“The reason that we needed paid contributors before was that there was only economic room for a few magazines, a few TV channels, a few pottery stores, a few of everything. In world where there is room for anyone to present their work, anyone will present their work. Editors become ever more powerful and valued, while the need for attention grows so acute that free may even be considered expensive.”
“In the future, at least some methods of producing video for the web will become as complex, with as many details to attend to, as television has today, and people will doubtless make pots of money on those forms of production. It’s tempting, at least for the people benefitting from the old complexity, to imagine that if things used to be complex, and they’re going to be complex, then everything can just stay complex in the meantime. That’s not how it works, however.”
This is my problem with all future content imagined for the iPad. Creating some elaborate UX for an article just isn’t sustainable.
God Damn this is good.
“Brands don’t actually want or need any more media channels. As far as they’re concerned, the internet can stop now. We have enough channels. We were happy when we had like seven (TV, print, outdoor, radio, in-store, direct and theater), got a little interested in the first few new ones. Urinals? Uh, okay. Banners? Interesting. Google? Yes. Groupon, Farmville, GroupMe? OKAY I AM GETTING TIRED NOW. Silicon Valley seems to think that advertising’s appetite for new media channels is unending. It is not. Marketers are changing. They are not the daft old man who doesn’t understand the new thing but knows he needs it and spends money on it. It’s a woman and she is getting smarter. Even she knows there’s a point where they’re reached their customers enough.”
Not the worst marketing idea from Amazon.
How to participate in the Sweepstakes and add items from other websites to your Wish List:
1. Install the “Add to Wish List” add-on.
2. Find something you want (from another website).
3. Click the Wish List browser button and then “Add to Wish List.”
The Wish List Add-on is free.
“Facebook is showing you to more people but less often per person,” said Jeff Widman, co-founder of PageLever. “I would say it’s actually much better for brand pages now. As a marketer, I’d totally rather reach more people every single day” than the same people more often.”
Yes. But as a consumer, I get sick of seeing a post from a toothpaste brand every day. Another win for Facebook for using common fucking sense.
Good insight from Becky Lang:
“Since I wrote the website for Zeus Jones, it has been hounded into me time and time again that a cornerstone of a brand should be that it is guided by real values that people can connect with, and that its actions express these values more than simple messaging gimmicks.”
Via Zeus Jones.
From the Atlantic’s series on Marketing:
“Then Axe faced another big problem. Insecure high-school students had been so convincingly persuaded that Axe would make them sexually appealing that they began completely dousing themselves in it. According to CBC News, “Some boys have been dousing themselves in Axe, apparently believing commercials that show a young man applying the deodorant and being immediately hit on by beautiful women.” It got to the point where the students were reeking so heavily of it that it was becoming a distraction at school. So much so that in Minnesota, school- district ofﬁcials attempted to ban it, claiming that “the man spray has been abused, and the aerosol stench is a hazard for students and faculty.”
Via Noah Brier.
It was the most advanced consumer product of the century. The industry started with its innovators located in different cities over a wide region. But within 20 years it would be concentrated in a single entrepreneurial startup cluster. At first it was a craft business, then it was driven by relentless technology innovation and then a price war as economies of scale drove efficiencies in production. When the market was finally saturated the industry reinvented itself again – one company discovered how to turn commodity products into “needs.”
Market Segmentation General Motors had turned the independent car companies acquired by its founder Billy Durant into product divisions. But in a stroke of genius GM transformed these divisions into a weapon that Ford couldn’t match. With the rallying cry “a car for every purse and purpose,” GM positioned its car divisions (Chevrolet, Pontiac, Oldsmobile, Buick and Cadillac) so they would cover five price segments – from low-price to luxury. It targeted each of its brands (and models inside those brands) to a distinct economic segment of the population. Chevy was directly aimed at Ford – the volume car for the working masses. Pontiac came next, then Oldsmobile, then Buick. The top-of- the-line Cadillac offered luxury and prestige announcing you had finally arrived at the top of the conspicuous consumption heap. Consumers could announce their status and lives had improved by upgrading their brands.
Arguably more impressive was what was going on, quite literally, behind the catwalk. As fashion’s elite looked on from their prime seats in the FROW, Burberry, in partnership with Twitter, produced the first ever Tweetwalk, where each look from the line was introduced via Burberry’s Twitpic stream moments before the models hit the runway. And it gets better. Online viewers all over the world seeing the collection for the first time were able to make purchases simultaneously in what Burberry calls ‘runway to retail,’ utilising real time platforms to equal real sales for Burberry. Genius.