Archive for the 'Video' Category

To gTLD or to Not gTLD?

December 5, 2011

"Who Should Invest in a dotBRAND?" Video WebinarIf you haven’t already heard, there’s a new word in town. It’s called “dotBrand” and it’s about to crack the dotcom world wide open.

In January 2012, the Internet Corporation for Assigned Names and Numbers (ICANN), the non-profit organization that governs the internet’s naming system, is opening the opportunity for global businesses, communities, governments, and even geographical locations, to apply for generic top-level domain names (gTLDs)—such as .canon, .wine, and .nyc. Many are now weighing the pros and cons of “dotBranding” themselves.

The news surrounding ICANN’s new gTLD program, has stimulated a broad discussion raising questions such as “How could my business benefit from this?” to “Do I need to protect my brand?”

Like all things, there are a wide range of considerations to factor in when deciding whether to apply, among them trademark protection, brand equity, and cost. To help business leaders evaluate the benefits of investing in a gTLD, Columbia Business School’s Center on Global Brand Leadership hosted a video webinar, “Who Should Invest in a dotBrand?” this fall. The event brought together branding and internet experts to discuss the strategic questions decision-makers are facing. To view this free webinar, click here.

First, it should be clarified that ICANN isn’t simply handing out gTLDs to the first person or organization that applies. Just because Jane in Arizona is applying for .madonna doesn’t mean that she’ll get it. There are “checks and balances” in place including a trademark clearinghouse providing authentication of trademark information, and an objection-based process enabling rights holders to demonstrate that a proposed gTLD would infringe their legal rights. Of course there are valid concerns for businesses, organizations, and communities who do have common or even similar names. A company like Patagonia may be legitimately concerned about securing the same domain name as the region of Patagonia. ICANN has created a dispute resolution program, and even auction procedures, to handle such issues.

While some brands perceive gTLDs as a risk and may be considering applying for trademark protection, others envision possibilities involving brand extension and brand architecture. For example, a parent company like Unilever with multiple sub-brands could employ “dove.unilever.” B2C businesses like Citibank could create a more personalized consumer experience through their websites with url’s such as “www.michael.citibank.” But this also begs the question about the appearance of a brand’s homepage—is it “home.bmw” or “bmw.bmw”? Brand consultants seem to still be hashing this out.

And many opponents to the new gTLD program feel the financial commitment is a hefty price to pay for a top-level domain system that they feel works fine with its 22 existing TLDs (.com, .gov, .jobs, etc.). The application costs US$185,000 as well as a reported US$25,000 annual fee. Then there are the additional expenses such as technical, administration, and maintenance fees. For big name brands, this could be worth the investment. When compared to the cost of a single, 30-second television spot, it’s not a huge chunk of change. For small to mid-size companies, however, it is an expensive endeavor that may take deeper consideration.

“The kinds of benefits we see from a brand-building perspective are things like controlling your brand and your content,” explained Karl Isaac, Executive Director of Landor’s digital branding practice, during the Center’s webinar. “If you are a business that transacts with your customers or that protects very private and confidential information for your customer, the increased security benefits alone may outweigh the risks of doing this.”

The application process may be preempted, however, as the U.S. Senate Committee on Commerce, Science, and Transportation has called for a hearing this month to discuss the merits, implications and concerns surrounding ICANN’s new program. If the gTLD application process does move forward as planned, businesses and organizations will need to do due diligence if thinking about applying.

BY ALLIE ABODEELY

Is Web Video on the Crux of Seriously Challenging Cable?

September 30, 2010

Web TV boxes - Apple, Google, Roku, boxeeWhen you’re at home and thinking about watching your favorite TV shows and movies, is your TV remote the only device you grab? For an increasing number of people, computers, internet set-top boxes, and even video game consoles are becoming major players in bringing video entertainment into our lives. Is cable receding into the distance?  Well, not yet, but a raft of news over the last month shows signs that we are at a turning point for “web TV.”

September began with the announcement of an upgraded AppleTV box, which was followed by announcements from other makers of web-based set-top boxes: GoogleTV, Roku and boxee. For an upfront cost between $59 (Roku) and $199 (boxee), US consumers will now have a range of options to hook-up these devices to a flat screen TV and watch content directly from the web. These devices, along with direct, computer-to-TV connections, offer viewers a wider set of cheap, and even free, ways to watch video a la carte and on demand.

The Rise of Netflix through Streaming

Last week brought the demise of a “traditional” video entertainment company when Blockbuster filed for bankruptcy. In stark contrast to Blockbuster’s fall is the rise of its primary competitor, Netflix, whose growth has largely been driven by product and service innovation.  Netflix burst onto the scene by introducing the delivery of rental DVDs via the postal service. More crucial to the discussion here, it also made an early decision to develop the technology, and pay for the licensing rights, to add streaming web video to its business model.  One crucial element to the potential success of the Web TV set-top boxes is the fact that Netflix’s service is offered on each one of them.

In fact, Netflix’s streaming video decision drove the industry forward, with cable providers (e.g. Comcast Fancast) and media companies (e.g. Hulu (owned by News Corp., NBC & Disney) and HBO Go) providing similar “on demand” streaming offerings through the web now as well, using both advertising and subscription models.

If investors are any indication of where the future of video distribution is going, they have put their hat in the ring with Netflix and its model. Netflix stock is now trading at levels 7-8 times higher than it was at the start of 2008, one full year into its “Watch Instantly” service.  Compare this with the major, publicly-traded US cable companies—Time Warner, Comcast, and Cablevision—which have all been treading water (or worse) since the beginning of 2008.

Implications for the Future

A lot remains to be played out in the deals and decisions made by content providers and service providers (new and “traditional”)—not to mention the impacts that may come out of the net neutrality debate. But it is no surprise that US consumers are pleased with finally having variable, a la carte pricing options and the ability to customize the content on their TVs.

As more and more people relax on their couch for “42-inch Web TV,” future opportunities for advertisers looking to build their brand around video content will grow. How will the online world of analytics, diversity, and flexibility leverage itself to offer additional consumer segmentation, targeting, and ad placement alternatives? As web video services grow, how will they provide increasingly innovative interactive ad opportunities? What can companies inside and outside the media category do to utilize the potential of these services to curate content and create more branded content opportunities?

The testing ground for this future is already open.  Hulu has introduced an “Is this ad relevant to you?” check box into the pre-roll and in-show ads on their network.  Start-ups like Tremor Media, Innovid, and ZunaVision, are developing new interactive video ad capabilities for advertisers and content providers. Major brands like Axe, Charmin, and Dominos have already experimented with interactive ads for Dish Network and TiVo, and such offerings could be even more innovative when implemented through web TV.

What do you think the biggest impacts of this growing internet TV trend will be?

3D Printing: Coming to a Niche Product Near You

September 15, 2010

One of the most exciting digital technologies that is starting to reinvent established business practices is 3D printing.

A wave of new companies like Freedom of Creation and Bespoke Prosthetics are applying this technology to the custom manufacturing of everything from jewelry, to architectural models, to designer body parts. Firms like HP and Google are investing in hardware and software, respectively.

FreedomOfCreation-3D-Jewelry-ByAMT-02
3D printing’s breakthroughs in pricing and digitization mean that designs which used to take months are now brought to life in hours, and at a fraction of the cost.

Newly affordable machines are poised to invent a whole new class of custom manufacturing, where a niche product need not even be made until the customer has ordered it.

As customer networks seek ever more customized content, services, and even physical products, technologies like 3D printing will impact a broad range of industries.

One of the company’s I feature in my book is Brooklyn’s Makerbot Industries, which is bringing 3D printing to a desktop near you, with models starting at just $1,000.

I was lucky to have Makerbot’s founder, Bre Pettis, speak at the BRITE conference this year. In the video below, you can see Bre talk about putting “the factory on your desktop,” including:

  • the most replicated human being in the world
  • why open source innovation spurs iterative design
  • how “the Makerbot prints love”


If video does not appear, click here to watch it on BRITEconference.com

And if you are near NYC next week…

You can check out the Makerbot, and a lot of other amazing technology and crazy inventive spirit at the Maker Faire, Sept 25-26 at the New York Hall of Science.

BY DAVID ROGERS

This post originally posted by David on the DavidRogers.biz blog at: http://www.davidrogers.biz

Photo of jewelry from Freedom of Creation

Lessons from Old Spice Guy for Big Consumer Brands

July 29, 2010

Old Spice GuyLast week, the ad world was abuzz over the shockingly smart Old Spice digital campaign by Wieden+Kennedy (the mad men who taught Nike to “just do it”).

The brand’s series of 186 “video responses,” posted to its YouTube channel in a 2-day blizzard of creativity and interaction, attracted 35 million views in a single week. They catapulted this recently-ailing brand into the most popular sponsored YouTube channel ever (with 8 of YouTube’s 11 most-popular videos). And they generated an estimated 1 billion PR impressions in one week.

Best of all, the campaign’s viral success was not a fluke.  Old Spice Guy’s YouTube feat holds lessons for many consumer packaged goods (CPG) brands, who have struggling to figure out how to market a fresh, relevant “brand story” for products like body soap, when print and TV are declining, and new media seem more amenable to scrappy micro-brands than to behemoths marketed by the likes of Procter & Gamble, Unilever, and Kraft.

Two Steps to Digital Brand Building

Old Spice’s campaign succeeded with an artful two-step:

Step 1: Traditional Media

  • Pay: millions for a major national media spend (TV, OOH, etc.)
  • Hire: high-end creative talent (if you’re going to be on the Super Bowl, look like you belong)
  • Objectives: concept development & launch;  broad reach & awareness

If you missed it, Old Spice launched a brand character (you remember those warhorses, Tony the Tiger and the Duracell Bunny?) with the most old-fashioned of vehicles: a giant television media buy kicked off with the Superbowl, and a glittering CGI-driven 30 second spot (that overshadowed the character a bit, frankly).  The new character, “Old Spice Guy,” played with rippling abs and comic charm by the former NFL Wide receiver Isaiah Mustafa, seemed to be a keeper.

Step 2: New Media

  • Pay: nothing for free media (YouTube, Facebook, Twitter)
  • Hire: top creatives and a crack social media team
  • Objectives: creative execution matched with interactivity, to drive viral adoption in customer networks

The breakthrough thinking came in stage 2, a new kind of YouTube campaign. For two days, Old Spice Guy announced online that he was taking questions via social media like twitter and Facebook. As queries came in (“How many teeth do sharks have?” “What is the manliest thing you have ever done?” “Can U Ask my girlfriend to marry me? “) the answers started to come back, in the form of hysterically funny videos on Old Spice’s YouTube channel, each less than a minute long, with a new question answered every 7 minutes.

Best of Both Worlds

What Old Spice man shows us is that it is possible (with the resources of a major brand, partnered with a strong agency) to combine interactivity with a truly rich content experience.  That is, in the concepts of my research on customer networks, to combine a CONNECT strategy with an ENGAGE strategy.

Prevailing models for marketing in customer networks have focused on one or the other.

In digital programs like Doritos’ augmented reality packaging (where holding the bag to a webcam generated a holographic concert by the band Blink-182) or Kraft’s “iFood Assistant” app (which helps customers shop and cook, with the aid of branded products), the experience is rich, immersive, and full carefully designed brand signals (ENGAGE), but conversation with the brand (CONNECT) is limited or absent.

On the other hand, in social media programs like Comcast’s @comcastcares Twitter channel (answering customer service issues), or Pepsi’s Refresh Everything website (seeking customer votes on community projects to fund), the emphasis is on interaction and conversation with the brand (CONNECT), but the user experience is quite functional, and not really able to convey an “emotional” brand (ENGAGE).

Old Spice’s campaign shows a model for how to combine the best of both worlds:

  1. the emotional power of great branded content, wit
  2. some of the interactivity of a social media channel

That was the “oh my god” of the Old Spice videos that took everyone’s breath away. To send in a message on Twitter and get a 140 character reply from a person is now old hat. To get 140 characters back from a Fortune 500 company is still pretty cool (especially if they seem responsive and authentic). To get a hilarious comic video with the iconic face of a national brand speaking to you… was thrilling.

What It Takes

Oldspice-shoot

Intensity:

  • 2 days, 11 hour shifts
  • 186 video responses produced

A crack ad team to:

  • Churn out scripts and punch up silly lines
  • Run around finding appropriate props
  • Film in rapid-fire in a single setting
  • Select or edit the best takes (all at a rate of one finished video per 7 minutes!)

A web team to:

  • Vet all incoming requests
  • Pick the best (mix of questions, mix of celebrities, social media shakers, vs joe-anybody’s)
  • Get the finished videos up on YouTube and distributed into Twitter, Facebook and other channels

…and most critically:

  • A strong creative concept already developed (the brand icon’s personality and spokesman)
  • Permission from the brand owner (Procter & Gamble) to do this without vetting each video (an amazing level of trust)

Summary

Customer network marketing can work.  And it doesn’t have to be a crapshoot. Rather than hoping for your customers to create something spectacular on their own (like the “Diet Coke and Mentos” viral videos), or launching a Web-only campaign that you hope will take off on its own (fine for a small brand like Blendtec, but not for P&G needing to maximize a large marketing budget)… big consumer brands should find ways to keep telling great stories, and using digital media to combine interactivity with creativity. CONNECT + ENGAGE.

P.S. My Favorites

I haven’t watched all 186. But these are two of my favorites so far.

The first is Johaness Beals’ wedding proposal – charming, and a video anyone can get.

The second is Demi Moore – pure wackiness, to show how pushing the brand is what makes it work.

BY DAVID ROGERS

This post originally posted by David on the DavidRogers.biz blog at: http://www.davidrogers.biz

[Video Mondays] The Power of Open Innovation

July 26, 2010

Today’s digital media allow customers and partners of all kinds to partner with companies, and with each other, in incredibly dynamic ways.  These network collaborations may follow a number of different approaches.

One approach that has garnered a lot of attention is contribution systems, such as Wikipedia or Linux, where a great many participants each contribute a small piece to a large project (Wikipedia’s encyclopedia, or Linux’s operating system). But there are other successful models of network collaboration as well.

One of these is the open competition, wherein a network of participants is invited to each attempt their own solution to a defined challenge, with one or more “winners” selected for reward (money, fame, peer recognition, or combinations thereof).

InnoCentive has been a leader in this kind of collaboration. They have developed a global network of 175,000 of “solvers”—independent academics, graduate students, and experts in a variety of fields who are based in 175 countries and linked by the Internet. More than a hundred organizations, among them Procter & Gamble, Eli Lilly, and the Rockefeller Foundation (called “seekers”), turn to InnoCentive’s network to tackle the toughest problems that have stymied their own research and development departments.

I was delighted to have InnoCentive’s CEO Dwayne Spradlin speak at this year’s BRITE ’10 conference on “The Power of Open Innovation.”

Below is a video of his talk in full. Enjoy!

BY DAVID ROGERS

If video does not appear, click here to watch it on BRITEconference.com

This post originally posted by David on the DavidRogers.biz blog at: http://www.davidrogers.biz

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