Tuesday, August 30, 2011

Would You have an Intern Develop Strategy?

In 2008, I received an email from a colleague with a link to a podcast produced by three of the Sun’s 300 or so interns.  It was one of those evenings when I had time on my hands, so I listened.  The podcast was a fast-paced, spirited, take-the-bull-by-the-horns discussion on how to use social networking to do what the company’s enterprise applications could not.  

It became a wakeup call.

The problems they discussed were familiar: lack of management support, few juicy projects to work on, students wandering through an enterprise culture, an absence of good tools to get their jobs done.  But, the solutions were not.

I understood the gist of what they were doing, but the ‘how’ was new to me.  The 25-minute podcast was peppered with terms I only vaguely understood - mashup, Facebook, Digg.  I was impressed and curious.  I also had that sinking feeling that the people you least expected to contribute much had quietly figured out workarounds to the sluggish enterprise solutions we had spent large sums on

I met with them the following week.  They were all perhaps 21 years old, and keen to explain what they were doing.  They described, example after marvelous example, why they didn’t care to use our enterprise tools, and how they collaborated more easily using cloud-based social applications.  I was dumbfounded.  My mind began racing with ideas for how to put their talent and enthusiasm to work on some meaty challenges.

Fast Forward to 2011

It came back to me as I read this Ad Age article describing how 5 ad agencies used interns this past summer.  They shared a common objective: how to attract young, new users to an offering.  Some of the outcomes are no-brainers (newspapers are dead) while others may be surprising:

  • Millennials prefer Facebook to Twitter
  • CNN is a trusted online news source
  • They are not impulsive buyers, but active comparison shoppers

It is worth the read.

Takeaway

If you want to market to a young demographic, then use young talent with the agility to see around those corners that the rest of us will surely miss.

Friday, August 26, 2011

The Brilliant Steve Jobs

Steve Jobs is arguably the best marketer to come along in the past 60 years, and perhaps even the last century.  Within the technology industry, he has no equals when it comes to giving the customer what he wants.

Jobs may have started out a brash, young inventor; his genius, though, lay not in applied technology, but in the marketing of it.  He lacked formal training, and had no interest in doing market research to learn what his customers wanted.  He went with his gut.  He had an intuitive, uncanny sense of what the customer wanted, and he was most often right.

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Photo April 1, 1976: Steve Jobs and Apple co-founder Steve Wozniak

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Photo circa 1978: Steve Jobs and Apple co-founder Mike Markula

He retired on Wednesday as Apple’s CEO, but history will judge his legacy not as the executive of the American firm with the largest capitalization, but as the executive with the gift of anticipating the next great thing and serving it up to people in irresistible fashion.

Steve Jobs may not have created the term “buzz”, but under his leadership the term has become synonymous with Apple’s skill in introducing new products.  Jobs understands theater.  

Beginning with the iPhone, Jobs seized on the tactic of stimulating demand by holding back supply.  No one in consumer technology does it better.  Every technology executive I have talked with about Jobs secretly wishes for his or her company’s own “iPod moment”, yet none have been able to duplicate it.

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This past January, after 20 years, I switched my desktop from Windows back to Mac.  I spent a good hour and a half in Apple’s Palo Alto store choosing the model, chatting with sales associates clad in the familiar royal blue tee-shirts, and making mental notes of “the experience”.  

It is part art, and part science.  Shaped by formula, yes, but sculpted by culture and attitude of the staff.  It is not something easily copied.

Two months later, a week after the release of the iPad 2, I revisited the store at 8:00 on a Saturday morning for one-on-one training.  I was truly surprised to see fifty people - several with lawn chairs and coolers - waiting in line for the store’s 10:00 opening.  A week after the launch!  When I left an hour later, there were more than 100 standing in the queue.

I have the greatest respect for Steve Jobs, and thank him for showing the world how a business can achieve enormous success when choosing to focus on delighting its customers.

 

Thursday, August 25, 2011

Facebook Advertising is a Bust for Brands

I casually read a blog post by UK-based Market Sentinel that I gave a second look at a day later.  It deals with Market Sentinel’s examination of how effective Facebook advertising is for brands.  Their conclusion: it’s not.

As with any analysis, it has its pluses and minuses (more on that shortly) but what caught my eye on second read were the online metrics used.

Did you know that you can:

  • track your Facebook fan base online, just like rock stars do?
  • find the popularity of any Facebook application?

Read on to learn how.

But first, a look at the job Facebook does for advertisers.

The Money Still Flows to Google

My gut tells me that the folks at Market Sentinel are right: Facebook is not a mecca for brand advertisers who use Facebook like they use conventional media.  Few have cracked the code.

Earlier this month I provided stats on social media advertising (the data excludes Google) showing that 98% of companies are either already doing advertising on Facebook, or plan to do so this year.  What the data does not show, however, is how much skin advertisers have in the game, i.e. ad spend.  This chart, though based on data gathered 6 months earlier, sheds light on share of ad spend.

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If projections turn out as forecast in this scenario, then Google is expected to capture almost half of online ad spend next year.  Facebook, though growing, would take share from AOL yet still lag behind Yahoo! in 3rd place.

Of course, the marvelous thing about projections, as I blogged yesterday, is that they cannot anticipate future events.  They are predictions of how the future might be, not how it will be.  One of the events this projection could not anticipate was the launch of Google +.  My betting is that Google’s ad spend share can only go up, not down, as a result.  Time will tell.

What’s Your Fan Base?

The visual centerpiece of the Market Sentinel blog is a table showing the Facebook fan base for the Top 20 celebrities.  Eminem leads the pack with 42 million fans.  All of the celebrities leave big brands and their fan pages in the dust.

Here’s the interesting metric though.  Eminem only has 575 loyal fans - as defined by those who write comments more than the average for the other 41 million.  The most active fan base of the Top 20 is that of Lady Gaga, who has 1,231 active fans out of her 39 million followers.

Why should this matter?

Because only Facebook users who actively interact with a page receive updates.  In other words, only those fans who frequently visit and interact with a company’s page automatically receive the company’s updates in their Facebook stream.

So, all those clever “Like Us” promotions don’t end up streaming company content to the thousands - or millions - of fans who signed up.  If Lady Gaga updates are only reaching 1,231 or so of her 41 million fans, you have to wonder who is receiving those promised American Express updates.  I know I’m not.

If you’d like to find out the size and loyalty of your Facebook fan base - it’s free.

Visit Skyttle Friends  

Just be sure you are signed onto your Facebook account, then the rest is easy.  Warning: prepare to be disappointed.

What Facebook Apps get Traction?

This goes to show that, online, there’s a metric for everything.  If you’re familiar with Alex website rankings, you’ll find this similar.

Appdata is an online traffic tracking service run by Palo Alto-based Inside Network.

Here’s its Top 100 Application Leaderboard.

Scroll through the listings and you’ll soon notice, as reported by Market Sentinel, that brand applications, though many, don’t garner much usage at all.  Why?  Likely because few companies have figured out what is truly of value and interest to their customers and followers.  They’d all be better off understanding, as Starbucks did, why the game applications garner large followings.

You can track both Facebook’s top applications and apps developers, and call up all sorts of interesting time graphs - just as you can with stocks.  Here’s what the headings mean:

  • DAU - Daily Active Users
  • MAU - Monthly Active Users (a summation of each DAU count for the month)

Takeaways

  1. Companies (brands) are still figuring out how to promote themselves on social networks like Facebook.  Activity and experimentation is high, but ROI is low.  With repeated trial and error, they’ll catch on.  And when they do, ad spend will catch up.
  2. Corporate brands should use Facebook as CRM (Customer Relationship Management) tool, and not as a substitute for email marketing or display advertising.

Wednesday, August 24, 2011

The Last Woman on Earth

Forecasting is part art, and part science.  Unfortunately, far more art than science gets applied - you’ll see a stunning example shortly.

The most dangerous of all forecasting techniques is the simplest - extrapolation.  To many planners and forecasters, taking an historical trend and extending it in straight line from past to future is like looking at a traffic accident.  No matter how grisly the scene may be, you just can’t take your eyes off it.

It matters little whether the straight line is derived from a linear regression.  The underlying assumption regarding historical events - that is, that conditions which occurred in the past to produce events will occur in the future - is a risky assumption.

Ask anyone who has been in either the stock or the housing markets the past few years.  Averages, and the comfort of narrow and orderly deviations from the mean, rarely align to produce predictable outcomes.

Population Projections

In the eighteenth century, The Reverend Thomas Malthus, a British political economist, understood the fallacy of drawing straight lines from past events.  He explained the fallacy in his 1798 work, An Essay on the Principle of Population.

In put forth his theory that, as populations grew to the point of outstripping the capacity of the environment to sustain them, that war, famine, pestilence and disease would keep populations in check.  The work considerably influenced social policy leading, in part, to the creation of the census poll.

It certainly stirred up more than a few arguments in is day - both in support, and in refute of his theory.  It’s interesting to note that, 200 years later, the arguments still persist.

In 2007 the liberal-leaning New York Times claimed that man’s inventiveness would free him from the bondage of a Malthusian catastrophe, whereas the conservative Wall Street Journal devoted a front page article supporting the view that Malthus had his mojo working for him when he published his work.  

Who’s right?  Who’s to know!  Thank goodness for politics and the miracle of elections.

A far more sensible view of the future that entirely avoids straight-line extrapolation comes courtesy of a 240-page United Nations study published in 2004, suitably titled, World Population to 2300.  It contains this graph, showing world population projections through to 2100.

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The analysts who prepared the report know better than to draw a tempting continuation of the blue line representing Actual worldwide population.  Instead, their projection consists of three flavors: each is dependent on varying assumptions about the future.

The U.N. has certainly covered its bets: at the high end the population could double from its 2004 level, and worst case could decline to 1990 levels.  There’s a projection in there to suit just about every glass half-empty or half-full outlook.

Kidding aside, this is not an exercise in wiggle room.  The U.N. has rightly shown enormous variation in outcomes for one simple reason: it is impossible to predict what will happen to conditions that affect population growth with any certainty.

Will the Last Woman on Earth be a Hot-blooded Brazilian?

Which brings us to the stunning example I promised.

This week, The Economist published this article on declining fertility rates in Asia.  Whereas three decades ago China imposed strict measures to control the number of children couples had (presumably, Communist Party members support the Malthusian view) there is a different problem today.  In a period of unexpected increases in wealth and living standards across Asia, it turns out that fewer people are getting married.  Hence, there are fewer children being born.

In its blog, Daily chart, The Economist had some fun with what it admitted are “back-of-the-envelope calculations”.  It took U.N. data on fertility rates, and simply extended them in a straight line to see what would happen.  The end product is this graph projecting the end of human civilization as the last child-bearing female leaves this world.

 

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Don’t for a minute think that the editors of The Economist buys into this.  They don’t.  They are simply having “what if” fun, and end the blog by stating the condition, “if present trends continued unbroken,” to assure its readers of the unlikelihood of such events.

(That said, I’m intrigued by the Canadian fertility rates relative to other countries.  Seems it is a very different country than the one I left in 1994.)

Takeaway

Most projections we see span no more than 5 - 10 years.  It’s easy to take them as gospel.  

Next time you see a forecast (projection) that piques your interest ask yourself this: what would the projection look like if it extended out 40, 50 or 100 years?

If that outcome seems absurd, then it would be prudent to examine the underlying assumptions used by the forecaster.  Especially if the forecast concerns something you would bet your retirement or career on. 

 

 

 

 

 

Tuesday, August 23, 2011

How We Use Facebook and Twitter

Facebook users: have you had the sense that how you use Facebook today is a lot different than you did a year or two ago?  If so, the research bears out your suspicion.

First, a little history on just how quickly Facebook reached its 750+ million users, as compiled by eMarketer:

  • 90.3% yr/yr growth from 2008 to 2009
  • 38.6% in 2010
  • 13.4% in 2011 (forecast)

UK research firm Global Web INdex completed a study of social media usage behavior globally, publishing this rather impressive visual map of its finding.

0823.Global-Map-of-Social-Networking-GlobalWebIndex-June-20112.pdf Download this file

The map chock full of useful information, yet extracting conclusions from it takes some getting used to.

It’s easier to examine the data in the following two tables.

Changes in How People Use Facebook

The first table shows how Facebook usage has changed since 2009.  On the growth side, more people are uploading video content and - at least globally - people are joining company-sponsored (branded) Facebook pages.

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There’s plenty of things for which use is declining - when was the last time you sent a digital gift, or used Facebook for messaging?  Of particular note are these three items:

  • Applications: my hunch is that so many of them end up spamming friends with useless information (do you really care to know what restaurant I just walked into) that users have grown wary.  Marketers seeking to promote applications may have a tough go of it.
  • Groups: aside from branded groups (many of which are very well managed) most groups languish unattended as people realize that it takes time and effort to update them meaningfully and often.
  • New contacts: just how many people do you know and want to follow - or, importantly, know and want to follow you?  It does not take more than 300 - 400 to be overwhelmed with content, and reach diminishing returns.

Microblogs are Meant for Content

Here’s a different slice of data for mircoblogs like Twitter.  This table shows frequency of various ways of uses a service like Twitter.

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At 144 characters, Twitter clearly limits what one can say.  Twitter’s dominant use has become referral - connecting to other sites, photos, videos, blogs, news updates and such where there are no limitations on size or nature of content.

There’s plenty of back-and-forth commentary on Twitter, but it almost always follows someone posting a link to originating content for followers to see and, in turn, comment on themselves.

Understanding the difference in intention between community sites and microblogging sites saves frustration:

  •  Facebook lets users post and share content directly
  • Twitter is a gateway to content posted elsewhere

 

Monday, August 22, 2011

S&P's Deven Sharma to Step Down

Well, no sooner did I blog about the miserable time that McGraw Hill's Terry McGraw has been having that do we learn that Standard & Poor's President, Deven Sharma, will be leaving the credit-rating firm by the end of the year.

S&P claims that the move was under way long before it announced its downgrading on U.S. long term debt on August 5.

Lookk for an announcement before the opening of markets on August 23.

Sunday, August 21, 2011

Marketing Sleight of Hand

Of all the marketing courses I studied, my favorite was Consumer Behavior - understanding what makes people tick, and how that ticking leads them to buy some things, while not others. 

Of the factors that shapes the psychology of buying (e.g. attitudes, motivators, culture, lifestyle) the one I find most intriguing is perception - how our senses interpret the world.  As it turns out, there are two things about our perceptions that make a marketer’s job interesting.

First, people don’t perceive the same thing the same way.  Trial lawyers know this as well as anyone.  As do TV viewers who watch baseball umpires and Olympic figure skating judges make their calls.

Consider the food and beverage industry.  Marketers new to the business quickly learn that what tastes sickeningly sweet to one person is “just right” to another.  One of the reasons for the success of Coca-Cola is its lack of taste memory.  The taste of other beverage products - and many foods - are “sticky”, i.e. it accumulates and stays with us.  Not so with Coca-Cola - which is why people can drink a half a dozen Cokes every day and never grow tired of the product.

A simple illustration of how two people can perceive the same thing differently comes courtesy of the Necker cube and the Rubin vase.  You’ve likely seen these illusions before.  The mind interprets each of them in two distinct, yet perfectly valid, ways.  (This video shows why the Necker cube illusion works.)

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This partially explains why, no matter how good or well-differentiated a product is, there will always be competition for it.  It is also why product ratings on Amazon with 5-star ratings can have a fair share of 1-star ratings.  Universal brand acceptance is a lofty, but unattainable, goal for marketers.

Second, the conclusions we draw about events are shaped by our expectations of them.  If this were not so, magicians would not be able to put illusion and misdirection to work in their acts.  The “magic” comes from our brains perceiving the occurrence of events that we otherwise know to be impossible.

To understand what this means to marketers, let’s stay with our food and beverage example.  Die-hard brand loyalists (e.g. those who drink Coca-Cola and nothing else) fail miserably when it comes to correctly identifying their beverage of choice in blind taste tests.  Put another cola in a Coke-branded bottle, and most people will likewise fail to taste the deception.  It says Coca-Cola on the bottle, so our brains convince us that is what we are drinking.

Here is a video of an especially convincing optical illusion that illustrates that things are not always what they seem.  Our experience and expectations tell us one thing, but reality can be surprisingly different.

In his 1979 Pulitzer Prize-winning book, Gödel, Escher, Bach, Douglas Hofstadter devoted a considerable portion of the book to the work of artist M.S. Escher, an example of whose work below may be familiar.

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Escher devoted much of his work to recursive art - illustrations in which the main objects refer back to themselves in ways that are impossibly contradictory to us.  His art works because our brains tell us what to expect, yet the reality we experience does not match it.  We are confused, puzzled, and intrigued - all at the same time.

That our brains work this way explains why cheap imitation counterfeit products can often fare well in the market (the - sadly - dark side of marketing) and why some products, no matter how technically good - or even superior - they might be, do a face-plant in the market.  Consider the Betamax and HD DVD video formats - if you even remember them.

Though these are complex matters, the following illusions illustrate how easy it is for the mind to interpret reality differently.  If you enjoy M.S. Excher's work, you'll like these.

 

 

 

 

Saturday, August 20, 2011

Terry McGraw's Bad Year

Harold W. McGraw III, more commonly known as “Terry”, is Chairman, President and CEO of McGraw-Hill Companies, publisher and broadcaster.  He is the founder’s great-grandson.

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M-H is known widely for the tens of thousands of textbook titles it has published.  With annual revenue of $6+ billion, M-H has some well-known brands under its mantle: The Ryerson Press, Random House, J.D. Power & Associates and, yes ... Standard & Poors.

McGraw-Hill has had a tough go of things for a few years.  It sold BusinessWeek, which has been racking up losses for years, to Bloomberg in 2009.  It has also brought in an an outside company, Evercore Partners, to sell its large Education business.

Now, on the heels of the debt ceiling stand-off and Standard & Poor’s decision to lower the U.S. debt rating to AA+, we learn that the Department of Justice (DOJ) and Securities and Exchange Commission (SEC) are investigating S&P’s rating practices.  Specifically, federal bodies are examining S&P’s ratings practices as applied to mortgage-backed securities during the financial crisis.

What’s even more interesting is to learn that S&P is conducting its own internal investigation to determine if insiders leaked its intentions to drop the U.S. of its AAA rating.

Just how big a problem does this pose to Terry McGraw?

  • For starters, S&P is the rose among the thorns in the M-H fold.  In the second quarter, it represented 30% of McGraw-Hill’s revenue, and contributed over half of its net income (53%).  The performance of S&P is a big factor in M-H’s valuation.
  • Speaking of which, immediately following S&P’s shaving of the U.S. debt rating, shares of McGraw-Hill tumbled 8%.  (Film maker Michael Moore even called for Obama to arrest S&P President Deven Sharma.)  Add to this the market volatility surrounding fears of a double-dip recession and the spread of the Euro crisis - it does not make for a good investment climate.
  • Finally, there is the matter of the Obama Administration and Congress.  The debt ceiling debate left both sides bloodied (Tea Party-ers perhaps excluded).  No one needed this salt added to their wounds.  So, don’t be surprised if the DOJ and SEC operate in payback mode on this investigation.

Terry McGraw will have his work cut out for him during the remainder of 2011, and well into 2012.

Friday, August 19, 2011

Marketing on its Back Foot

Came across two interesting stories this week about marketing.  One is humorously ironic, while the other hits a sensitive public nerve regarding online privacy.

Abercrombie & Fitch

On Wednesday, Abercrombie & Fitch, the Ohio-based clothing retailer that operates 1,073 stores worldwide reported an increase in quarterly net sales of 23%, accompanied by an increase in profits of 64%.  Who says the economy is in the doldrums?  

Investors must have breathed a sigh of relief to learn this, however, as only days before A&F issued a press release stating that it had offered Michael “The Situation” Sorrentino, a character in MTV’s The Jersey Shore, compensation to stop wearing A&F products.

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The press release stated:

"We are deeply concerned that Mr. Sorrentino's association with our brand could cause significant damage to our image.  We understand that the show is for entertainment purposes, but believe this association is contrary to the aspirational nature of our brand, and may be distressing to many of our fans. We have therefore offered a substantial payment to Michael 'The Situation' Sorrentino and the producers of MTV's The Jersey Shore to have the character wear an alternate brand.  We have also extended this offer to other members of the cast, and are urgently waiting a response."

In a world of big ticket celebrity endorsements, paid non-endorsement sets an interesting precedent.  It’s one we likely have not have heard the last of once corner-case media figures begin to see it as a clever earning opportunity.

MSN, Hulu and Supercookies

Beginning a year ago, the Wall Street Journal began shining a very bright light on the myth of internet privacy.  In six in-depth articles published in 2010, WSJ readers were left wondering if anything they did online was not being peered at intrusively by marketers.

This time, the WSJ focused on “Supercookies.”  Though legal, supercookies re-create user profiles even after regular cookies have been deleted.  Enlisting the aid of a Stanford doctoral student, the WSJ found that Microsoft’s MSN and Hulu.com both had their hands in the cookie jar (sorry, couldn’t resist).

Microsoft and Hulu both responded quickly to decry the use of the technique, and  to take great pains to state that such use was not in keeping with their policies.

It turns out that New York’s Epic Media Group supplied the technology though it, like both Microsoft and Hulu, claimed surprise that its technology was being used in this manner, and had already removed it.

Though the online industry established the Digital Advertising Alliance to police itself in the wake of public concern, Washington legislators have been under pressure to enact tough legislation to protect online privacy.  A faux pas like the discovery of supercookies does not bode well for private self-regulation.

 

Thursday, August 18, 2011

The MBA Myth

From time to time, one of my sons has raised the notion of attending Law School.  While it’s a laudable goal, I’ve rained on his parade by pointing out that law school is not the road to wealth and security that he and his friends regard it to be (if it ever was).

My argument was supported in this article that appeared in the New York Times last January.  If that was not enough, along came a more scathing assessment written by Paul Campos, law professor and legal critic, in The New Republic.

I haven’t heard any more talk about attending law school.

Likewise, I haven’t heard any mention of pursuing an MBA as an alternative.  That’s good.  It may be due to his lack of interest in pursuing a business career.  Or it might be a result of comments I’ve made about MBA students I’d met during the past 15 years.  

I visited the campuses of the country’s top business schools, and also hosted a who traveled to Silicon Valley en masse in search of post-graduate riches.  I’ve probably met with and interviewed 300 in all.

I met no more than a handful that I considered real stand-outs.  Yet you wouldn’t have known it during the dot-com boom.  The vast majority of graduating students I interviewed considered a $100K starting salary to be table stakes.  (I even encountered a Harvard student (also a MSEE) who politely told me that he would not be entertaining offers under $200,000.  I told him that I must not work for an enlightened company, told him he obviously wasn’t in need of any wish for good luck, and saved us both time.)

The dot-com bubble may have burst abruptly, but the salary expectations of MBAs took somewhat longer to attenuate.

That was then, and this is now.

As with graduate law students, some new MBA grads will hit the jackpot.  But the majority will experience disillusionment.  As this article about the today’s math in pursuing an MBA reveals, the cost may outweigh the benefit.

 

Wednesday, August 17, 2011

Warren Buffett wants to Tax the Rich

Warren Buffett’s Op-Ed piece in Sunday’s New York Times has caused quite a stir.  His premise: U.S. tax law since 2000 has reduced taxes for the wealthy, while increasing the burden on the less fortunate, thereby setting up an inequality that will create difficulties for U.S. society.

Following hot on the heels of Washington’s debt ceiling standoff, Buffett’s contrarian view is embraced by Liberals while eschewed by Conservatives.  It is a thorny issue indeed.  Paying taxes is like visiting the dentist: I don’t know anyone who looks forward to either. 

Yet, this is not a new theme for Buffett.  He’s been talking publicly about the structural inadequacies of the U.S. tax system since at least 2007 - notably, in this interview with Tom Brokaw in 2008 (run time: 4 minutes, 41 seconds).

 

While the Brokaw interview has a folksy charm to it, Buffett provided considerably more detail to his arguments when he testified before the Senate Finance Committee on November 14, 2007 (RT 5:18 in length).

 

If you really want to understand Buffett’s views, here is a video shot on August 15, 2011 - the day following the NYT Op-Ed piece. Buffett is interviewed by Charlie Rose (RT 51:18).  It’s a lengthy play, and Buffett makes his attitudes regarding the Tea Party clear.  But, Buffett’s views are clear, and his opinions worth understanding.

Charlie Rose Interviews Warren Buffett  http://www.charlierose.com/view/interview/11845

Those of you who follow this blog know that I am an unabashed fan of Warren Buffett.  Yet, I’m about to exclude other views in forming my own opinion.  To that end I offer up a critique of Buffett’s NYT Op-Ed piece written by Jeffrey Miron, undergrad studies director at Harvard and Senior Fellow at the Cato Institute.

The debate on taxation is not going to end this week.  It’s just starting, and should reach full swing by the 2012 elections.

Tax the rich to fund government spending?  Or allow the private market to allocate dollars better than elected officials?  You decide.

Tuesday, August 16, 2011

Medicine, the iPhone, and Google

Before the opening of markets on Monday, August 15, Google announced its pending deal to acquire Motorola Mobility for $12.5 billion.

Why would Google want to buy Motorola when they risk torching a perfectly good relationship with mobile device manufacturers Samsung and HTC?

The reasons provided by Larry Page on that morning’s conference call was both obvious and plausible but, as industry observers know, was crafted for public consumption.  Google is not about to lay out its rationale in detail as doing so is tantamount to to giving its competitors a page from its strategy handbook.

To be sure, acquiring Motorola’s treasure trove of IP assets is one reason (especially in light of Google not being invited to the Nortel patent party last month).  But I strongly doubt that losing out on the Nortel bid did anything but cement what Google was already planning with Motorola.

The acquisition has much more to do with ensuring that, to paraphrase hockey great Wayne Gretzky, Google can go where the technology is going to be.  We’ve had a few hints in the past four years about just where the smart money is being placed:

  1. The mobile conga line that Apple’s iPhone started in 2007 and, with it, the creation of over 425,000 mobile applications (Android has 250,000).  Gartner estimates that smartphone sales grew 74% yr/yr.
  2. The follow-up tsunami created by the release of the Apple iPad in 2010, with an expected 35 million to be sold through 2011.  The same Gartner study estimates 428 million mobile devices were sold in 2Q 2011.
  3. IBM’s August declaration of the 30th anniversary of the PC that the PC is dead, ceding way to the growing number of mobile + wireless devices that are dominating the market.

The final hint - the one that really strikes home for me - is this 17-minute video of Eric Topol’s presentation at TedMed 2009.  It may have seemed a little “out there” two years ago, but not today.  Topol presents more than the future of Wireless Medicine.  He provides a peek into our very near future.  A future in which mobile devices, networks, and applications meld together to create innovations as fast as we can consume them

This is why Google had to buy a mobile device manufacturer.  Watch Eric Topol’s presentation and judge for yourself.

 

Monday, August 15, 2011

Online Ad spend Surprises Ahead?

If you follow the trends in online advertising or, better yet, have budget responsibility for it, then keeping an eye on reports from The Interactive Advertising Bureau (IAB) is a good idea.

The IAB is an association of some 500 organizations who, representing 86% of the estimated 2011 online ad spend of $31 billion, have substantial skin in the game.  It has a pretty serious roster of Board Members and Directors.  A Sun Microsystems alumnus and colleague, Elisa Steele who is now CMO at Yahoo!, is on their Executive Committee.  Likewise, the opinionated King of Search, John Battelle, is a Director.

Just how much skin do all these folks have in the game?

For starters, here’s a forecast jointly compiled by IAB and Price Waterhouse Coopers.  It’s actually a mix of historical (for a baseline) and projected ad spend by Industry.  (Caveat: as I wrote in a June 20 blog, one must take such forecasts with a sizable grain of salt as they represent what advertisers would likely do in the future should their assumptions about that future hold true.  Such assumptions rarely do.)

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Some eyebrow-raisers of note: 

  • Online ad spend is expected to almost double in the next 5 years, increasing from 2010 spend of $26 billion to a projected 2015 spend of about $50 billion.  By way of comparison, U.S. advertising in all media is estimated to be $500 billion in 2010.  Online ad spend would still come in under 10% of the total.
  • The Consumer Packaged Goods (CPG) industry (US$2 trillion producers of food, beverages, clothing, tobacco and household products) rank 5th overall in online ad spend.  Even with large expected yr/yr gains, it appears that the likes of P&G and Colgate-Palmolive are reluctant to move spend aggressively from traditional media.  Their caution is understandable: they defined effective advertising in print and broadcast media, and are not about to bite the hand that feeds them.
  • What does stand out is the apparent “all in” strategy of automotive manufacturers.  Ranking 4th in online ad spend in 2010, the auto industry is forecast to rise to be the second largest online ad spender in the U.S. by 2013.  Given how the industry has been re-defined in the past 7 years, one can sense that there is a greater willingness to take risk in the industry than if the status quo had remained unchanged.

There is little in the way of history for advertisers to rely upon in evaluating online advertising strategies.  Much of it is still unchartered territory; advertisers are still feeling their way along. Add to this the challenge of incorporating social media, and one gets a sense of just how much is at stake in solving this Rubik’s Cube. 

Don’t be at all surprised if the data in 2015 looks very different than what is projected.  Given the faltering economy and the demand for increasing shareholder value, the pressure to innovate in this space will be high.  As firms crack the code on developing effective online campaigns, expect to see the rest of their industry follow quickly.

Online ad spend on the order of $75 - 100 billion by 2015 is not out of the question.

 

 

 

Sunday, August 14, 2011

Seeking Intelligent Life

After being offline for a few weeks, the SETI (Search for Extra Terrestrial Intelligence) Institute has raised sufficient funds to get its radio-telescopes back online following a hiatus of 4 months due to a funding shortage. 
“We are grateful to our donors,” said Tom Pierson, who co-founded the SETI Institute with Jill Tarter (the inspiration for Jodie Foster’s character in “Contact”).  “We believe we will be back on the air in September.”
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The Allen Telescope Array (ATA), a series of 42 linked radio-telescopes funded by a $30 million gift by Microsoft’s Paul Allen, will be aimed at Washington, DC.  The telescopes have monitored the universe constantly since 2008.
The hope is that the powerful array can detect signs of intelligent life - particularly from the bi-partisan 12-member debt committee tasked with working out the $1.5 trillion deficit reduction agreement.
As to whether valuable time was lost in the four months that the ATA was offline, Pierson said it's hard to say. "You never know when or if a signal is going to be detected, so if you miss a few months, how important is that? It's impossible to know," he said. "We view this mission as one of profound importance, answering man's most fundamental questions -- are we alone?"
If you've been feeling other-worldly as of late, be assured that you are not alone.

Saturday, August 13, 2011

De-cluttering Twitter

I have a confession to make: I like social media, but I get incredibly frustrated using some of the the networks.

If you’re a social networker like me you know that, as your networks grow, you need to wear hip waders to sort through all the chatter.  Keeping in tune with the updates on LinkedIn is a snap.  Facebook can be a challenge as your network gets above 200 or so.  But, Twitter makes you want to scream.

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I now follow 350+ Twitters because each of them offers something of value.  I’d like to follow even more, but at 350 I feel like I’m constantly experiencing the Doppler effect on a high-speed train.  I can’t keep up with the hundreds of tweets I get hourly as it is.  A good 80% of them are chatter I don’t want to read, or repeats of something I don’t need.  But, how does one weed them out to find the pearls?

As a marketer I’ve questioned the value of advertising on Twitter - particularly when one is going after those with a high Klout score (do you know yours?).  How does one grab attention with the constant ticker tape of tweets?  (There’s a reason that advertising is placed on the inside of subway cars - not on the outside).

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Then I came across a post by one of the bloggers that I follow - John Battelle.  Appears I am not alone.  Battelle understands the issue clearly - the upside for Twitter in addressing clutter, and the magnitude of difficulty in developing the technology to de-clutter Twitter feeds.

John’s follow-up posting makes a good read, too.

If (when) Twitter solves this problem, they’ll be off to the races.

Friday, August 12, 2011

Getting a Buzz from Potatoes

Something to inspire!

Situation: You handle sales and marketing for a commodity product that’s been around for hundreds of years, defies attempts to differentiate it, is bashed by the medical establishment, and is suffering from declining sales.

Question: Given the choice, would you look for a job in another industry, or attempt to turn things around?

If you’re Chris Voigt, Executive Director of the Washington State Potato Commission, you turn things around.

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Source: USDA

Voigt chose to change public attitudes by going on an all-potato diet for 60 days in 2010, and promoting it via social media.  The video shows what he did, and what he accomplished.

<p>60 Day Potato-Only Diet from Washington St. Potato Commission on Vimeo.</p>

Results

  • A Yr/Yr survey showed the percentage of people who believed potatoes are bad for your health declined from 24% in 2010 to 18% in 2011.
  • For the grand sum of $366.90 Voigt established two websites, and let viral marketers take care of the rest.  This is less than 0.1% of the Washington State Potato Commission’s annual marketing budget.

Do you have a potato in your hands?  Hot or otherwise?  Then take a lesson from Chris Voigt.  As Trout and Ries have advised for 40 years, no product is a commodity unless you treat it like one.

 

Thursday, August 11, 2011

e-Books Rule

The demise of Borders has everything to do with the changing dynamics of book distribution, but is no reflection on our appetite for reading books.  Based on a survey of 1,963 publishers by BookStat, estimates of book revenues were $27.9 billion in 2010 - slightly less than 2009, but a 5.6% increase over 2008.

 
Some Highlights
  • 2.6 billion books sold in 2010, including 114 million e-books (but does not include sales of the growing sector of self-published works)
  • Printed book sales were flat, but e-books rose from a 1% share of the market in 2008 to 6.4% in 2010.
  • E-books represent 1.8% of children’s book sales which, as a category, declined 7.6% against a rising tide.
  • Revenue from religious books increased a hefty 11.1% (have we turned from Ben Bernanke to a higher power to turn the economy around?)
Read the data summary here, where you will also see this impressive cubic representation of publishing categories, formats and distribution channels.
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Some considerations:
  • Book reading is not dead.  Far from it.
  • The market for books is (arguably) elastic.  Reduced e-book prices have not hindered sales, as was feared.  The increase in sales of e-readers and tablets may well be increasing the demand for books - something there’ll be a better handle on when 2011 data is published.
  • As in the recording industry, the battleground here among publishers and e-book e-tailers (Amazon, Apple, Google) is distribution.  Where the ultimate spoils will go is still undetermined.  
  • E-books would not enjoy their pricing and uptake advantage were it not for on-demand distribution and archival via the cloud.   
  • With storage and network speeds a factor in the distribution of on-demand music and video, is it any wonder that, for the price charged, e-book distribution is a nice business to be in?   Data storage equivalencies:
    • 1 hi-res photograph = 1 large e-book novel
    • 1 downloaded music album - 200 books (they each retail for about the same) 
    • 1 HD video rental at $5.00 = 25,000 books 

 

Tuesday, August 9, 2011

Are You Mobile?

I couldn’t resist reproducing this chart put together by the folks at Gist - the social contact manager - that was recently acquired by RIM.

Spend a few minutes soaking the data in.  Interesting questions - and implications - arise, like:

If 3 of 5 workers don’t need to be in the office anymore, then why do almost half (46%) say they are most productive at the office?

If IT managers at 87% of firms supply mobile devices, then why do more than half of employees purchase their own?  What headaches will IT experience with regard to compatibility and security?

Enjoy!

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LNKD Takes It on the Chin

As referenced in one of my recent blogs, the problem LinkedIn has been facing in its high market valuations stems from comparisons of its revenue model to those of Facebook and Twitter.  As this chart comparing ten tech stocks shows, two analyst downgrades within 3 weeks and S&P's downgrade of U.S. bonds have combined to kick LNKD into the basement.

Chart-of-the-day-tech-stocks-aug-2011

(Disclosure: I do not hold any position in LNKD.)

While the revenue model may be similar (based in good measure on display advertising) both the usage and the expected eyeball traffic are very different.  

LinkedIn's potential and financial performance should not be judged by the same standards applied to Facebook and Twitter.  

Unlike the broad market appeal of Facebook (especially) and Twitter, LinkedIn caters to a niche market - business networking and job-seeking.  Aiming at a narrower market is not a bad thing.  It just means fewer potential eyeballs.  Further, LinkedIn has no need to be a forum for posting photos of the family vacation, or ranting in 144 characters about the economy. 

Investors want bang for the buck.  But they should carefully examine LinkedIn’s potential for growing revenue relative to the cost of securing and maintaining it long term.  LinkedIn will never be the size of Facebook - by any nominal measure.  They need to examine the return, and the prospects for maintaining or improving that return long term - just as they would for any stock.

Likewise, advertisers want bang for the buck, too.  Their interests are best served when they identify their targets, and use media that deliver terrific payoffs in reaching and influencing those targets.  They should understand the payoff matrix that LinkedIn delivers for their ad dollars, and decide on that basis.  

A huge leap in the share price of LNKD didn’t suddenly make it a ‘must buy’ for advertisers.  The past week’s decline doesn’t render it a poor advertising choice, either.

 

 

Sunday, August 7, 2011

The Wah Factor

Question: What do these songs, and the recording artists who performed them, have in common?
  • Voodoo Child (Slight Return) by Jimi Hendrix
  • White Room by Cream
  • The Theme to Shaft by Isaac Hayes
  • All Along the Watchtower by Jimi Hendrix
  • Whole Lotta Lovin’ by Led Zeppelin
Answer: they were best-selling hits, and featured guitar instrumentals made memorable by the use of a wah-wah pedal.
Any garage bank guitarist who has plugged into an amplifier to emulate the rock or R&B riffs of the great lead guitarists has likely tried his hand - or more aptly, his foot - at using a wah-wah pedal.  It is so named for the distinctive wah-wah sound it makes when notes are plucked, and the pedal is rocked.
I used to own one of the originals - a Thomas Organ Cry Baby that I purchased in the late sixties.  It would be worth much more today than the $10 I sold it for in the 80s, realizing how extraordinarily difficult it is to imitate the craft of Jimmy Page and Eric Clapton.
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What I didn’t know until I came across this NYT article is that the wah-wah pedal came into being entirely by accident in 1966.  The Thomas Organ Company, in re-designing Vox amplifiers made popular by The Beatles, came across a knob that added mid-range boost to guitar sound.  The electronics were married to an organ volume pedal, and the wah-wah pedal was born.
The wah-wah was one of a long line of solid state effects pedals, re-modeled amplifiers, mixers and processors that helped create the ground-breaking music of the late 60’s and 70’s.  The transistor and developments that would occur later changed how songs were composed, played, recorded and re-assembled to create the music genres that are well-known today.
The developments in electronics and digitization that occurred in the recording of music soon altered how music was distributed.  The early 70’s ushered in cassette tapes and Stereo 8-track cartridges that made music portable (players and automobiles) by offering an option to bulky turntables.  The media stood up to wear and tear far better than vinyl discs.  They took up less space on store shelves, too.
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Compact Discs, pioneered by Sony, followed shortly after in the late 70’s.  Sony’s addition of the Walkman line - for both cassette tape and CDs - beginning in the 80s, made music truly portable.  By 2000 the first MP3 players were coming on the market.  Apple’s iPod stole the show beginning in 2001.

The rest - hard disk storage, Napster, iTunes, streaming audio, the dislocations experienced by the recording industry - we know well.
When I look at what is happening with social media and cloud computing I find myself thinking back to what has transpired in the music industry over the past 45 years.
It was difficult in 1966 to predict what would happen with the music industry no matter if you were an artist, a producer, an engineer or a recording company that distributed the IP.  It’s just as difficult now to predict how the changes in social media, and the processing and storage of data of all forms, are going to evolve how we work, and how and what we sell and market.
Agility, courage to depart from what has become comfortable, and willingness to accept and try new things are essential to build competencies, careers and businesses.  Pssst.  But don't get rid of all the old stuff ... it may be worth money one day

Saturday, August 6, 2011

LinkedIn Feels the Pain

It’s an unfortunate coincidence for LinkedIn that reporting for its first Quarterly Earnings Release since its May IPO should occur during the Debt Ceiling fiasco in Washington, this week.
The combined body blows from the government wrangling, poor U.S. employment and consumer spending reports, and unease over Spain and Italy in the EU have sent stocks tumbling.  Add to this Wall Street’s sensitivity to SEC wrath by ensuring that ratings by their analysts are not influenced by the underwriting department.  It’s a volatile mixture.
Yesterday, it added up to some bad news for LinkedIn: Morgan Stanley joined JP Morgan Chase in downgrading LNKD.  That both MS and JPMC were major underwriters of the LinkedIn IPO in May makes the news sting.  LNKD has now dropped 17% since JPMC issued its downgrade mid-July.
As I blogged yesterday, the real issue in the minds of the market is LinkedIn’s ability to achieve the long term revenue growth implied by its stock valuation.  I don’t think the outlook is at all shabby.  Like it or not, though, LinkedIn is being compared to Facebook and Twitter - especially when it comes to advertising revenue generation.
Yes, they are all social media.  Yes, paid advertising is a large revenue source for them.  And perhaps the stock valuation has been made against the wrong standard.  However, LinkedIn’s target market and its offerings are more narrowly focused than those of its two companions.  This doesn’t make it bad to own as a stock, and it doesn’t make it a poor choice for advertisers.

Friday, August 5, 2011

What's Up With LinkedIn?

What’s up with LinkedIn?  Revenue, profits and membership, for starters.
LinkedIn’s first quarterly earnings report (August 4) since its May IPO showed an unexpected profit (4 cents a share), Y/Y revenue up 120% and membership up  61%.  As industry observers are most interested in its long term guidance, the company projected full year revenue of $475 million. 
Will LinkedIn fall short of long term expectations?  A look at its subscriber base may shed some light.  Market researcher Lab42 surveyed LinkedIn subscribers in July 2011.  Lab42 looked primarily at two things: what they use it for, and how often they use it.  
Here’s the primary use among LinkedIn subscribers:
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Next, here’s the frequency of access:
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However, here’s what I suspect is making Wall Street analysts cautious.  LinkedIn’s slides show reveals that in 2Q11:
  • 82 million unique users performed 7.1 billion page views.  
  • Subscriptions accounted for 20% of revenue, marketing solutions for 32%, and hiring solutions for a whopping 48% of revenue.
LinkedIn is a Rolodex, contact management aid, and prospect finder all rolled into one - and it’s a pretty good one at that.  But it’s nothing compared to the scale and variety of use of Twitter or Facebook (graphic below).  In short, there’s simply a much broader offering, larger user base, and a lot more going on at any time in both Twitter and Facebook.
It’s a simple matter of economics.  For advertisers, reach and frequency continue to be the Holy Grail.  Twitter and Facebook offer more of both.  That is why they are the better bet for attracting long term ad revenues.
LinkedIn will prosper, but the Wall Street calculus - driven by the voting of advertising dollars - favors higher market capitalizations on both Facebook and Twitter.

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