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OTT is the Next Step in the Digital Revolution for Media Buyers

OTT is increasingly being tested by advertisers as more inventory becomes available, says Nicole Whitesel, SVP of Enterprise Strategy at Publicis Media. “In the past, OTT was seen as a nascent channel with limited reach,” said Whitesel. “I think now you’re seeing a lot more inventory there available to them to buy. I think their willingness to test things where they’re unsure of outcomes has been increased more than ever before.”

Nicole Whitesel, SVP of Enterprise Strategy at Publicis Media recently discussed the increased experimentation with OTT by agencies and their clients in an interview with BeetTV:

OTT is the Next Step in the Digital Revolution for Ad Buyers

One of the things we’re seeing is clients appetites being larger than ever before to explore. In the past, OTT was seen as a nascent channel with limited reach. I think now you’re seeing a lot more inventory there available to them to buy. I think their willingness to test things where they’re unsure of outcomes has been increased more than ever before.

We’re really talking about kind of the next step, the digital revolution maybe seven years ago and people were early movers in that space and they had an advantage.

We’re thinking about the space in a similar way. There’s an opportunity to get in early and test things, build operational muscle between teams that maybe haven’t worked together as closely before. We really see that as an opportunity this year to do a lot of that work.

Agency Teams Working Together to Buy OTT Inventory

You have teams where historically broadcast teams and national teams have bought broadcast. Then you have teams that are more precision or audience driven that buy programmatic. You’re seeing a lot of work between those teams now to think about the way we’re buying connected TV, inventory if you will, or OTT.

You have a broadcast team that might be negotiating as part of an upfront and then you have an activation team who’s actually activating within a quarter against a specific audience, buying that inventory in-quarter.

Those are teams that historically don’t work as closely together on an ongoing basis outside of upfront. We’re seeing that that’s an opportunity to bring those teams closer together and working more closely with clients who learn these new channels and understand that. That goes as well to analytics and measurement. How are we measuring them? What’s the contribution when compared to historically traditional channels like linear TV?

Opportunity for Direct to Consumer Companies

I think there’s an opportunity for direct to consumer companies (DTC) to enter the space through these new channels that didn’t exist before from a linear broadcast perspective. A lot of inventory was sold in the upfront and there was limited inventory available on an ongoing basis. That’s changing with these new channels in inventory that’s available through connected TV or FEP inventory.

They have an opportunity to buy that in a way that benefits their business model and works with the way that their business has set up to run with retail quarters, seasonality, the things that make sense for them. They don’t have to make a commitment a year in advance. They can do it when it makes sense for their business.

Getting Smarter With Broadcast Partners

I think there’s an opportunity for us to get smarter about the way we partner with our broadcast partners. Historically we’ve gone in and we say we want this CPM and this flexibility and this is the programming or dayparts we want to buy.

I think there’s an opportunity for us to say, hey, we want to buy this from an upfront perspective, but here’s all the other inventory that you manage that we also want to think about buying. We can collectively leverage dollars and get things that are valuable for our brands and our clients that allows them the flexibility to test these new channels.

TV Attribution – A Big Next Step for Ad Buyers

I think TV attribution is one of the big next steps for our industry. Being able to understand a contribution of a specific channel and its cost and associated with an outcome the brand’s care about is I think the next big opportunity for us. Then we’ll understand investment in media mix across those different video channels.

OTT is the Next Step in the Digital Revolution for Ad Buyers

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We Are Definitely Under a Digital Transformation at Chipotle, Says CEO

We are definitely under a digital transformation at Chipotle, says Chipotle CEO Brian Niccol. Chipotle is in the midst of a digital and innovation revolution that is starting to see results. “Our digital business is up dramatically and the good news it’s also incremental so the total business is up,” said Niccol. “You have to have innovation happening all the time.”

Brian Niccol, CEO of Chipotle, discusses their digital transformation and new innovation culture in an interview on CNN Business:

We Are Definitely Under a Digital Transformation

Our digital business is up dramatically and the good news it’s also incremental so the total business is up. We are definitely under a digital transformation at Chipotle. We are creating access through all these mobile applications and then obviously the website. But the big transformation is actually digitizing the restaurant. We have a second line where we now have put up all the digital capability there.

When you order in the app it doesn’t interact with the front line where consumers coming into the restaurant are. It has just increased the speed, increased the accuracy, and it’s also increased the opportunity for additional forms of access. Whether it’s delivery or our new Chipotlane we are testing where people can literally just drive up, grab their food and go. We are just going to give people more ways to interact with Chipotle with a lot less friction.

Innovative Chipotlane Speeds Digital Pickup

Chipotlane is just taking your off-premise order and giving you access where you don’t have to get out of your car. This is literally where you order ahead in the app, you select your pickup time, and when you get to our restaurant you will see your name on a board and you can come around and pick it up.

We’ve got it in ten restaurants right now and it’s going really well. Every restaurant already has the second make line, so we are just putting in the digital capability. The other key piece of the puzzle is that when you walk into the restaurant there’s a place for you to pick up your digital orders. Whether it’s the deliver driver coming in to grab the food and go or whether it’s a customer coming in.

You Have to Have Innovation Happening All the Time

Consumer expectations are changing faster than ever. When you look at one of our key groups that loves Chipotle is this 18-25 year old crowd. Their attention spans are built from social media. That’s why I think it’s important to show up in the places where they are consuming media. We’ve really revolutionized the way Chipotle has communicated through our social, mobile, and digital channels. You have to have innovation happening all the time.

It could be little things that show up in social or it could be big things like we are working on doing a new quesadilla or the new advertising that’s coming out or new restaurant designs. You see innovation at big levels but we are trying to create a culture at Chipotle where we want creativity and innovation to be happening all the time. Then we need to be accountable for what this innovation teaches us, the good and the bad.

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How to Set Up Metrics to Optimize Your Digital PR Team’s Press Coverage

Posted by Ashley.Carlisle

Over the past six years, our team at Fractl has studied the art of mastering content marketing press coverage. Before moving into Agency Operations, I on-boarded and trained over a dozen new associates for our digital PR team within a year as the Media Relations Manager. Scaling a team of that size in a such a short period of time required hands-on training and a clear communication of goals and expectations within the role — but what metrics are indicative of success in digital PR?

As a data-driven content marketing agency, we turned to the numbers for something a little different than our usual data-heavy campaigns — we used our own historical data to analyze and optimize our digital PR team’s outreach.

This post aims to provide better insight in defining measurable variables as key performance indicators, or KPIs, for digital PR teams and understanding the implications and relationships of those KPIs. We’ll also go into the rationale for establishing baselines for these KPIs, which indicate the quality, efficiency, and efficacy of a team’s outreach efforts.

As a guide for defining success by analyzing your own metrics for your team (digital PR or otherwise), we’ll provide the framework for the research design, which helped us establish a threshold for the single variable we identified to best measure our efforts and be the most significantly correlated with the KPIs indicative of success of a digital PR team.

Determining the key performance indicators for digital PR outreach

The influx of available data for marketers and PR professionals to measure the impact of their work allows us to stray away from vague metrics like “reach” and the even more vague goal of “more publicity.” Instead, we are able to focus on the metrics most indicative of what we’re actually trying to measure: the effect of digital PR efforts.

We all have our theories and educated guesses about which metrics are most important and how each are related, but without researching further, theories remain theories (or expert opinions, at best). Operational research allows businesses to use the scientific method as a way to provide managers and their teams with a quantitative basis for decision making. Operationalization is the process of strictly defining variables to turn nebulous concepts (in this case, the effort and success of your digital PR team) into variables that can be measured, empirically and quantitatively.

There is one indicator identified to best measure your effort into a campaign’s outreach. It is a precursor to all of the indicators below: the volume of pitch emails sent for each campaign.

Because all pitches are not created equal, the indicators below gauge which factors best define the success of outreach, such as the quality of outreach correspondence, the efficiency of time to secure press, the efficacy of the campaign, and media mentions secured. Each multi-faceted metric can be described by a variety of measurements, and all are encompassed by the independent variable of the volume of pitch emails sent for each campaign.

Some indicators may be better measured by using more than a single metric, so for the purposes of this post, here are the three metrics to illustrate each of these three KPIs to offer a more holistic picture of your team’s performance:

Pitch quality and efficacy

  • Placement Rate: The percentage of placements (i.e., media mentions) secured per the number of total pitches sent.
  • Interest Rate: The percentage of interested publisher replies to pitches per the number of total pitches sent.
  • Decline Rate: The percentage of declining publisher replies to pitches per the number of total pitches sent.

Efficiency and capacity

  • Total days of outreach: The number of business days between the first and last pitch sent for a campaign, which is the sum of the two metrics below.
  • Days to first placement: The number of business days between the first pitch sent and first placement to be published for a campaign.
  • Days to syndication: The number of business days between the first placement to be published and the last pitch to be sent for a campaign.

Placement quality and efficacy

  • Total Links: The total number of backlinks from external linking domains of any attribution type (e.g. DoFollow, NoFollow) for a campaign’s landing page.
  • Total DoFollow Links: The total number of DoFollow backlinks from external linking domains for a campaign’s landing page.
  • Total Domain Authority of Links: The total domain authority of all backlinks from external linking domains of any attribution type (e.g. DoFollow, NoFollow,) for a campaign’s landing page.

Optimizing effort to yield the best KPIs

After identifying the metrics, we need to solve the next challenge: What are the relationships between your efforts and your KPIs? The practical application of these answers can help you establish a threshold or range for the input metric that is correlated with the highest KPIs. We’ll discuss that in a bit.

After identifying metrics to analyze, define the nature of their relationships to one another. Use a hypothesis test to verify an effect; in this case, we’re interested to find the relationship between pitch count and each of the metrics we defined above as being KPIs of successful outreach. This study hypothesizes that campaigns closed out in 70 pitches or less will have better KPIs than campaigns closed out with over 71 pitches.

Analyzing the relationship and determining significance of the data

Next, determine if the relationship is significant; when the relationship is stated as statistically significant, the relationship observed has a high likelihood of happening in the future. When it comes to claiming statistical significance, some may assume there must be a complex formula that only seasoned statisticians can calculate. In reality, determining statistical significance is done via a t-test, a simple statistical test that compares two samples to help us infer a correlation of the same relationships in future samples.

In this case, campaigns with pitch counts below 70 are one group and campaigns above 71 are a second group. The findings below define the percentage difference between the means of both groups (i.e., the campaigns from Q2 and Q3) to determine if lower pitch counts do have a desired effect for each metric; those that are asterisked are statistically significant, meaning there is a less than a 5 percent chance that the observed results are due to chance.

How our analysis can optimize your digital PR team’s efforts

In practice, the relationships between these metrics help you establish a better standard of practice for your team’s outreach with realistic expectations and goals. Further, the correlation between the specified range of pitch counts and all other KPIs give you a reliable range of what values you can expect when it comes to the metrics for pitch quality, timelines, and campaign performance when adhering to the range of pitches.

The original theory — that a threshold for pitch counts exists when the relationship between pitch count and all other metrics of performance were compared — is confirmed by the data. The sample with lower pitch counts (less than 70) sees a positive relationship with the KPIs we want to decrease (e.g. decline rates, total days) and negative relationship with the KPIs we want to increase (e.g. placement rates, link counts). The sample with higher pitch counts (greater than 71) saw the inverse — a negative relationship with the KPIs we want to decrease and a positive relationship with the KPIs we want to increase. Essentially, when campaigns with less than 70 pitches sent were isolated, the numbers improved in nearly every metric.

When this analysis is applied to each of the 74 campaigns from Q3, you’ll see nearly consistent results, with the exception again being Total Domain Authority. Campaigns with up to 70 pitches are correlated with better KPIs when compared to campaigns with over 71 pitches.

Vague or unrealistic expectations and goals will sabotage the success of any team and any project. When it comes to the effort put into each campaign, having objective, optimized procedures allows your team to work smarter, not harder.

So, what does that baseline range look like, and how do you calculate it?

Establishing realistic baseline metrics

A simple question helps answer what the baseline should be in this instance: What was the average of each KPI of the campaigns with fewer than 70 pitches?

We gathered all 70 campaigns closed out of our digital PR team’s pipelines in the second and third quarters of 2018 with pitch counts below 70 and determined the average of each metric. Then, we calculated the standard deviation from the mean, which defines the spread of the data to establish a range for each KPI — and that became our baseline range.

Examining historical data is among the best methods for determining realistic baselines. By gathering a broad, sizeable sample (usually more than 30 is ideal) that represents the full scope of projects your team works on, you can determine the average for each metric and deviation from the average to establish a range.

These reliable ranges allow your digital PR team to understand the baselines they must strive for during active outreach when in compliance with the standard of practice for pitch counts established from our research. Further, these baseline ranges allow you to set more realistic goals for future performance by increasing each range by a realistic percentage.

Deviations from that range act as indicators of potential issues related to the quality, efficiency, or efficacy of their outreach, with each of the metrics implying what specifically may be array. We offer context into each of those metrics defining our three KPIs in terms of their implications and limitations.

Understanding how each metric can influence the productivity of your team

Pitch quality and efficacy

The purpose of a pitch is to tell a compelling and succinct story of why the campaign you’re pitching is newsworthy and fits the beat of the individual writer you’re pitching. Help your team succeed by enforcing tried and true best practices to enable them to craft each pitch with personalization and compelling narratives at the top of mind. The placements act as a conversion rate to measure the efficacy of your team’s outreach while interests and declines act as a combined response rate to measure the quality of outreach.

To help your team avoid the “spray and pray” mentality of blasting out as many pitches as possible and hoping one will yield a media mention, which ultimately jeopardizes publisher relationships and are an inefficient use of time, focus on the rates our teams secure responses and placements from publishers in relation to the total volume of pitches sent. Prioritize this interpretation of the data rather than just the individual counts to help add context to the pitch count.

Campaigns with a high-ratio of interest and placements to pitches from publishers imply the quality of the pitch was sufficient, meaning it encompassed one or more of the factors known to be important in securing press coverage. This includes, but is not limited to, compelling and newsworthy narratives, personalized details, and/or relevancy to the writer. In some cases, campaigns may have a low-ratio of interest but high-ratio of placements as a result of a nonresponse bias — the occurrence where publishers will not respond to a pitch but will still cover the campaign in a future article, yielding a placement. These “ghost posts” can skew interest rates, illustrating why three metrics compose this KPI.

Campaigns with a high-ratio of declines to pitches imply the quality of the pitch may be subpar, which signals to the associate to re-evaluate their outreach strategy. Again, the inverse may not always be true, as campaigns with a low ratio of declines may be a result of non-response bias. In this case, if publishers do not respond at all, we can either infer they did not open the email or they opened the email and were not interested, therefore declining by default.

While confounding variables (such as the quality of the content itself, not just the quality of the pitch) may skew these metrics in either direction and remain the greatest limitation, holistically, these three metrics offer actionable insights during active outreach.

Efficiency and capacity

Similarly, ranges for timeline metrics can give your associates context of when they should be achieving milestones (i.e., the first placement) as well as the total length of outreach. Deviating beyond the standard timeline to secure the first placement often indicates the outreach strategy needs re-evaluating, while extending beyond the range for total days of outreach indicates a campaign should be closed out soon.

Efficiency metrics help beyond advising the strategy for outreach, informing operations from a capacity standpoint. Toggling between tens and sometimes hundreds of active campaigns at any given point relies on consistency for capacity — reducing variance between the volume of campaigns entering production to campaigns being closed out of the pipeline by staggering campaigns based on their average duration. This allows for more robust planning and reliable forecasting.

Awareness of the baselines for time to secure press enables you and your team to not just plan strategies and capacities, but also the content of your campaigns. You can ensure timely content by allowing for sufficient time for outreach when ideating your campaigns so the content does not become stale or outdated.

The biggest limitation of these metrics is a looming external variable often beyond our control — the editorial calendars and agendas of the publishers. Publishers have their own deadlines and priorities to fill, so we can not always plan for delays in publishing dates or worse yet, scrapping coverage altogether.

Placement quality and efficacy

Ultimately, your efforts are intended to yield placements to gain brand awareness and voice, as well as build a diverse link portfolio; the latter is arguably easier to quantify. Total external links pointing to the campaign’s landing page or client homepage along with the total Domain Authority of those links allow you to track both the quantity and quality of links.

Higher link counts built from your placements allow you to infer the syndication networks of the placements your outreach secured, while higher total Domain Authority measures the relative value of those linking domains to measure quality. Along with further specifying the types of links (specifically Dofollow links, arguably the most valuable link type), these metrics have the potential to forecast the impact of the campaign on the website’s own overall authority.

Replicating our analysis to optimize your team’s press coverage

Often times, historical research designs such as this one can have limitations in their cause and effect implications. This collection of data offers valuable insight into correlations to help us infer patterns and trends.

Our analysis utilized historical data representative of our entire agency in terms of scope of clients, campaign types, and associates, strengthening internal validity. So while the specific baseline metrics are tailored to our team, the framework we offer for establishing those baselines is transferable to any team.

Apply these methods with your digital PR team to help define KPIs, establish baselines, and test your own theories:

  • Track the ten metrics that compose the KPIs of digital PR outreach for each campaign or initiative to keep a running historical record.
  • Determine the average spread via the mean and standard deviation for each metric from a sizeable, representative sample of campaigns to establish your team’s baseline metrics.
  • Test any theories of trends in your team’s effort (i.e., pitch counts) in relation to KPIs with a simple hypothesis test to optimize your team and resources.

How does your team approach defining the most important metrics and establishing baseline ranges? How do you approach optimizing those efforts to yield the best press coverage? Uncovering these answers will help your team synergize more effectively and establish productive foundations for future outreach efforts.

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Walmart CEO: Company is Becoming More Digital

The CEO of Walmart Doug McMillion says that the company has a lot of work going on to change the company. He says that the company is becoming more digital and is changing how they work from within to get faster, more nimble, and adapt to what’s happening in retail. McMillion is a real advocate of change within the company, pointing out that what has happened to companies like Sears can happen to us too.

Doug McMillion, CEO of Walmart, recently discussed how Walmart is becoming more digital and is adapting and changing in order to compete and improve the customer experience:

Changing How We Work to Get Faster, More Nimble and to Adapt

We’ve got a lot of work going on to change the company. The company is becoming more digital and we’re changing how we work from within to get faster, more nimble, adapting to what’s happening in retail. Those plans result in lower costs. We’ve been lowering prices for customers and we need to keep doing that. We’ve got to build this ecommerce business in a way where it delights customers all the time. We’re improving in many areas as it relates to that.

Then kind of the magic of Walmart is how we put it all together. Grocery pickup has been really great for us, we’re learning how to do deliveries. There’s a lot in front of us in terms of what we control and what we can do and that’s what we’re focused on. There’s a transition going on and change that is happening inside of all businesses and across industries. It’s certainly happening within Walmart.

We’re Learning How to Put Automation in Place

We’re learning how to put automation in-place like floor cleaners that are autonomous, and also an industrial robot with a camera on it that’s looking at the merchandise in the aisle so we know where things are. It’s learning how to communicate with a device that goes up and down the aisle that checks to make sure that things are in the right place, that they’re priced right, looking to see if we have inventory above if it needs to be pulled down, and helping us as associates do our jobs better.

I think over time automation will reduce jobs, there will be a period of disruption, but with our turnover in retail, we can manage through that. We want to train people, upskill them so that they can learn to do new things. As this change is happening now we’ve already seen new jobs like personal shoppers emerge, we’ve got about thirty thousand personal shoppers in the United States now that are picking grocery orders in the stores for pickup.

Grocery Pickup Business has Grown a Lot

One of the most popular things we’ve got right now is a grocery service where you can order on your mobile app, pick a time slot and on your way home from school with the kids swing through and we put it in your trunk and you take off. That business has grown a lot and there are people that now have new jobs creating that order for you. Folks come out to the car, put in the trunk for you, talk to you for a few minutes, and that’s gone really well.

What I really think will happen is we’re going to find new jobs, delivery jobs, and jobs related to customer service in the stores. We want to improve the environment the stores, we want our fresh food presentation to be better, we want our retail presentation to be better. We will redirect some of those positions towards that.

One Constant at Walmart is Change

The truth is after learning from so many people, a little bit from Sam Walton, David Glass, Lee Scott, Mike Duke, and the leaders at Walmart. We know that retailers come and go. Businesses grow and they don’t change enough and they decline over time. Retailers do that on a bit of a faster cycle so we got a healthy paranoia and always have.

If there were a group of Walmart associates around here right now and we asked them the only thing other than our purpose and values that are constant at Walmart they would fill in the blank with change. We adapt, we learn, we learn from competition, we focus on the customer, we’re always changing.

People Are Rethinking What Walmart is as a Business

I carry an app that’s got the top-ten retailers by decade back to 1950. There are company’s on here, TG&Y, E. J. Korvette, the rise and fall of Sears and others. It’s just a reminder that this can happen to us too. Part of what I do within the company is trying to make a case for change, point to a strategy and a vision for our associates.

We’ve got great people and they rally and move and change. It’s now happening at an accelerated rate inside the company causing people to rethink what Walmart is as a business and it’s really exciting.

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Nike Makes the Integration of Digital and Physical Retail a Reality

Nike has created an amazing store in New York City that truly integrates the digital experience with physical retail. The worlds of physical and digital are not really separated for consumers the way we may have thought says Heidi O’Neil, the President Nike Direct. Clearly, brick and mortar retail is not dead, it’s just changing and Nike is showing the world how it can be done.

Heidi O’Neil, President of Nike Direct and Sean Madden, Senior Director of Product at Nike Direct were interviewed about Nike’s New NYC technologically enhanced flagship store by Katherine Schwab of Fast Company. You can watch the full video below:

Physical and Digital Together Create an Incredible Consumer Experience

“It’s interesting with all of the medium crests around the death of retail, what we found, at least with our Nike consumers, is over 80 percent of consumers actually want a physical experience as part of their shopping experience,” says Heidi O’Neil, President of Nike Direct. “The worlds of physical and digital are not really separated for consumers the way we may have thought about it when we were thinking about the death of retail. In fact, they can really support each other to make an incredible consumer experience.”

Get Every Item on a Mannequin Head-To-Toe Digitally

“When you come in you’ll be welcome to Nike New York,” explained Sean Madden, Senior Director of Product, Nike Direct. “On the smartphone screen is what we call Retail Home. We found based on a lot of research that consumers really love mannequins, but they get really frustrated when they can’t find the product that’s on the mannequin. Is it in your size? Is it in your color?

“We’ve built a system where the consumer can simply scan a QR code and they’ll get every item that a mannequin is dressed in from head-to-toe digitally,” said Madden. “We’ve also enabled consumers to build a virtual Try-On List. They can then choose their size and have it sent right to their fitting room.”

Smart Fitting Rooms Offer Lighting Options

“Not only will the product will be waiting for you in the fitting room we’ve also introduced the ability for you to customize the look with lighting so you can see how the product looks on you and will perform in different lighting conditions,” he said. “We want consumers to understand how the product will look in different conditions, especially the New Yorker who is going from their house to sport to work to life and they want a product that can flex with them. They also take a lot of selfies in fitting rooms so good light and an interesting room really helps with that.”

Data Powers the New Nike Speed Shop

“We use data to inform the assortment with New Yorkers favorites in the Speed Shop,” said O’Neil. “Then what we’re also able to do from a data perspective is we’re able to take all the selling information and all the data from what’s happening in the five other floors of the store to have a trendy now experience in the Speed Shop. So as a New Yorker you don’t have to spend half the day here, a couple hours there, you can just go and say I’m getting the absolute best of this store curated for me and refreshed in the day, in the hour.”

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How Wrenches Changed the Way I Think about Digital Tools

About a year and a half ago, I made up my mind to rebuild a motorcycle. I had no mechanical…

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Digital Marketing News: Facebook’s Playable Ads & Business Pages Update, Gen Z Mom Trends, & B2B’s Video Uptick

Facebook Business Pages

Facebook redesigns biz Pages for utility as feed reach declines
Facebook has released a slew of changes to its popular Business Pages offering, including updates to mobile, recommendations, events, jobs, and Facebook Local. The updates bring marketers new opportunities along with the need to re-think certain strategies that may no longer be relevant. TechCruch

Twitter loses ability to let users auto-post tweets & retweets to Facebook
Facebook changed how its API is utilized by some 60K apps, including Twitter’s, doing away with cross-posted auto-tweets unless going through the more limited posting options of Facebook’s Share feature. Marketing Land

Move Over Millennials: It’s Time To Discuss How To Win With Generation Z Moms
An examination of digital native Gen Z moms and their online brand engagement traits and habits. Forbes

Making B2B video content work: marketers from Linkedln, Dailymotion and The Smalls share best practices
Marketers from LinkedIn (client), The Small, and Dailymotion take a serious look at what’s working in B2B video marketing, what isn’t, and why. The Drum

Facebook launches playable ads, tests retention optimization for app advertising
With Facebook’s recent launch, are playable ads likely to make their way into other, non-gaming areas of digital marketing? Marketing Land

‘Better ROI than influencers’: Meme accounts attract growing interest on Instagram
Brand and publisher partnerships look at engagement via meme, where even small follower counts can produce high engagement rates. DigiDay

2018 August 10 Statistics Image

We Analyzed 43 Million Facebook Posts From the Top 20,000 Brands (New Research)
A new study from Buffer and BuzzSumo examined Facebook posts from some 20,000 top brands, and results show posting volume has been up while page engagement has decreased. Buffer

Snapchat launches ad marketplace for Discover partners & brings Commercials to Ads Manager
Snapchat’s Private Marketplace and non-skippable ad options were among several new beta features recently rolled out to publishers. Marketing Land

ON THE LIGHTER SIDE:

Marketoonist Tom Fishburne ROI of Marketing Cartoon

A lighthearted look at the ROI of marketing by Marketoonist Tom Fishburne — Marketoonist

Anti-Poser CAPTCHA Asks User to Click ‘Every Real Punk Band’ — The Hard Times

TOPRANK MARKETING & CLIENTS IN THE NEWS:

  • TopRank Marketing — Top 10 Content Marketing Blogs on the Internet Today — Blogging.org
  • Lee Odden — 50 Tips for Ad Agency New Business — Michael Gass
  • Lee Odden — Natural Language Generation Accelerates Content Marketing, But Keep Your Hands on the Wheel
    CMSWire
  • Lee Odden — 9 Expert Guides: How to Win at Influencer Marketing — Marx Communications
  • Lee Odden — Main Stage Spotlight Speakers at Pubcon Pro Las Vegas — Pubcon

What are some of your top influencer marketing news items for this week?

Thanks for reading, and we hope you’ll join us again next week for the latest digital marketing news, and in the meantime you can follow us at @toprank on Twitter for even more timely daily news. Also, don’t miss the full video summary on our TopRank Marketing TV YouTube Channel.


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Digital Marketing News: Facebook’s Playable Ads & Business Pages Update, Gen Z Mom Trends, & B2B’s Video Uptick | http://www.toprankblog.com

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Digital Marketing News: Smarty-Pants Speakers Drive Voice Search, YouTube’s Rejiggered Hashtags, & Google’s Word Count Wisdom

July 27 2018 TopRank Marketing News Image

July 27 2018 TopRank Marketing News Image

Report: Smart speaker ownership driving voice adoption on smartphones
The popularity of voice search on smartphones has grown in part due to more Americans owning smart speakers, with a new NPR and Edison Research report revealing 18 percent now own so-called smart audio devices. Marketing Land

Report: Facebook takes a back seat to Instagram as ad spend on the Facebook-owned app grows 177%
New research data shows that Instagram had ad spending four times Facebook’s rate year-over-year during the second quarter of 2018, while YouTube’s ad spend was nearly triple that of last year. Marketing Land

Emojis Score With Mobile Users
New study data shows that the use of emojis has resulted in a sizable boost of mobile e-mail open rates, with open rates boosted over 80 percent resulting in 363 percent revenue gains, but are digital marketers convinced? MediaPost

YouTube Shows Searchable Hashtags Above Video Titles
YouTube has begun showing searchable hashtags above the title of each video. The first three hashtags of a video’s description field have gained prominence with the change, offering new opportunities for YouTube marketers looking to optimize video findability. Search Engine Journal

Google: Word Count Isn’t Indicative Of Quality
Google has indicated that written content isn’t ranked solely by word count numbers. Short or not-so-short, good writing is rarely tied to formulaic word counts, Google has hinted. Search Engine Roundtable

Google releases AMP Stories v1.0 with new features, including an ads beta for DFP users
Google has announced new features for developers using its AMP Stories format, including several monetization features and additional metadata attributes targeting digital marketers. Marketing Land

July 27, 2018 Digital Marketing News Statistics Image

Twitter Releases New ‘Playbook for Agencies’ Which Includes a Heap of Twitter Promotion Tips
Twitter has published a new guide offering ad tips and more, in its agency playbook announced this week. The guide’s insight is applicable to a wide swath of digital marketing professionals. Social Media Today

An update to referral source URLs for Google Images
Google announced recently that it will soon implement a new referrer URL specific to Google Images. Digital marketers working with country-specific search queries also get specific new guidelines from Google. Google Webmaster Central

Snapchat beefs up ad targeting in deal with Nielsen
Segmented audience data is finally coming to Snapchat, as the firm recently announced a new partnership with Nielsen that brings some 30,000 segments to marketers using the firm’s newest addition. AdAge

Inside the Mating Rituals of Brands and Online Stars
The New York Times examines influencer morality clauses and the rise of online stars from YouTube, Instagram, Twitter, Twitch, and others, with newfound brand credibility often following. The New York Times

ON THE LIGHTER SIDE:

Marketoonist Tom Fishburne July 27 Cartoon

A lighthearted look at lifestyle brands by Marketoonist Tom Fishburne — Marketoonist

How Kit Kat managed to turn a viral tweet into a branded proposal — SEO Roundtable

This Man Tried to Break the World Record for Paper Airplane Flight — Wired

TOPRANK MARKETING & CLIENTS IN THE NEWS:

  • Lee Odden — Natural Language Generation: The Future of Content Management — e-Spirit
  • Lee Odden — The Top 13 Content Marketing Influencers to follow in 2018 — JBH

What are some of your top influencer marketing news items for this week?

Thanks for reading, and we hope you’ll return next week for the latest digital marketing news, and in the meantime you can follow us at @toprank on Twitter for even more timely daily news. Also, don’t miss the full video summary on our TopRank Marketing TV YouTube Channel.

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