Looks like the BBC deal with google and youtube means there will be ads served against and on BBC content within the UK. BBC REPORT HERE
The Beeb has long carried ads on its international networks but been shy of doing so on similar services in the UK.
One of the YouTube channels the Beeb will supply content for will carry ads and even have 'pre-roll' ads on their videos.
It's not like the BBC isn't a commercial organisation - it publishes magazines, sells books etc etc.
The BBC's director of Future Media and Technology, Ashley Highfield, said the deal was "not about distributing content like full-length programmes; YouTube is a promotional vehicle for us".
It's also a fantastic vehicle for two-way flow. Imagine the video response fun to be had. I wonder how much they'll censor them, too. See the Worldwide channel here.
What's the next step?
Global video on demand - supplied free with ads in place?
The future is about providing free content - and attempting to engage markets around this, after all.
How are the Beeb going to make the distinction between what they should place ads on and what is a sacred cow?
How is an ad on a BBC video clip any different from an ad at the start of the 10pm News on BBC1?
Both are just as likely to annoy viewers.
The difference is the ads can be so much more targeted on a clip-by-clip basis. Perhaps the Beeb is watching ITV's crisis and realising that not only is it much more under-the-radar to do ads on YouTube clips, it's also - thanks to its superior level of engagement - of potentially MORE value to advertisers.
The further ahead you look - the faster you go | davidpcushman AT gmail.com | These are my views and my views only.
Showing posts with label marketing engagement interruptive skill sets. Show all posts
Showing posts with label marketing engagement interruptive skill sets. Show all posts
Friday, March 02, 2007
Friday, December 22, 2006
Media companies and the 'clever-people' gap
Something controversial for to get your head around over the festive period: How are you going to attract the big brains you've always relied on, into the future.
I'm thinking particularly of media brands which inspire and are driven by passions.
In the past if a very clever person was passionate about (for example) horses, and wanted to be involved in publishing about their hobby they had one choice (assuming they hadn't got the bunce to start their own company) - join a media company.
They'd put up with starting on hobby-money salaries, poor managers and old fashioned hierarchies - because they had no other option.
Now the clever person doesn't have to worry about finding the cash to start their own publishing rival. Now they can start up digitally, cheaply, manage themselves, pay themselves what they are worth (they are a clever person - they will succeed) and chew chunks off you.
I'm not saying a passionate hobbyist with an IQ of 195 will never join you again. But I am saying that has become far less likely in the post-blog age.
The way people publish has changed. Has they way your media company recruits changed to close the clever-people gap?
I'm thinking particularly of media brands which inspire and are driven by passions.
In the past if a very clever person was passionate about (for example) horses, and wanted to be involved in publishing about their hobby they had one choice (assuming they hadn't got the bunce to start their own company) - join a media company.
They'd put up with starting on hobby-money salaries, poor managers and old fashioned hierarchies - because they had no other option.
Now the clever person doesn't have to worry about finding the cash to start their own publishing rival. Now they can start up digitally, cheaply, manage themselves, pay themselves what they are worth (they are a clever person - they will succeed) and chew chunks off you.
I'm not saying a passionate hobbyist with an IQ of 195 will never join you again. But I am saying that has become far less likely in the post-blog age.
The way people publish has changed. Has they way your media company recruits changed to close the clever-people gap?
Wednesday, October 18, 2006
The customer is always right - and the customer has changed
On the blog SocialCustomer.com you'll find the following manifesto:
The Social Customer Manifesto
I want to have a say.
I don't want to do business with idiots.
I want to know when something is wrong, and what you're going to do to fix it.
I want to help shape things that I'll find useful.
I want to connect with others who are working on similar problems.
I don't want to be called by another salesperson. Ever. (Unless they have something useful. Then I want it yesterday.)
I want to buy things on my schedule, not yours. I don't care if it's the end of your quarter.
I want to know your selling process.
I want to tell you when you're screwing up. Conversely, I'm happy to tell you the things that you are doing well. I may even tell you what your competitors are doing.
I want to do business with companies that act in a transparent and ethical manner.
I want to know what's next. We're in partnership…where should we go?
It's not a bad starting point. I suspect if you can tick all the boxes you'll be a long way towards engaging your customers in meaningful conversations to the benefit of all parties.
The Social Customer Manifesto
I want to have a say.
I don't want to do business with idiots.
I want to know when something is wrong, and what you're going to do to fix it.
I want to help shape things that I'll find useful.
I want to connect with others who are working on similar problems.
I don't want to be called by another salesperson. Ever. (Unless they have something useful. Then I want it yesterday.)
I want to buy things on my schedule, not yours. I don't care if it's the end of your quarter.
I want to know your selling process.
I want to tell you when you're screwing up. Conversely, I'm happy to tell you the things that you are doing well. I may even tell you what your competitors are doing.
I want to do business with companies that act in a transparent and ethical manner.
I want to know what's next. We're in partnership…where should we go?
It's not a bad starting point. I suspect if you can tick all the boxes you'll be a long way towards engaging your customers in meaningful conversations to the benefit of all parties.
Wednesday, October 04, 2006
Marketing - new skill sets required? Editorial - lessons to learn?
In previous posts I've supported the claim that interruptive advertising is increasingly ineffective (and if anyone wants some solid evidence of how that translates online, come and check my google ad click-thru rates compared to the banners and buttons on the soon-to-be updated LRO.com).
I've also backed the idea that engagement marketing is the way ahead.
And that raises a number of questions, not least among them is the new skills marketeers will need, to be successful at engagement marketing.
And that's kind of where Communities Dominate Brands (see recommended blogs), leaves it.
But I think the lessons waiting to be learned in marketing can equally apply in editorial style and, in particular, tone.
I'll quote a bit of what CDB has to say about the shift in skill sets required in marketing, and see what you think - how much of it could also be applied to what we do/think/plan/deliver editorially?:
"A revolution in marketing skills
"What does it take to succeed in interruptive advertising? To be visible and heard, loud and eccentric, creative and brave, to crowd out the competition, gain attention of the audience - even annoy.
"This breeds an arrogance of "We know what is best, we won the awards, we have the training, we have the track record."
"This means many rogue marketeers break rules, live by their own rules, force their opinions upon others.
"What does it take to succeed in engagement marketing?
"To be humble, to listen, to empathise, to care, to be innovative, to be flexibile and adaptive, to live by other people's standards and rules. Subjecting one's own ego and ideas to the opinions and desires of the community: "They know best."
"To repeatedly readjust the existing and "own" ideas to the feedback of the community. My idea was not perfect, of course it should be revised again and again until my contribution disappears."
Communities Dominate Brands
I've also backed the idea that engagement marketing is the way ahead.
And that raises a number of questions, not least among them is the new skills marketeers will need, to be successful at engagement marketing.
And that's kind of where Communities Dominate Brands (see recommended blogs), leaves it.
But I think the lessons waiting to be learned in marketing can equally apply in editorial style and, in particular, tone.
I'll quote a bit of what CDB has to say about the shift in skill sets required in marketing, and see what you think - how much of it could also be applied to what we do/think/plan/deliver editorially?:
"A revolution in marketing skills
"What does it take to succeed in interruptive advertising? To be visible and heard, loud and eccentric, creative and brave, to crowd out the competition, gain attention of the audience - even annoy.
"This breeds an arrogance of "We know what is best, we won the awards, we have the training, we have the track record."
"This means many rogue marketeers break rules, live by their own rules, force their opinions upon others.
"What does it take to succeed in engagement marketing?
"To be humble, to listen, to empathise, to care, to be innovative, to be flexibile and adaptive, to live by other people's standards and rules. Subjecting one's own ego and ideas to the opinions and desires of the community: "They know best."
"To repeatedly readjust the existing and "own" ideas to the feedback of the community. My idea was not perfect, of course it should be revised again and again until my contribution disappears."
Communities Dominate Brands
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