The major French media are embarking on the battle of the data, you should too!

Last week was rich in announcements for French media with the announcement of the upcoming launch of two initiatives common to several major players in the press. Two excellent initiatives that lead to a simple question: why did not they react earlier? The hegemony of Google, Facebook and major platforms is such that one is entitled to wonder if it is already too late … And the worst thing in this story is that the question is also valid for advertisers. It is therefore high time for you to seriously consider the implementation of a major “data” project.

A solution to fight the hegemony of Google and Facebook

Nobody is supposed to ignore the dominance of Google and Facebook as sources of traffic, on average 40 to 50% of incoming traffic to a site ( Lifestyle Audiences Live on Facebook, Technology Readers Still Want Google Search ). A trend that we have seen for a few years now and which is only intensifying, even in Europe ( Is Google or Facebook the main traffic source for publishers? ). A trend that is not likely to be reversed as uses are shifted to smartphones, where Facebook and Google reign as masters and publishers accelerate the movement by exploiting new platforms ( WhatsApp rises as a major force in news media ).

I had already addressed the subject in 2015 ( The advent of content platforms and the revenge of syndication ) with the launch of native articles ( Instant Articles at Facebook, Accelerated Mobile Pages at Google). If at the time publishers saw a solution to boost their visibility, they quickly disappointed so much their audience was vampirized by these two platforms ( The Guardian is getting 60 percent of its Google mobile traffic from AMP ). And since then, the situation has become more complex with the rise of disturbances ( Snapchat: the hijacker of Silicon Valley which upsets the media ) and with the worsening of the problem of fake news, thus loss of confidence of the Net surfers.

The tension has still mounted a notch with the announcement by Google’s Digital News Initiative to fund up to 800 K € a large-scale experiment in automated content writing local ( Google is funding the creation of software that writes local news stories ). Groups!

In a word like a hundred: it sucks, to death …

No, the robots are not going to replace the journalists (maybe some freelance work, but it’s negligible). What is, on the other hand, is very worrying, it is the fact that Google and Facebook collect today the major part of the advertising revenues (between 60% and 75% according to the markets). This phenomenon is not new, it has already been explained and commented ( What Killed The Newspapers? Google Gold or Gold? …? ).

But talking about it does not solve the problem for publishers who see their advertising revenues decline every year ( Google and Facebook nowadays, and in the World Combined ). There are many factors to consider in explaining this erosion, but I think I’m right in saying that the two factors that have contributed the most to the establishment of this duopoly are the uninterrupted growth of Google’s audience – Facebook, and the shift to programmatic purchasing patterns.

If Facebook and Google are so popular with advertisers, it is that they represent an easy solution by offering both a large audience and simple advertising solutions, but sophisticated. A winning combination against which publishers could not fight in isolation.

The “Airbus of the data”

It is with great curiosity that I witnessed last week the announcement of the creation of an alliance among many French publishers (see the report published here: Alliance Gravity, L’union fit the data ).

To summarize a long explanation: the data is the raw material of advertising agencies. More data = better CPM. Data has become a key issue for the media, which has decided to join forces to reach critical mass and offer advertisers one-stop shopping. The Gravity Alliance is therefore made up of numerous national publishers (Les Echos, Lagardère, Challenge, Condé Nast, Le Parisien, Prisma Media …), local publishers (Le Télégramme, La Montagne, Sud Ouest …), service providers (SoLoCal), an operator (SFR) and commercial sites (Fnac-Darty). The objective was to create a common platform where are aggregated a dozen billion data every month, collected from a hundred media.

The promise to advertisers is to offer an alternative to the accuracy of Google, the power of Facebook or the creativity of Snapchat. For the moment, the Alliance announces a daily reach of 44% (ie the ability to reach 44 out of 100 users every day), which should increase as more partners join the Alliance. You will note that similar initiatives already existed in France (La Place Média, Audience Square …) and in Europe (eg Emetriq in Germany), but this one has an even stronger ambition.

Two days after this announcement, it was the turn of the Le Figaro and Le Monde newspapers to announce the launch of an equivalent initiative: Le Figaro and Le Monde launched Skyline, a direct digital advertising marketplace. The justification for this second initiative is the same: fight against GAFA, Google and Facebook and particular, and platforms in general.

You will understand: the major French publishers are embarking on an arms race to keep pace with Google and Facebook. At the heart of this battle: data, which allows to target Internet users according to their profile (eg sex, age, level of education and income …), their behavior (eg hunter good deals), their interests (eg food, DIY …), their intention to buy (eg change of car or TV), their moments of life (ex: marriage, birth of a child, divorce, retirement…). The more the partners of a group are diversified and the more the profiles are varied. The denser the content, the richer the targeting data. This explains these two initiatives: pooling data to revalue the advertising inventory.

You could tell me that these alliances are useless if you install a banner blocker (which prevents the display of the banner, but also the collection of data). And I would say that there are internal initiatives like Prisma Media with MyAdFilter, a fair advertising filter. These alliances would make it much easier to deploy solutions like this on a large scale and begin to address constructively the problem of saturation advertising.

Data is a strategic asset for the major media, as for advertisers


So … the big French media unite to increase their chances of survival thanks to the data. If one can not really envisage an alliance of the same type on customer data, the data is nonetheless an essential raw material for advertisers, as well to improve the targeting of advertising ( If you want to deliver ads, you’ve gotten to get better at using data ), than to improve loyalty ( Data at the heart of CRM strategies ), the impact of publications ( The Hack: Having a Media Company Mentality ) or the relevance of artificial intelligences ( The importance of data, and humans, for machine learning ).

It is in the interest of advertisers to help them improve the collection, processing, and exploitation of their data, before the GAFAs do it for them, for a commission of course. Some talk about “Google tax” or “Amazon tax”. I would rather call it “take a position on a vacant place” because it is clear that the data is still largely underutilized: The data seen by French advertisers.

The study published by Quantcast is thus revealing the situation for many advertisers: the data is there, available, but not really exploited. We can thus see that the data are mainly used to make geographic segmentation.

It is therefore absurd to note that some publishers prefer to use Facebook or Google data than internal data because they are more reliable and easily accessible in their advertising platform. This is contributing to the increased reliance on Google and Facebook, especially as lawmakers are at risk of cutting the clutter of outside data providers ( Third Party Data: Chronicle of an Announced Death ).

More than ever, advertisers are under pressure to launch a major data-driven project in order to build an ambitious technical platform to transform the potential of data-marketing. Unfortunately, this means assembling a number of technological bricks and stacking many hosted services in order to have an overview of customer data and make them accessible to different tools ( The five layers of Marketing Data Technology: Backbone, Discovery, Delivery, Activation, and Automation ).

The promise is beautiful, but do not be fooled: the best tools on the market will not deliver their full potential without the right skills and without a true culture of data disseminated to all layers of the decision-making pyramid ( Five building blocks of a data-driven culture ).

In summary: to survive the threat of the GAFA, it will be necessary to attack them on their ground (data) and acquire skills, tools, culture … all this requires time and pedagogy. It is not too late, the battle has just begun for the major publishers, they show the way, you to inspire you to build convictions.

Social Media Trends 2017 – 2018

For more than 10 years, social media has been permanently installed in France. They are so well installed that it seems like they’ve always been part of the landscape, like TV. Except that TV hardly evolves, while the social media are in perpetual renewal and transformation. I propose you to make an inventory of the main trends of 2017 and what to expect for next year.

Last week, I was invited by Strategies magazine to speak about the major trends in social media. An exercise more complicated than it seems in recent months have been hectic, but a very interesting exercise, because taking the step back is the only way to measure the relevance of the actions carried out and those that are planned. I propose you a summary of my speech, of which you will find the slideshow at the end of the article.

What you already know

Facebook and Google share the biggest part of the pie. I think you do not learn anything by saying that social media today is dominated by the duopoly Facebook – Google who have the largest social platforms (YouTube, Instagram, WhatsApp …). This duopoly is not new and generates a huge imbalance in the distribution of advertising budgets ( Google and Facebook bring in one-fifth of global ad revenue ). A situation that worries, against which many are those who seek to fight ( The Race Is On Google-Google Challenge ‘Duopoly’ in Digital Advertising ), but in the end suits the advertisers well, because it limits the work of planning (two advertising agencies cover almost all audiences).

Messaging apps are more popular than ever. Again, I hope I do not teach you anything: mobile messaging apps have grown dramatically in popularity, thanks to a steady stream of new features. Explosive Uses ( WhatsApp: Now one billion people send 55 billion messages per day ), even on apps that are not the property of Facebook ( Skype for Android hits 1 billion downloads on Google Play ) and increasingly sophisticated advertising solutions ( Facebook tests tool to make it easier for businesses to send message blasts on Messenger ). The French socionautes do not deviate from the rule with a clear preference for Messenger and WhatsApp ( To communicate, the French prefer Gmail, Facebook Messenger, and WhatsApp ).

Chatbots are becoming commonplace. We talked a lot about it last year, the media craze has passed, but the uses remain with a rate of adoption among advertisers that is increasing steadily: 38% of companies are currently deploying their chatbot.

The triumph of the video. Easier to consume than texts and above all, requiring less effort, the video has become THE reference format for social media. If the smartphone has dethroned the TV is simply because viewers now have a TV in their pocket, permanently connected and searchable anywhere ( 50% of the video will be mobile by 2020 ). A trend that has not escaped the advertisers who rushed on this format, causing a beginning of saturation: The rise (and fall) of autoplay video, in 5 charts.

So, they fall back on sponsored videos, less polluting, but more expensive and complex to handle for non-affinity brands ( The emergence of branded web-series ).

The generalization of GIFs and stories. I guess that trend has not escaped you either: the use of animated GIFs to brighten publications. Almost as fun as videos, GIFs are much cheaper to produce, we can even reuse them to infinity. A practice that has now become a quite respectable business: In Six Seconds, Giphy Could Make Billions. Ditto for stories, a format popularized by Snapchat, but has since been adopted by Instagram, Messenger, WhatsApp, Facebook, and even YouTube. Certainly, the most interesting publication format to work today.

The revenge of social commerce. Who remembers online shops encapsulated in a tab of a Facebook page? If these attempts are retrospectively smiled, happy shoppable is now a reality which all advertisers benefit ( Why shoppable happy is the future for e-commerce businesses ) and that are found on all major social platforms, Pinterest to Instagram in going through Facebook.

The many scandals of brand safety. The US elections were an opportunity for many activists to speak out and try to rally voters to their cause. This has resulted in a significant increase in politicized content and thus mechanically extremist content. Content that was not necessarily moderate and that was available in the advertising inventory of major platforms. But to the extent that more than half of the advertising slots are bought by machines, some advertisements for quite respectable advertisers have found themselves next to much less respectable content.

This resulted in panic among advertisers that have either cut their budget ( P & G slaches digital ads by $ 140M over brand safety ) or were carried over to other formats ( Native ads gain as Advertisers seek brand safety away from programmatic ). The situation is visibly back to normal with very strong commitments formulated by Facebook, Google, Twitter … to moderate content and implements contextual analysis algorithms to limit the risk.

These 7 trends are roughly those that marked the year. Of course, there have been others, but of less importance.

What to prepare for

As stated in the article’s introduction, social media is constantly changing, under the influence of various factors: technological, legislative, functional … Let’s look at the uses and practices that will increase in the coming months.

Data becomes a major economic issue. Data has always been the raw material of marketing (and therefore advertising) and business intelligence. That being said, with the explosion of data production and the new regulation (does the GDPR mark the end of the golden age of online advertising? ) Data management has become a reality. the subject of prime importance for companies. First, because there is a deadline that inexorably approaches ( The state of the ad industry’s preparations for the GDPR, in 4 charts ), and because this new regulation will completely revolutionize advertising practices, but also media ( How marketers are planning for ‘post-cookie’ digital media ). It is therefore urgent to appoint a manager and to define a coherent and ambitious action plan.

The end of the natural reach. Last month, Facebook conducted an experiment in several “small” markets (Slovakia, Serbia, Bolivia, Guatemala, Cambodia …) to isolate the publications of the pages in a tab apart: Facebook’s reach-killing test in Slovakia is a big warning to all media. We already knew for many years that the natural reach was very low for advertisers, but here we are talking about a pure and simple withdrawal of non-sponsored news feed publications. Suffice to say that the worry is at the highest … whatever … would that really change the situation? Let’s face it: apart from a minority of ultra-affinity brands, most publications are sponsored, so in the end, it would not change much. Certainly, for the moment it is officially not a question of reiterating the experience, but we must not be divinely understood that we are moving slowly, but surely towards this scenario. Start saving now, because your Facebook budget is not ready to go down!

More micro-influencers and ambassadors. If advertisers can no longer use their page or account as a reliable communication channel, they still have the ability to use those of others. This is the principle of influencers who “rent” their audience through product placement. Practices that quickly became widespread but normalized ( Instagram pushes more influencers to adopt its new format for sponsored posts ). We are therefore moving from the Stone Age to the Iron Age, with both a better understanding of the uses ( Marketing Influence: consumer expectations and the impact of influencers ) and the stakes ( objectives, efficiency, and limits of marketing). influence on Instagram ), as well as more powerful tools to fight against fraud (the “fake” influencers, black marketers’ beasts ). If there are now many platforms to facilitate the creation of a campaign and mobilize thousands of micro-influencers in a few clicks of the mouse and in quite reasonable cost orders, the ideal is to start now to internalize these practices, especially with ambassador programs (eg Meet the new ASOS ambassadors bringing fashion to your campus ) that combine proximity and reach; but also relying on your employees: What Is Employee Advocacy & How Does It Really Work? and 10 Brands That “Get” Employee Advocacy.

Brands suffering from alternate realities. The year 2017 was marked by numerous revelations of large-scale manipulation of public opinion through massive use of social media ( Russian-backed content may have reached 126 million on Facebook, Russian groups made 1,100 YouTube videos during 2016 US election, Russia used to report to Brexit …). A proliferation of fake news that leads citizens to be wary of the media … and to turn to alternative sources of information, the very ones that are behind the fake news, a shame! If the phenomenon worries by its magnitude, it has enough to make advertisers nervous, because several scandals based on alternative facts to report: Pepsi-Cola, New Balance ( New Balance) ) or even more recently French banks ( The National Front encourages its voters to leave the Société Générale and HSBC in retaliation for the closure of accounts ).

Of course, these brands have reacted to attacks, but in a climate of permanent suspicion, a small group of well-organized activists can be quite harmful to a brand. It is up to you to prepare for it and to define crisis scenarios that are robust enough because no one is safe. And remember: ” there is no truth, only points of view “.

Discovering Generation A Forget the millennials, they grew up, got married and settled in the suburbs, adopting the same lifestyles, aspirations, and concerns that previous generations ( Millennial Americans Are Moving to the ‘Burbs, Buying Big SUVs ). If you really want to prepare for the future and take a place in the subconscious of future consumers, it is the generation A members that must be targeted now. Problem: These college kids are born almost at the same time as YouTube, Spotify, Netflix or AdBlock +. They grew up in a completely digital environment with permanent access to an infinite amount of content and services. From the 6th, they have already toured the most famous YouTubers and turn to much more trash content (eg the Gauntlet Challenge ) and are no longer satisfied with what they can see on TV or hear at the radio. In synthesis: it will be by far the most complex audience to address. Do not think to attract their attention with the same recipes as for previous generations, you will have to surpass yourself, both in creativity and in execution. So much to get started now or you will not have a chance to exist the day they will have more purchasing power.

We live now in a mobile world

” Everyone will soon have a smartphone, ” said Eric Schimdt (the president of Google) a few years ago. But his statements earlier this year were much more explicit: ” the trend was that the mobile was winning, it has now won ” ( Eric Schmidt makes 2014 predictions, says mobile has won ). Understand that the debate over whether mobile devices are more important than computers is behind us. To be exact, the tipping point took place in 2011.

It sold nearly 1 billion smartphones in 2013: 1,000,000,000 smartphones, and we do not even count the tablets! ( Smartphone sales may have topped 1 trillion in 2013 ). In less than 5 years, mobile devices have become the majority, a historical record in the pace of adoption, dethroning the couple Windows / Intel.

Ultra-fast growth boosted by Asian markets and not likely to slow with demand from South American and African markets. The advent of mobile devices is not a phenomenon to be taken lightly, as it is redefining access to information and the computer tool itself: Postmodern computing.

I imagine that you already knew these figures, but I think it is important to come back to measure the extent of the phenomenon.

The smartphone is the remote control of our everyday

Even if the penetration rate of smartphones remains less than half of the French population, we really feel that smartphones are everywhere. Imagine what it will be in two years when the market share reaches 75% (a barely optimistic projection). Already in 2011, I analyzed the growing importance of smartphones in our daily lives, and this place has only increased. I love the analogy that says smartphones are the stuff of adults: always at hand, thanks to smartphones we stay in touch with our family and friends, we are omniscient and omnipotent.

Our addiction to mobile devices is such that sociologists have also identified many behavioral drifts : sleep disorder ( Six in 10 Brits now sleep deprived because of smartphones and computers ), anguish related to the loss of his phone ( Nomophobia, the evil of the 21st century ), fear of missing something ( Do you have FOMO: Fear Of Missing Out? ), fashion of the selfies … Worse: the addiction to smartphones increases from year to year ( The Rise of the Mobile Addict ).

You suspect that such a phenomenon will not be without consequences for advertisers and online service providers. These months I have spotted a number of strong signals:

  • The strategic reorientation of web giants to mobile devices like Yahoo or Facebook ( Yahoo is a mobile-first company and Facebook Passes 1B Mobile Users );
  • The launch of mobile device offerings by major publishers ( IBM’s French R & D is paving the way for their new mobile-focused business and Microsoft Launches Enterprise Mobility Suite );
  • The success of mobile communication applications ( WhatsApp passes 500 million active users, says over 700 million photos and 100 million videos are shared daily );
  • Retraining of online portals or services ( CNN Digital Posts Best Year Ever, Dominates Mobile and Mail.ru launches an email service only accessible from a smartphone );
  • The redesign of mobile-first information sites like Time or Eurosport …

In short, I have the impression that everything is now revolving around the mobile. It is not a coincidence that the vast majority of statups bought by Facebook are mobile applications. Why such an interest? Because smartphones make almost the same services as a computer (access to information and services, entertainment …) but keep in the pocket, are always on / connected and allow a high level of customization.

A distorted Western vision of reality

The mobiles have thus conquered the planet. Yes, but obviously not everyone has realized it yet. The majority of people I meet in my day-to-day work still consider mobile as an additional activity, a complement of the web. The discussions that I can have with them are often addressed by a ” we have a mobile application in preparation “. Yes and then, I already spoke on this subject two years ago and the situation has not changed: mobile applications only postpone the deadline ( Why to launch a mobile application is useless ).

Certainly, there is this famous diagram that we go out all the sauces to justify the use of mobile applications: Apps Solidify Leadership Six Years into the Mobile Revolution.

The problem with this scheme is that it is misleading: 2/3 of mobile users are games, social applications and communication and Youtube (which is installed by default on smartphones). Is it really relevant to compare the time spent on a browser with that spent on Angry Birds or Snapchat? It’s like you’re saying, “Business users use Outlook for 99% of the time their computer is turned on, so we do not need a website, just a newsletter .” As I have had many opportunities to repeat: mobile apps are a fantasy. Would you consider developing PC software for your online store or website? No, because you would find it absurd to have to force your visitors to download, install and set up your software. For smartphones it’s the same thing: the whole point of a mobile application is to offer a quality experience in a context of intensive use: a game, social network or communication tools that we will consult several once a day on the run (as soon as you have 3 minutes to lose).

The reality is that only a minority of publishers can justify the use of a mobile application: eBay, Private Sales, Voyages SNCF … For others, the commitment to the brand is far too weak to justify the use of an application. Whenever I discuss the subject on my blogs, I get a rush of developers who tell me that users want fast and efficient mobile applications. I doubt that mobile users are openly expressing the desire to install a native application: what they want is to buy shoes, check an opening time, compare prices … no matter how they manage, It’s important to get there with the least amount of complication (see Mobile apps cost too much, bet on the web instead ).

Rest assured, the purpose of this article is not to relaunch the debate on application vs. mobile site, but rather to make you realize that we Westerners, have a distorted view of reality because a very large majority of our homes have a computer and an ADSL connection. In other parts of the world, mobile devices are the only way to access the internet or even the only means of empowerment (especially for women in Africa). As a result of this distorted view, there is a clear lack of discernment by advertisers and content editors / online services who devote a still largely insufficient budget to “mobile” operations. The gap between the budgets allocated to traditional media, the web, and mobile terminals are enormous and especially completely out of sync with the reality of uses and the time spent on each of these media. by demonstrating more pragmatism, much more needs to be done to invest in the mobile devices that are at the heart of consumer life, not the television or the press that are now on the periphery (see What’s next for television on time? P2P and SoLoMo? ).

In fact, what we really need is a complete re-education around mobility. 10 years of frenetic growth and forced innovation have left advertisers and publishers confused about what mobile internet really is. I had already addressed the subject 7 years ago ( Do not confuse more mobile internet and internet mobility ), but I think it’s time to review my speech and be much more explicit.

Mobile is dead

Matias Duarte, the head of design in the Android team said this surprising phrase in a recent interview: Matias Duarte, Head of Android Design on the Death of Mobile. His explanation cannot be fairer: the “mobile” Internet no longer exists to the extent that we can not really make the distinction with the “normal” Internet. Smartphones have made such progress and publishers have made such changes that we now access any content or service online with his computer, his smartphone or tablet. The mobile dimension is obsolete because mobile devices are ubiquitous in our daily habits and reflexes.

This statement is perfectly consistent with the advent of the multichannel consumer: it makes fun of the difficulties for a distribution chain to operate different channels simultaneously (from a computer or logistical point of view), for him, it’s the same thing. From this observation, everything must be reviewed in the way of understanding the behavior of users, their needs, the way offers are promoted and sold, and in the relationship that will settle with the brand. The idea is not to turn everything around mobile devices, but rather to integrate them into all stages of the customer lifecycle.

The most important steps, in my opinion, are those of need recognition and information retrieval: during these stages, a prospect will become aware of a need (a new pair of shoes, an outing, a vacation …) and immediately start to inquire. For that, he will use the terminal he has on hand: his smartphone. The problem is that it is in the preliminary research phase (it informs itself informally), so it is certainly not motivated enough to install the mobile applications of all the brands or services it will use. If you are not present in good conditions during this step, it is unlikely that this user will think of you when he will intensify his searches later on his computer. So yes, indeed, we do not buy on a smartphone, however, we get information and possibly compare prices. Brands and publishers of services that do not offer a mobile version of their site are thus removed from the first stages of the purchase cycle. That’s what a mobile-friendly website is all about: staying in the running. Developing a mobile app will not help you achieve this unless you call yourself Amazon and your spontaneous awareness rate is close to 100%.

All this to say that mobility is an ultra-hot issue around which many myths and misconceptions persist. It is high time that brands and advertisers remove their blinders and really get involved in a process of transformation of their communication, sales tools, distribution channels, internal processes … I am finalizing the writing of a book to this subject. I’ve already written 2/3, it should be released next month. I also say that my blogs will undergo a radical transformation to adopt a mobile approach first (it’s the least of things after all that I just told).

The battle of advertising will be won thanks to the data

Google and Facebook dominate the online advertising market outrageously. A domination that all market players denounce because they fail to fight against. However, the competition is organized, especially the major players in computing (Amazon, Microsoft, IBM) that provide a very credible alternative offer while Apple comes to play spoilsports. In any case, do not fool yourself, GAFAMI is and remains the only masters of the game.

Google and Facebook reign supreme over intentionalists and social partners

Last week in Cologne the high mass of online advertising: dmexco. As every year, there are nearly 40,000 professionals in the sector who come together to agree that it was better before, but that the future opens up a lot of opportunities, so we should not Too much interest in half-empty glass, though not quite (the GDRP), but still a little (interesting report published here: Top five takeaways from Dmexco 2017 ).

Invariably for 5 years, it is mainly about two heavyweights in the category: Google and Facebook. It is clear that their hand on the market of online advertising has grown steadily over the years, both in terms of volume ( Google and Facebook bring in one-fifth of global ad revenue ), growth ( Google and Facebook Account for Nearly All Growth in Digital Ads ), and it is not about to stop as evidenced by the latest quarterly reports ( Quarterly earnings for Google ).

This dominant position is also not without posing problems of abuse of a dominant position, as is the case with the lack of transparency in the campaign reports and dubious figures that are used for advertisers: Facebook audience inflation is a global issue. This year, the market has found a bone to gnaw with the blockchain, miracle technology supposed to rebuff the cards ( Can Blockchain Solve Technology Digital Marketing ‘s Ad – Fraud Problems or Can blockchain restore trust in online advertising?

The competition is grumbling, it does not change the reasons for this dominance: If half advertising budgets are captured by Google and Facebook, it’s simply because their ads work better. On the one hand, Google has 15 years of a search history of billions of Internet users looking for answers to their questions (intentionalists). On the other hand, Facebook has 10 years of sharing history, like, comments, messages & see among the billions of users of its social platforms (socionautes).

All this data is agglomerated, processed and made available to advertisers through numerous advertising solutions. That’s what made the fortune of Google and Facebook, and that fuels the greed of many contenders.

Amazon is already starting to recover some of the advertising pie

The strength of Google and Facebook lies in the accuracy of their advertising targeting with the data of their users. Translation: the more data we have on Internet users, the more legitimate we are to sell advertising solutions. In any case, this is the starting point of the reflection led by Amazon which has distinguished itself this year as the new entrant in the advertising market: Amazon makes its presence known at Dmexc. You will notice that the arrival of Amazon on the market is not new since they have perfected their offer for many months: Amazon grows its programmatic ad business.

This new line of services is not really a surprise since Amazon already offers advertisers sponsored search results. A rather lucrative business in that more than half of the research prior to the purchase of a product is now done directly on Amazon: Amazon is eating into Google’s territory, and it’s only going to get worse.

In some markets, the reaction of advertisers to this offer is very encouraging and very worrying for Google: Amazon.com Galvanized by this first decisive victory, by its tremendous computing power (AWS) and by the consumption data of its customers, Amazon logically entered the programmatic buying market last year: With its new cloud-based header bidding, Amazon is taking another step towards building an adtech powerhouse .

Believe it or not, but if you have a website, you can give Amazon ad inventory management. Some see it as a great opportunity to shake up the current duopoly and give advertisers more bargaining power, for good reason.

Microsoft returns to the race with LinkedIn

Let’s recap:

  • Google dominates the market with data of intent (search engine) and data of interest (video views on YouTube);
  • Facebook is on the heels of social interaction data on its various platforms (Facebook, Groups, Messenger, Instagram, WhatsApp …);
  • Amazon is catching up with consumption data from its customers.

If we can assume that the BtoC market for online advertising is starting to be locked, things are different for the BtoB market. The corporate world is indeed a territory on which Microsoft is ultra-dominant (roughly 25 years). All they needed was a very large audience on which to place the ads. They had MSN, but this portal has lost its beautiful (euphemism), they failed to impose Bing, no matter, they got paid LinkedIn, and with its hundreds of millions of members, it is largely the case: LinkedIn passes 500 million member milestone.

The audience of the largest BtoB social network combined with Microsoft know-how (recall that it is a historical actor of online advertising thanks to their Atlas advertising server technology resold to Facebook in 2013) form a real machine of war advertisement that unfolds little by little : LinkedIn raises its ad tech game, launches Audience Network across ‘tens of thousands’ of sites and apps

It is now officially possible to buy advertising slots in many mobile applications through LinkedIn’s management.

I’m not guessing, but I think this new offer will very quickly expand to many sites and BtoB services (eg free online applications). Here again, the data of LinkedIn members make it a formidable machine to target professionals.

IBM attempts a breakthrough in the conversational banner niche

More discreet, not really legitimate in the advertising market, but nevertheless very respected by the Directorates-General, IBM also embarked on the race two years ago with the acquisition of Weather.com and its meteorological data: IBM bought The Weather Company because of weather affects everything. These data combined with their know-how in artificial intelligence have allowed them to launch a worthwhile offer: IBM’s Weather Company employs Watson to boost its updated ad targeting platform. In addition to personalizing the messages, they are positioned on the niche of the conversational banners: Watson mans the first cognitive ad for cars.

Watson-Prius.jpg

For the moment the volume of sales of the Watson Ads division is very much lower than that of Google or Facebook, but their approach is singular and perfectly fit with their strengths.

Hayes, there is also Apple who is resisting with the announcement of an anti-tracking feature enabled by default on its mobile browser: Advertisers are furious with Apple for new tracking restrictions in Safari 11. Is it because Apple has established itself in the advertising market that it makes its former competitors pay? I leave you, alone judges …

A sold-out competition between GAFAMI

Admittedly, you could tell me that the advertising market is not limited to the 6 major players of the internet, but I would answer you that with more than half of the purchases made in programmatic ( Half of All Display Traded Programmatically In Europe ), everything is just a question of data: those who have the most manage to better value their inventory, so to attract more publishers, so more visitors, so more data, etc … QED.

So there are GAFAMI and the rest. In this rest, one nevertheless distinguishes actors who remain very powerful:

  • Oath, the holding company that brings together Yahoo, AOL and many advertising solutions (eg BrightRoll …);
  • Twitter, its 300 million users and its social graph of which we do not know exactly what it corresponds;
  • Pinterest, its 200 M users and their wish lists ( Pinterest opens up more than 5,000 interests for advertiser targeting through its Taste Graph );
  • The major press publishers who unite to resist better ( The major French media are embarking on the battle of the data );
  • Specialized service providers with strong technological/algorithmic know-how (eg Criteo, Weborama …);
  • Directories and city guides that have a strong graphical place (eg Yelp, Foursquare, SoLoCal …);
  • Local actors (ex: Alibaba, Tencent, Yandex …).

Again, I’m not trying to downplay the power or the know-how of any particular provider or provider of advertising solutions, I just find that as the market intensifies its programmatic practices, the dominance of the biggest players (those who master the algorithms, data or both) is strengthened.

Conclusion: data is the nerve of war. If you do not want to be dicked by GAFAMI, you should collect as much data as possible about your customers /prospects and equip you accordingly (CRM, PRM, CDP, DMP …).

Importance of data (and humans) for machine learning

I was last week in London for the Marketing Summit organized by Adobe. A 2017 edition resolutely turned towards machine learning. If no one can dispute the importance of machine learning in the service trades (the ” why? “), As with every new major innovation, the greatest confusion reigns over the exact perimeter (the ” what ? “) And implementation (the” how? “). Whether Adobe, SalesForce or IBM, all major publishers, and even small ones, we use the machine learning in their speech by explaining that their artificial intelligence is smarter than that of others. The problem is that there is no good or bad AI, it all depends on the quality of the datasets and the interpretation of the results by the teams.

A forced marriage between marketing and AI

Artificial intelligence is definitely the topic that everyone is talking about right now, and that is the theme of all events, from SXSW to Marketing Summit last week. The reason for this craze is simple: we, marketing professionals, do not want but need artificial intelligence. It has not escaped you that the proliferation of media poses serious problems for communication professionals and that the multiplication of channels also poses great problems for marketers: as targets and customers disperse, resources and power advertisers are diluting.

I had already discussed the subject at the beginning of the year ( Is the AI the future of marketing? Certainly … ) and remains convinced that AI and their capacity for creative destruction are at work: they accelerate the disappearance of low added value trades and at the same time open up many opportunities. You can see the glass half empty ( artificial intelligence: the end Gong for media agencies? ) Or the half-full glass ( Artificial Intelligence Market Forecasts ), but in all cases, the share of work done by artificial intelligence robots in our everyday work will only increase ( Nearly 80 percent of US display ad spend will be programmatic in 2017 ).

The best way to approach this fact is to say that AI is precisely the solution to the fragmentation of the audience and the multiplication of media: what we lost in power (the TV), we must compensate it in precision. And it is precisely here that the AI and more particularly the tools doped with the machine learning will be particularly useful.

So no, this is not the end of media agencies, but rather the end of an era for media agencies that abandon manual work (coordination and confirmations made by phone or email) to focus on automation. But do you say that in all cases, it will take humans to set up, monitor, analyze, arbitrate …

In “artificial intelligence”, there is “artificial”

As stated in the introduction to the article, there is a great deal of confusion about what artificial intelligence is, what they can do, and how best to exploit them. To summarize a long explanation, artificial intelligence is a computer tool that simulates human intelligence. This definition applies to both vocal discs used for decades and chatbots, it is the same principle.

Would you say that a hammer is stupid or intelligent? Neither, he is as intelligent (or stupid) as he who handles it. It’s the same for an artificial intelligence: the important thing is not the choice of AI, but the way you will exploit it. In an integrated environment like Adobe or SalesForce cloud marketing, it works well, but as soon as you start tinkering and stacking technical layers, it gets complicated.

I draw your attention to the fact that there are no ready-made solutions, except in certain very specific areas such as natural language processing (NPL) or image recognition. Exploiting an artificial intelligence necessarily involves a long learning phase to collect the right data, recruit the right skills, exploit the right algorithms …

A company will have to go through different stages of artificial intelligence :

  • Assisted intelligence that improves the productivity of existing tasks (eg real-time bidding);
  • augmented intelligence that enables tasks that are not only possible with human staff (eg personalization of individual messages);
  • autonomous intelligence that will no longer require human operators (eg Google smart display campaigns )

Again, the problem does not come from AI itself (there is no good or bad AI), but shortcuts that abuse abusers sellers of miracles. Artificial intelligence, and more so machine learning, are complex disciplines that require a minimum of pedagogy and especially a lot of preparation. In summary, this requires a strategy (see A Strategist’s Guide to Artificial Intelligence ).

In “machine learning”, there is “learning”

Machine learning is one of the branches of artificial intelligence. It is a discipline that appeared in the 80s with the first research work on statistics and neural networks. To make it simple: machine learning is used to develop learning processes that allow a machine to evolve, without its algorithms being modified, with the aim of building a predictive model. Depending on the context and the data available, a machine can learn in several ways (supervised, unsupervised, reinforced, transfer …) and according to several approaches (decision trees, linear regression, neural networks, Bayesian networks, vector machines …).

The application domains of machine learning are numerous but revolve around data analysis and their restitution in the form of classifications (with already known classes), clusters (with empirical clusters), predictions, density estimates … Adapted to the marketing professions, machine learning makes it possible to better target customers (micro-segments), to improve the impact (real-time analysis and automatic arbitrage), to customize offers and messages, to write personalized content, recommend products, calculate more precisely the contribution of a particular medium during a campaign …

In short, machine learning is a genuine performance accelerator based on the analysis of large datasets. That’s good, because the production of data has grown exponentially in recent years, and because the technological bricks to make big data have become much more affordable and better mastered. In synthesis: all planets are aligned to explore the uses of machine learning.

The problem is that machine learning algorithms are not directly applicable to marketing, communication or online sales. Unsupervised learning techniques (deep learning) are perfect for analyzing very large amounts of heterogeneous data and extracting the strongest correlations, but not necessarily to tell you what to do. These algorithms are used to identify patterns, weak signals from correlations, but if there is not enough data or if it is not the right data, then the correlations will be wrong. This is where I think the market is wrong: we are promised mountains and wonders by boasting the merits of this or that AI, while they use almost the same algorithms (from academia). The difference will rather be in the richness of datasets (“data sets”), the prioritization of one algorithm over another (since we can combine the methods of analysis) and how the teams will interpret the data sets. results.

To get a good understanding of the work necessary to set up an AI, I offer you this very good feedback from Crédit Mutuel on the implementation of IBM’s AI to assist customer service: “No, I ‘IA Watson is not magic’ We learn that the learning phase still lasted 10 months and monopolized between 10 and 15 people (not full-time, but a great team all the same). The project managers said that it was necessary to involve business experts to swallow 6,000 standard questions and deduce 4,000 rules and decision trees to 2.00 branches that must be regularly updated (groups!). But obviously, the game is worth the candle, because the goal is to speed up the processing of incoming questions: ” If we save 5 000 days a day to 20,000 account managers on the processing of emails, we will quickly make money from ‘investment ‘. Indeed, there is a cost, which will be quickly reimbursed by the performance gain, but the costs and implementation times are not negligible.

We touch here the heart of the debate: there is a limit in the work of machine analysis, in the end, the interpretation of the results should be done on the basis of experience or intuition. You may have the greatest computing power (at IBM, Amazon or Google), if you make a mistake in your interpretation, then all this work will be reduced to nothing. Men and machines must work together to provide the best results. Read on this topic this very good article that compares AI to micro-services: Artificial intelligence, brilliant and stupid.

Morality: your priority is not to choose the best algorithm, but to gather enough data and surround yourself with the right people, both supervised and semi-supervised learning specialists, but also experts in the field that you want to improve. We have here the demonstration that the AI will actually destroy jobs with low added value, but create others, with high added value, and especially that the issue is at the data level. From this perspective, Google’s acquisitions of many years ago are better understood (see From King Content to Queen Data released in 2010), and the ongoing battle around health data ( The Terrifying Black Market for your Private Medical Records ).

From the place of social media in a global communication device

With more than 3 billion users worldwide, no one is questioning the importance of social media as a vehicle for transmitting information or distributing content. However, even with more than a decade of practice, I still see many (too) advertisers who simply duplicate their TV or paper campaigns on Facebook, Instagram or YouTube. This leads me to think that many professionals cling to a clearly outdated model of communication. In this article, I propose to take stock of communication practices and how they differ but complement each other from one medium to another.

A Paid-Owned-Earned model that is almost 10 years old

Last week, the syndicate of Internet boards published the latest version of its study on the advertising market in France: 19th edition of the Observatory of the e-pub SRI, conducted by PwC, in partnership with UDECAM. This study highlights a reality that we already know, but that the market is obviously very hard to admit: TV is no longer the medium of reference, no more. With a market of more than 4 MM € for the year 2017, up 12%, digital media are very clearly favored by advertisers.

The reason for postponing advertising budgets from traditional media to online media is simple: money goes where consumers spend the most time. More than an advertising arbitration, this change marks the end of an era: that of media and mass distribution/consumption. This new media landscape naturally imposes a new model of communication.

In fact, reflections around a new pattern of consumption began many years ago, particularly with the tripartite model theorized by Forrester in 2009: Defining Earned, Owned, and Paid Media.

If we can only recognize the ingenuity of this model, which has made reference, it is clear that it is no longer really adapted to the current media landscape. Try to put yourself in the context of the times: the iPhone 3G had just been launched and MySpace was still cash machine. In 2012, I published an evolution of this model: From the maturation of the digital media mix to the time of social media.

We are in 2018 and practices have evolved so much that it has also become obsolete: the media owned and earned are atrophied, while the shared and the paid merged. The uses of social media have therefore evolved enormously (see Panorama of social media trends in 2017 ), as well as that of the media in general with a net decline in TV, especially among young people: 15-24-year-olds no longer only half of their video time watching linear TV.

Infernal pace imposed by digital media

The problem faced by traditional media such as advertisers is that thanks to smartphones, consumers are now permanently connected and exposed to a continuous stream of content of all kinds. In this perpetual flow, one information chases another. Just last week, we were treated to:

  • riots for Nutella jars on sale;
  • camels cheating on a beauty contest;
  • stations of the RER C closed because of the flood of the Seine;
  • RER D users who need to be cooled;
  • baboons escaping from their pens at Vincennes Zoo …

With so many news circulating on social media and generating innumerable conversations and hijackings, how do you expect traditional advertisers (insurance companies, laundry, car manufacturers, telephone operators …) to get their messages across?

Very clearly, we have reached the saturation point, shouting louder than the others will only add to the cacophony. In other words: do not try to replicate the traditional media communication practices on social media (repetition), it would be not only counter-productive but also expensive ( ‘Organic reach on Facebook is dead’: Advertisers expect price hikes after Facebook’s feed purge ). It is, therefore, necessary to adapt the communication practices to the media and their specificities.

Complementarity of the media to maximize efficiency

Until about ten years ago, it was necessary to choose between the power of traditional media (able to broadcast an advertising message to millions of people in a very short period of time) and the accuracy of digital media (especially campaigns of targeted emails or keywords). The problem was that a barrier separated these two media, the digital barrier. Devices have been well tested to link the media in an offline (short URLs broadcast on TV, QR codes on magazines …), but to no avail. Today the situation is different, because 3/4 of consumers are equipped with a smartphone, and that all users have installed Facebook or Instagram. The omnipresence of social media in the daily lives of consumers makes it possible to consider advertising journeys using several types of media :

  1. an offer is exposed to the greatest number on the traditional media (TV, radio, press …);
  2. this offer is relayed on social media to specific targets (those that have the best chance of transforming or are already in the base of the advertiser);
  3. the offer is staged in different ways (depending on the specificities of each social platform and the interests of the targeted members), but with a unique anchor (the hashtag);
  4. The advertiser’s accounts and official profiles lead prospects to mini-sites and online stores for action (or feed a PRM database for further processing);
  5. once the purchase is made, customers are loyal to media where they spend the most time (social media), in order to extend the relationship until the next purchase.

In this scenario, the hashtag is used to bridge the gap between traditional media and digital media. Social media occupies a central place in the daily lives of consumers, it is the preferred medium to increase the scope of an offer (coverage), to engage targets (through open questions or devices that promote interactions) and to improve proximity to customers (regular contact points).

The goal is not to replace traditional media, but to have a holistic approach to different forms of communication :

  • advertising (supply-oriented);
  • affinity (based on the focus of the targets);
  • transactional (favoring efficiency);
  • relational (focusing on satisfaction and loyalty).

Certainly, this holistic approach requires moving from a perfectly controlled communication (content, formats, dissemination …) to a malleable communication (adapted to targets and media). And that’s where it usually gets stuck: advertisers are not quite ready to deny decades of controlled communication, fixed, to adopt more flexible practices (eg: to use a network of micro-influencers to distribute an offer by entrusting them with adapting the message according to the relationship they have with their audience).

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 www.insideparadeplatz.ch 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, Republik.ch 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 www.insideparadeplatz.ch 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.