What ____ means

There are many words for it: personalization, customer relationship management, social media, etc.

What ____ means is that through the powerful tools of the web an entity (person or company) creates a more interactive, supportive, engaged relationship with individual clients.

The media, although and perhaps because it's in the communication business, believe that they have some natural ability at this new instinct. In fact their arrogance has put them way behind in the development of this instinct, and the most recent foray into paywalls is just another result of that arrogance.

A very good discussion of this comes from Janet Titterton on the Journalism.co.uk website.

(Here's the URL: http://www.journalism.co.uk/6/articles/539838.php)

And probably in your own experience you've seen how retailers and non-profits who used to not even play in the communication game (they used to play only in the advertising game) have gotten very good at CRM. Whereas media companies continue to expect primarily the one-way process.

The local art museum emails me every Friday with news of the get-together that evening, including the lecturer and the food. The library emails me two days before my books are due, and then emails me thank you for returning them. My local supermarket gives me coupons online tied to the foods I have bought in the past. My dentist reminds me online of my appointments, and includes insurance forms. My favorite department stores alerts me to pre-sales. and on and on.

If you are open to these dialogues with the market, you can get them, and they are very helpful.

And what does my newspaper and tv station and radio station and city magazine offer me. More news. Can't they be more helpful than that? What would happen if I told them what I bought, and they promised to give me the insurance and warranty information I needed, as needed. Or if they put me in touch with other people who had bought the same products so I could compare my experience, and perhaps get help when I needed it. Or if they told me who was going to be at the fundraiser that I plan to attend. Customer Relationship Marketing involves truly emphathizing with someone's needs.

What happens if the media group just emailed me to ask how I thought about their service, and what could they do differently?

Would the media companies be out of their comfort zone, by doing these things? Were the retailers, who have grown the social media side of their business, originally out of their comfort zones? I don't think so. You can't be arrogant about changing.


Media brands, from magazine publishers to newspapers, are more concerned than ever about their ability to engage customers and remain profitable - and with good reason. Never before has there been so much high quality information available for so little.

With all eyes currently on the Times paywall, or rather what some commentators are referring to as "News International’s anti-social media experiment", we are witnessing a very real struggle as media owners attempt to map out the future of their industry and evaluate how they will build profitable relationships with their customer base.

A recent survey of 3,000 members of the public, carried out by OnePoll on behalf of PR Week, found that 93 per cent of people thought newspapers should use advertising rather than a paywall to make money online. Only time will tell if the paywall works or not, but it would be inaccurate to say it’s the only hope for publishers. There are other revenues streams, such as discounted reader offers and brand partnerships, and real potential in these areas.

Learn from other sectors

Publishers could learn from leading brands in sectors such as retail and financial services, who have been maximising both customer engagement and generating additional revenue from the mass market very successfully for years. They have achieved this by offering 'added value propositions' tailored to their customer segments, which both differentiates their brands and enhances their core product and service offering.

The retail sector is an expert at generating stronger relationships with value-added propositions that enhance the customer experience and generate incremental revenue. Take Comet for example, when you buy a flat screen television you also have the option to use their expert installation service to make sure everything works perfectly and then the annual repair service for peace of mind on all existing and future electrical purchases. This widens the Comet customer value proposition, and encourages repeat business at Comet.

In the financial sector, banks offer memberships for a monthly or annual fee, such as NatWest’s Advantage Gold that provides customers with a package of benefits that provides greater value to their everyday lives and keeps them engaged with the brand. These benefits, such as home and travel insurance, fraud protection, and vehicle breakdown cover have a high perceived value and are sold at a significantly cheaper price than if the customer bought these benefits separately.

Astoundingly though, recent research carried out by incremental revenue specialists Collinson Latitude found that one third of publishers are yet to tap into these revenue opportunities in any way and 40 per cent of publishers said that they have never considered providing customers with membership packages.

By the way here is Janet Titterton's full post:

The existing approach that media brands use for added value memberships is focused around discounts and offers. Times+ is the best current example, as it tries to differentiate its offers by theming them around the readers’ key areas of interest, such as culture, travel and food. However, Times+ will struggle to provide differentiation and exclusivity to the discount based offering. Publishers can go much further than this to build sustainable relationships by offering mass market products and services of a high perceived value bundled into a membership, including benefits serving customer preferences such as travel or leisure.

Need to understand reader lifestyles

The true opportunity for the publishing industry is to understand readers' lifestyles, personal journeys and experiences, in the context of their brand and the customers’ perspective of where they see value to develop new commercial membership propositions. So how can publishers do this in a way that will fit with the existing business model and produce sustainable results?

Use the customer insight - publishers have a huge amount of data on their readers; after all this is what is used to sell targeted advertising space. This information could be mined so publishers can understand their different customer profiles and where they are best placed to add value with relevant product and service extensions. More importantly, they need to also understand not what their core, loyal paper subscribers would buy from them, but what their wider online readership would too.

The power of partnerships - this is key to generating greater relevance to the vast online audience, who don’t necessarily associate themselves with a specific publication. Publishers can explore different partnership models that serve contemporary needs, rather than a constant stream of one off discount offers, or links to partner’s websites. Brand extensions with commercial partner propositions that are contextually relevant, targeted to their wider readership, will enable them to retain and grow a direct customer relationship and benefit from the recurring revenue.

Package the content – the publishing industry would struggle to compete with businesses selling products such as travel insurance or flights, as they will never be able to differentiate their offering on price, product quality or keep up with innovation. Where the publishing industry has a unique opportunity is to create packages of products that their customers would need for everyday or regular experiences which is not currently being provided by others. For example, newspapers have been protecting customers from unfair travel charges and scams, and providing information on how to make the most from holidays for some time – not the airlines, hotels, car hire or travel insurance providers.

What better place to start than by creating a travel membership that provides piece of mind by offering products and services consumers need whenever they travel? This would also leverage journalists’ knowledge of how to make the travel experience easier, faster and more exclusive by supplying aspirational products and services that wouldn’t normally be easily accessible. Bundling relevant products and services also provides consumers with convenience, and publishers with the opportunity to acquire more behavioral data for refined targeting, value extension, relationship building and long term revenue.

Look for innovative ways to add value – more and more publishers are realising the value of smartphone (and iPad) apps. This is a great example of how new technology offers a way to add value to existing content that the consumer is happy to pay for, and tap in to new audiences. These innovations represent new channels to build more sustainable and profitable relationships with more customers whilst finding new ways to engage with them in their every day lives.

There is no doubt that these are challenging times for publishers, with consumers that are more demanding, harder to engage, and less willing to pay for the content they receive. But incremental revenue delivered from product extensions provides a way for publishers to not only survive, but to capitalise on the shifting media landscape, and thrive.

Embed virtuality or improve data?

I wonder if there are not two divergent approaches to the future of the internet.

There's the sixth sense approach, which says the world for the last 15 years has been creating a virtual reality that reflects physical reality, and needs to reverse and begin to build a physical reality that reflects the virtual world.

Here is a youtube video on that: http://www.youtube.com/watch?v=mUdDhWfpqxg

And the semantical approach that believes the problem is data itself. We move data beautifully, but the data is so poor the results are underwhelming. We need to take data to the level of information and even eventually knowledge and, don't feint, perhaps, vision. Here is a great youtube explanation of that point of view.

http://www.iiea.com/events/semantic-web-from-web-20-to-web-30?gclid=CPmny9_E8qICFSA5gwodhlE9kw

Why not solve for both?

Google aboard

When Google CEO Eric Schmidt speaks the world listens.
So here is the dawning of the inevitable, long-awaited new day:

In a 16 minute speech delivered at The Guardian's Activate 2010 summit, Eric Schmidt, CEO of Google since 2001, was asked what he thought of the future of newspapers: "What does the newsreading experience look like many years from now? . . . The most important thing is that it will be more personalised."

Except for the fact that the British spell personalised with an "s" and I spell it with a "z" we are, and have been for a long time, in complete agreement. If you agree register to come to the Personalize Media conference next year.

Read the complete story from the Guardian, which by the way is in a direct fight with Murdoch's Times of London, that not coincidentally today went totally behind a paywall. Black and white reactions to the web.

Headline: Google CEO: the future of newspapers is online - and mobile

Posted by Colin Heilbut on July 2, 2010 at 1:47 PM
In a 16 minute speech delivered at The Guardian's Activate 2010 summit, Eric Schmidt, CEO of Google since 2001, said that the experience of reading news will move to digital devices quite rapidly - and that it will involve personalized and local news which will be alert to your interests and existing knowledge. Among the numerous trends and shifts pointed about by Schmidt during his speech, one particularly relevant note for the newspaper industry was made in regards to mobile strategy. "Mobile is the hottest area of computer technology," Schmidt said. "The smartest developers now are writing apps for mobile before they write for Windows or Apple Mac desktop operating systems. Part of that is because these devices are hugely personal to us when we use them." Schmidt also addressed paywalls, News Corp. and the future of newspapers.
Asked what he thought of the future of newspapers, Schmidt said: "What does the newsreading experience look like many years from now? I think it's delivered to a digital device, which has text, obviously, but also colour, and video, and the ability to dig very deeply into what you are supplied with. At the moment we have readers, but it's not intelligent enough; newspapers often tell me what I already know. We'll have advertising products that are much more media-centric. The most important thing is that it will be more personalised."

When asked about paywalls, Schmidt refused to issue an outright condemnation. Rather, he said that "At Google we want to offer every publisher pieces for you to do with as you see fit," he said. "Murdoch's comment [Google is a "thief and a parasite" for its indexing operation of the Times site] was really about paywalls. There's a dispute in the [news] industry about subscriptions versus advertising. We want to enable both, and let users choose. But there are many publishers with large sites which have been offered the choice to go to a paywall, but don't, because they reckon they can make it work. Others want a subscription because that's the model they're used to."

But he said that newspapers faced real challenges because "they're replacing analogue dollars with digital cents, and a lot of people are losing their jobs as a result. It's much less bad here in Britain, perhaps because of the history of newspapers here, but in the US there are unhappy people who are losing audience at a faster and faster rate."

Instead, he said, organizations should build their strategies around the internet - and especially mobile. "The corollary of 'internet first' is 'mobile first'," he said. But he said that the improved targeting of news and information, possibly with more personalized services, "opens fundamental questions: news will become more personal, because we will be reading what we know we're interested in. But is that too narrow? How does serendipity occur? Does that personalization narrow our social view? If you follow the results of studies, it turns out that can lead to all sorts of biases. I don't know the answer, but to me this is a very fundamental question."

All things considered, Schmidt's intelligent commentary and analysis did not deliver any surprises nor hints about Google's news strategies or products. The emphasis on mobile technology should not come as a shock to anyone, but Schmidt did do an excellent job of arguing for exactly why resources need to be applied to mobile as the first priority, given the disproportionate adoption and growth rates for mobile devices and the close personal relationship consumers have with them.