web activity for Mobile First users is using a social networking service, coming in at 44%. This is closely followed by checking the weather (38%) and watching an online video (22%) – which has significant implications for marketers investing in content programmes.
ZenithOptimedia and GWI also found that changes in mobile behaviour are set to have a significant impact on online search, which has been one of the key drivers of the internet economy, worth $140bn (US) last year, according to eMarketer. From the study, we found that use of search engines for research, across all internet users, dropped by six percentage points between Q1 2014 and Q1 2015, from 55% to 49%. The change is even more pronounced for 16-24 year olds, dropping 10 percentage points from 53% to 43%. This trend is being driven primarily by the rise in app usage. Mobile behaviour is fundamentally app-based – apps represent 86% of time spent on mobile (source: Flurry) – which has had a profound effect on browser usage via mobile. We are also seeing the rise of ‘social discovery’, with the top eight social networks driving over 30% of traffic to websites last year – up from 22% the previous year (source: Buzzfeed).
Today’s 16-24 year-olds are already online via mobile for more than three hours each day, showing just how much smartphones have already changed the game. However, by 2018, our global forecasts shows that the time they devote to mobile will outpace all other devices combined – a significant tipping point which will herald the arrival of the truly Mobile First consumer.
Jason Mander, Head of Trends, GlobalWebIndex
In just three years’ time mobile will outstrip all other digital devices combined when it comes to young people’s share of internet time. This has profound implications for marketers, many of whom will need to accelerate their mobile programmes to keep pace with the rapid consumer adoption of mobile.
Stefan Bardega, Chief Digital Officer, ZenithOptimedia
• High quality (47%) and fashionable (32%) are the features most associated with the top well-known luxury brands
• The lack of a “luxury” experience represents the main barrier to e-commerce, in fact on-line sales represent only 16% of total sales
• Off-line shopping outperforms e-commerce, but 40% of traditional sales are strongly impacted by digital touch points and content
• Top 6 touch points with highest impact on brand awareness and intention to buy are boutique experience (61,3%), boutique windows (60,8%), official brand websites (54,7%), face to face opinions of friends/family (52,1%), search engines (45,8%) and on-line fashion publications (43,5%)
LuxHub, the strategic consulting practice of Havas, reveals its first global observatory on The Luxury Customer Journey that examines the path to purchase for luxury fashion goods. The proprietary study, conducted in 8 markets with over 6,400 consumers and 25 brands, gives luxury fashion companies a clear understanding of the strategic roadmap they need to develop to engage their target in each market, with a strong focus on their digital transformation.
The Luxury Customer Journey (LCJ) provides an initial snapshot of the most important marketing KPI’s (top of mind, spontaneous and total awareness) before delving deeper into the more relevant content and touch points that build brand awareness and intention to buy, from traditional press and celebrity endorsement to digital word of mouth and bloggers. The study explores customer behaviour and their expectations during their e-commerce and boutique experiences, in-store mobile usage, interaction with brands’ social media pages, as well as the meaningfulness of specific content provided by the brands. It also tests consumer appreciation of the newest experience innovations.
The study confirms people aspire to luxury fashion brands because they provide the thrill associated with the sense of belonging to a selected tribe while providing the unique opportunity to show off personal connoisseurship. However, in the more mature markets during the recent economic slowdown, customers have become increasingly price and quality conscious. They are willing to pay more if they are provided with better, customized, meaningful experiences and services while they approach, select and purchase a luxury product. Even customers in emerging markets are increasingly gaining ground, moving quickly up the Luxury Pyramid, from affordable and accessible logoed products to niche and exclusive goods.
In this evolving landscape, The Luxury Customer Journey aims to unveil and highlight the most significant differences in the behaviour and expectations of the modern luxury consumer in the key European markets, the US, Middle East and China.
Some key takeouts from the Global results:
The features most associated with the top well-known luxury fashion brands are: high quality (47%), followed by fashion as in being considered ‘fashionable’ (32%), while only 26% of the 6.400 interviewees perceived them as recognizable.
The number one reason people buy a luxury good is self-reward (51%), followed by a special sales/convenience price (48%), proving that there is a strong rational approach towards purchase today that threatens many luxury brands’ founding conviction in emotional added value. As regards reasons to buy, China and the Middle East stand out for: purchasing abroad; new collection launches (underlining their passion for the “new”); and religious or national holidays emerging as important.
The study confirms that despite the boom of on-line sales, e-commerce is still not widespread for luxury fashion brands (16%), even if it’s perceived as more comfortable and convenient. The physical point of sale is still the most reassuring channel, confirming that touching and seeing a product is still an essential part of the shopping experience. The luxury experience itself represents the main barrier to e-commerce as on-line boutiques are not always able to meet customer expectations. However, even if off-line shopping still outperforms e-commerce, over 40% of traditional sales are strongly impacted by digital content, online advertising and web editorial.
The majority declare they know exactly what they want before entering a boutique to purchase a fashion luxury good. This is particularly evident in the Middle East (64%) and China (78%) where customers are very clear about what they want to buy, collecting product and brand information prior to visiting the point of sale for the purchase.
The path to purchase is almost never linear, involving interaction with different content and communication assets from owned (i.e. official websites), to paid (i.e. print advertising) and/or earned equity (i.e. word of mouth). The research shows that Millennials and the Middle East and Chinese markets have the most holistic approach to the customer journey, quickly accessing a huge amount of cross platform content. Brand storytelling is extremely important for Chinese consumers while Millennials pose a harder challenge for mature markets where brand heritage and roots have yet to become relevant for them.
The Luxury Customer Journey defines the top 6 touch-points with the highest impact on brand awareness and intention to buy: boutique experience (61,3%), boutique windows (60,8%), official brand websites (54,7%), face to face opinions of friends/family (52,1%), search engines (45,8%) and on-line fashion publications (43,5%). The weight of each touch point changes in each market and with regards to specific target audiences. For example, social media and, in particular, social CRM activities are more significant in the Middle East and China.
Smartphones are increasingly used in the physical point of sale to complete a purchase. In the US, 40% of the panel interviewed uses their mobile to compare prices, 40% of the Chinese to buy the product at a cheaper price on-line; while Europeans remain the most reticent, with 28,3% claiming they don’t use their phones at all while shopping.
All Global luxury consumers are interested in content that provides them with practical and personal advice on new trends and seasonal must-have products related to their age, profile, and taste. Customized services and special treatment are also expected as well as exclusive offers following a subscription to a brand web site and/or loyalty program.
Isabelle Harvie-Watt, Global CEO Havas LuxHub, says: “Brands, particularly the traditional luxury fashion brands, need to shift their focus to their customers and on how to engage them. They need to know their data; they need to understand their customer; they need to be global yet increasingly local and personalized in their approach; they need to become much more digital but at the same time experiential. The Luxury Consumer Journey analyses customer behaviour and expectations in depth in 8 strategic markets in the world. It is an incredible tool and should be the base for the definition of any strategic marketing plan today.”
The Luxury Customer Journey is based on a quantitative on-line survey that involved 6.400 interviews to affluent consumers across 8 markets including the US, China, UK, Spain, France, Italy, Germany and Middle East (Saudi Arabia and United Arab Emirates).
800 interviews (CAWI) were conducted in each market to people aged 25-65 y.o., who had purchased one of the selected brands* over the last 3 years (fragrances, beauty and eyewear excluded).
50% of the sample was recruited adding an income filter (> $100,000 for US, > ¥100,000 for China, > £100,000 for UK, > €60.000 for Spain, > €80.000 for France, Germany and Italy), with the exception of the Middle East.