The 21st century will be video-ludic

” Life is a game “. Thus title the last out of series of the very serious Courrier International. A supplement particularly well documented since many topics related to the game are discussed: Tourism, psychology, education, research, health … Whether you recognize it or not, the game is part of our daily lives we live in a fun world.

This being said, it is also not the revelation of the year, especially for those who regularly read this blog (see The gamification at the service of retention and transformation published in 2011 ). Gamification is thus an increasingly popular practice ( Gamification: the game more than an entertainment ), whose merits are recognized in the corporate world as well ( Gamification, ever more considered to improve well-being). employees ), that within the public authorities ( Ludify public space to encourage city dwellers to practice the city? Example by street furniture ).

In short, gambling is an essential part of our lives, from Legos to Bingo, and video games are its natural evolution. The problem is that they suffer from a very degrading image: no one takes video games seriously, whereas it is a more powerful industry than cinema. And this is the paradox of our society: with the advent of smartphones and tablets, every one day, but advertisers cling to media of the last century in a very clear loss of speed (TV, clipboard …). As a result of this paradox, there are market tensions between advertisers who fail to achieve their goals despite huge budgets invested, and traditional media who categorically refuse to question themselves and demand more and more subsidies.

Yet the numbers speak for themselves: video games are at the origin of blazing flash successes:

GTA V reaches $ 1 billion in revenue in three days
Rovio executive says the firm is the company of the millennium with a full-length feature film in the pipeline
Ustwo Spends To Keep Whale Trail Flying: From Mobile Game To E-Book To Kids’ TV Show
More than ever, it is essential to understand the importance of the game in our society and especially to change mentalities: Behind the video game, it’s all our playful culture that has changed. Certainly, the video games that make the most recipes are those related to a warrior theme ( Call of Duty, Battlefield, Splinter Cell …), but the industry has proved to us that it is capable of producing real cultural works such as Bioshock Infinite, poetic like Ico or Journey, or incredible creativity and collaboration platforms like Minecraft . I have always been a passionate advocate of video games as an artistic vehicle that can convey emotions much more effectively than movies (who has never played the night alone on his couch in Silent Hill 2 does not know what is fear …).

It is in this context that I propose to read the manifesto published by Eric Zimmerman: The 21st Century Will be Defined By Games. In this manifesto, the author explains that if the twentieth century was that of the animated image, the twenty-first century will be that of video games. The author bases his argument on several assertions:

Games have existed since antiquity (and even before that since the game of Go was invented in China well before the Christian era);
Everyone knows and wants to play (learning through play is one of the main features of the mammalian brain);
Technology has given games a second wind (in terms of creativity, realism, practicality (see iPadBoardGames );
We live in a society dominated by information and computer systems (do not hide the face anymore and stop demonizing screens);
Consumers are looking for new forms of entertainment that go beyond linear narrative (eg a movie) and offer limited interactivity (like the new Beyond Two Souls ) or total (see the open worlds). like that of GTA V );
Playful mechanics can help us solve everyday problems (see Scientific Discovery Games like Foldit ).
While you could tell me that there is also a setback to this medal, including addiction or gambling, but the site Kotaku also offers us contrasted opinions: Will The 21st Century Be Defined By Games?

Once again, whether you recognize it or not, video games are an essential part of our daily lives, our economy, and our cultural heritage. From this, it is urgent that advertisers become aware of their importance and especially that they make the necessary arbitration to take advantage of it. I am always amazed by the disproportionate disproportion between the budgets devoted to TV advertising and those devoted to digital media. It is high time to rebalance this by aligning the budgets on the time spent by the targets on each media: TV, radio, paper, web, games … The whole problem is that the communication levers used on traditional media (repetition, proclamation posture …), do not work on these new media. This will require a learning phase and exploring new ways to promote a brand, product or service. Advergames are just the beginning, we still have a century to experiment with new approaches.

Digital transformation: why now?

It’s been more than 20 years since I worked in the web environment, two decades during which I exhausted myself to explain, reassure and persuade companies of the interest of the web and digital media. If today nobody questions the necessity or the interest of the digital transformation, I would like to dwell on the combination of many socio-demo-eco-technological factors which make the digital transition become obvious: why Is it a question of survival now when it was not really a few years ago?

20 years of maturation for a profound transformation

The first Internet connection for the general public was launched in June 1994. The digital content and services we access are therefore the result of more than 20 years of evolution ( what were the websites like in 1995 ). To give you an idea of the atmosphere of the time, I recommend watching these two reports broadcast on TV in 1995 here and there.

More than two decades of evolution covering different aspects:

  • changes in usage with constant growth in online shopping ( mapping of e-commerce in 2017 ), more and more time spent on social media (see my latest social media panorama and: in 4 years, internet users have gone from 3 social accounts to 7 ) and media consumption habits that move away from the sacrosanct TV ( Evolution of media consumption patterns, Time spent with the media in France and YouTube has 1.5 billion logged-in users watching on your mobile video );
  • evolution of offers with new business models (subscription-based business, pay-as-you-go …) and new distribution channels (audio/video streaming, a generalization of content platforms and services …);
  • evolution of media with the advent of smartphones that largely dominate alternative terminals, but prepare the rise of personal assistants as well as augmented / virtual reality …);
  • evolution of technologies (online software that is emerging as the new standard, APIs and cloud computing offerings that redefine the computing landscape, the generalization of artificial intelligence, natural interfaces …);
  • evolution of marketing and communication practices ( programmatic buying, marketing automation, machine learning …).

So there has been an evolution on almost all plans. Add to this the irresistible rise in power of the GAFA that stands out as the new superpowers ( The GAFA are not our enemies … but beware anyway!, How Facebook has transformed to become the dominant media of the 21st century, How Amazon is conquering our homes and imposing itself in our daily lives ), as well as many economic, ecological, demographic, societal tensions … that shape a daily life based on the uncertainty with which it is necessary to know how to compose ( What marketing tools and practices in a VUCA world?

We all agree that this is a lot of innovations and evolutions to assimilate in a short time. The resistance to change in business is at its highest, but fortunately, the retirement of baby boomers will accelerate the renewal of assets ( The “Papy boom” will peak in 2017 ).

All this “new blood” that disembarks (and will continue to land) in a company allows to dust off the mentalities and turn the page of the twentieth century definitively to project into the twenty-first century and its projects increasingly crazy (blockchainisation of all sectors, development of neuronal interfaces, spatial conquest …).

This is why we are talking so much about digital transformation over the last two years because the pressure has never been greater to accelerate the digital transition, as well as the heavyweights of the French economy (banks, insurance companies, industrial …) than SMEs. All the factors mentioned above are cumulative to increase the impact and make the digital transformation THE priority of the companies, NOW, not in 5 years.

Are French companies well placed? Yes and no

It is always difficult to get a ranking of the best students in terms of digital transformation as the number of factors to consider is important. There is the University of Tuft, in partnership with Mastercard, which publishes for several years their Digital Evolution Index and provides a good frame of reference, but it remains debatable.

All these macroeconomic data are difficult to interpret at the level of your company, so I suggest instead to get an idea of the situation with the increase in investment ( Boudée for 10 years, France finally finds its attractiveness to foreigners ) and the new political momentum in Europe, particularly in Estonia ( Is This Tiny European Nation Preview of Our Tech Future? ) and at the national level ( Why should we take President Macron’s “nation-building” seriously? and Edouard Philippe wants to be inspired by the re-administration of Estonia ). In summary: there is a very strong dynamic that drastically increases the competitive pressure.

The good news is that there is a real awareness: according to a study by Umanis, 76% of companies believe that the digital transition is a strategic project, and 56% think that the disruption must come from the Internal ( Digital Transformation: Where are the French companies? ).

The problem is that there is a big gap between the boss/managers’ discourse and what their teams think. Last month, Capgemini published a very informative report ( The Digital Culture Challenge: Closing the Employee-Leadership Gap ), where we learn that 75% of leaders believe that their company has a culture centered on technological innovation. this feeling is only shared by 37% of employees. You will note in the following diagram that France is the country where the gap is the strongest (ouch!).

The report focuses on the cultural reluctance that is particularly strong in France (re-ouch!):

In addition to this cultural reluctance, it is above all the lack of vision that slows the digital transformation: employees do not really understand why they have to change their habits and especially to which model they should orient themselves. Basically, they are asked to “think digital” or “do more digital” without it fits into a coherent strategy. Big deal…

Successful festivals and their social media habits

The life of the festival organizer is a great challenge. It takes a tremendous amount of work to select and provide the right people, to build a dedicated work team and to form a brand image that perfectly matches the target audience. Even if you have succeeded in the above-mentioned endeavors, your marketing work never ends.

According to one of the world’s largest Eventbrite event platforms, 25% of online traffic to pages to buy tickets globally comes from social networking links. With the right marketing strategy, you can increase this traffic and turn examinations into more sales or presence registrations for your event. That’s why we ‘ve put together for your practices and tips with a proven track record that can bring your festival to the forefront of social networks.

Do not compromise on design

The interesting concept of a festival needs a creative visual identity – logo, page layout in social networks, publications, etc. Branding your festival is paramount. First visual impressions and parallel marketing (both offline and online) should professionally design the image of your festival and its personality. Good design is a great investment, so do not gamble on cheap Word solutions and posters.

Engage participants

Talented participants in your event can be priceless in raising awareness of social networks. The festival’s headliner is likely to have a solid base of social media followers as well as a loyal fan base. Work with all participants to mention your event in your feed and inform your fans.

Continue to share after the festival

Even if your event is over, you can use the social network to find the best content from visitors and share it with the world. There will always be videos and pictures that you can use to remind people how well they’ve spent or to make those who miss the event feel sorry for it. Tools like Storify can make it easier for you. It’s never too early to collect a new audience for your next edition of the festival.

Facilitate sharing

Your visitors can share photos and videos of their experiences with social networking friends. You can encourage this behavior by creating more opportunities for that. From the banal photo banner with the logo of your event to the shaping of an original special environment that naturally predisposes you to take pictures or videos for Instagram and Facebook – the variations are a lot and depend on the creativity of your team.

Define your target groups and find them online

When considering a digital marketing strategy at your festival, the first thing you need to do is segment your potential audience and create profiles for each segment. For example, families, teenagers, women over 40, etc. Once you’ve taken this step, you can decide: which social network channels to use, what online platforms and media to work as information partners, what kind of approach to using in the ad.

Pre-planning content for less stress

The content you post in social media is a magnet for web traffic and engaging a potential audience. The earlier your marketing team is ready to plan content for both before and after the festival – the better for your event and team.

The people behind the event

The team, volunteers, sponsors, participants … Tell the story of the people behind your festival. Once a week you can present one key figure from the kitchen. This will give you a more human look at your festival and remind your audience of the work that sits behind the successful realization of the event. People will appreciate this strategy and will use their profiles to promote your event further.

Hashtag as a living tool for tracking feedback

Hashtag not only helps visitors to discuss events but also facilitates organizers to track online conversations that affect the quality of the organization. The tool can serve not only to select and share user-uploaded content but can also proactively raise questions about the event. You may find complaints that you can handle on time and make your festival more enjoyable for everyone.

The "good" and the "bad" media

Nobody knows what the future of the flagship of the Swiss media, the “Neue Zürcher Zeitung”, will be in the future. The liberal-liberal editors have very little money at their disposal in comparison to other large editorial offices of Western Europe, which also have their difficulties, in order to be able to compete on a permanent basis.

Moreover, the close connection between top Swiss entrepreneurs and the publisher is already largely interrupted because there are fewer and fewer top Swiss entrepreneurs who are willing to support the publisher with advertisements for the print edition. Today foreigners are at the top of Switzerland’s most important companies, and their marketing and communication directors, for convenience’s sake, prefer Google and friends as bearers of their messages.

While the Swiss print media was still supported and at least partially financed by the public affairs departments of the large corporations in the last century, this aspect has largely disappeared today.

The bosses of large corporations, often “with Swiss roots”, like to be interviewed by the state. But they are no longer in the bag to finance these state-owned publishers also with. They have simply lost interest in intelligent reporting and analysis by the Swiss media and prefer to present themselves in London, New York, and Singapore.

With elaborate communication and marketing departments, reporting is prevented as far as possible if it deals with backgrounds that are not supposed to be public. That’s why no one really knows why UBS and CS have fallen into such a late, and hardly anyone can tell when and how Roche gets back on its feet.

It is forgotten that many Swiss pension funds and private shareholders invested in such companies urgently need this knowledge in order to achieve the required return. Above all, the presidents of the Board of Directors travel to major international shareholders, so that their trust is not lost.

Even more uncomfortable is the practice for the small specialized publications, as Inside Paradeplatz is it, which shine with high-quality information in those corners of companies that should remain hidden from the interested public:

– None of the major editorial offices, whether Tamedia, Ringier or NZZ, the parastatal radio and television SRF certainly dared, dared to question the entrepreneurial practice of Pierin Vincenz at the head of the Raiffeisen Group. The so-called “noble feathers” wrote down what Lukas Hässig had uncovered, which is why he was named “Economic Journalist of the Year”.

– Credit Suisse had a long trial of Inside Paradeplatz and lost it by a majority.

Now, so-called Swiss global corporations use a new scam to silence IP: The UBS Group and Ernst & Young have internally blocked so that their own employees can not read what the Group management is hiding from them.

There was no outcry in the Swiss media against the homemade restriction of freedom of expression. Games may continue to be played in these companies and Youtube sex videos continue to be watched, but key questions about corporate governance are taboo.

Michael Ringier, one of the most important Swiss publishers who praised himself at the beginning of his career as a great journalist, but later gave up because of lack of evidence, wrote around the last year’s awarding of the Swiss Journalists Prizes an internal rant against the laureate Lukas Hässig, in which he humiliated all his own house journalists, who did not do what a lone wolf could. He threatened his journalists that they would not be surprised if he preferred to invest in e-commerce instead of journalism.

To be fair, one has to say that Lukas Hässig, as a thorn in the flesh of the Swiss editors-in-chief, triggered a noticeable improvement in the performances of “Blick” and “Sonntags-Blick”.

Freedom of expression in Switzerland is at risk, because

– Tamedia publisher Pietro Supino, a graduate of McKinsey, is the dominant Swiss publisher in all of his publications, sharing the same opinions from the two central editors. He has fallen behind the “Coop Zeitung”, which prints nationwide at least regional editions that meet regional needs;

– Ringier continues to maintain a mostly pointless campaign journalism, as now by the example of Gerhard Pfister, the president of the Swiss CVP, was read, which one absolutely wanted to write up to the Federal Council candidate, although Pfister did not want;

– the “Neue Zürcher Zeitung”, which can no longer independently operate its regional newspapers, reaches only a minority of educated circles, preferably in the Greater Zurich area;

– The Swiss radio and television are committed to a state-sponsored journalism that even a Federal Council Johann Schneider-Ammann enough straws when he has long gone down as a speaker and presenter. The stock market show before the “Tagesschau” is a regularly recurring joke.

Where once the proud Swiss publishers celebrate themselves as bearers of the “forest of democracy”, today I only see ruins that, like the dentist, are looking for bridges to survive, be it aid from Google, their biggest adversary, and state aid is no longer excluded. Doris Leuthard’s successor must solve this.

The Swiss media landscape is quite creative. As always, when the old trees overthrow, something new is also being created on the ground: Inside Paradeplatz by Lukas Hässig, with Constantin Seibt, even the “Walliser Bote” is profitable again because with Fredy Bayard a talented entrepreneur has the responsibility as publisher take over.

While the public Swiss schools are getting worse and worse, as the competent Remo Largo writes, and neglecting their students, the younger generations are getting into the stagnant maelstrom of Internet media.

Every morning I watch the Google and Facebook zombies staring down at their screens, probably hoping for a miracle, while the true world is no longer perceived by them. These people, already up to half of our youth, become susceptible to seductions of all kinds via communication.

With them, Swiss democracy is badly damaged and may even go under.

This is where the interests of Internet companies meet those of the big global corporations. “The outlines of a new era are recognizable, in which economic oligarchs and political rulers negotiate deals among themselves, while the broader population is fed up with emotional slogans,” writes Andreas Mink in the Jewish weekly “Tachles” at the beginning of October this year.

Politics, even corporate policy, becomes a transaction, because the Anglo-Saxon economists, as Emmanuel Todd describes it, “consider the individual to be viable on its own, without social references, without values, but infinitely flexible.”

Such people, gender-neutral, are the people who populate our big cities. Whether they are Swiss citizens no longer matters. The most capable immigrants should be equal, as the UN demands and the Federal Council should soon be able to sign. Thus, the Swiss and European bourgeoisie dies, as it has been successfully built in the last 200 years.

Do people understand what is being played with them? Most probably hardly, because “the boys trust father state”. This is substantiated by a study by Ernst & Young (EY), see above, a company that relies on rest and does not want external disruptions.

Therefore, the question arises as to what better knowledge costs to preserve his spiritual independence. 365 francs will cost this year already SRG subscription, which is compulsorily collected. Aldous Huxley sends his regards. Who subscribes to three daily newspapers, the “World Week”, plus a Sunday newspaper, a regional newspaper, and a specialist newspaper, must immediately put thousands of francs on the table.

Alternatively, get Google for ten francs for 2 to 4 hours daily updated information. It is therefore understandable why the well-made free newspaper “20 Minuten”, which was introduced by the author of these lines in Switzerland, is so successful. Broad sections of Switzerland, not just the Swiss people, hardly have any cash left for the media.

Anyone who really wants to know and can afford international media will not get away with CHF 12,000 a year.

If “good” Swiss media are not even rewarded by the economy and even “bad” media such as are punished, the famous Swiss media freedom is more of a mirage than a reality.

Our Democratic Sunday Speakers of all parties prefer to treat the subject only with restraint. The few hundred good journalists in Switzerland have no choice but to hunch internally. Many emigrate to the PR industry, knowing the weaknesses of their ex-colleagues very well.