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i 5 Votes C’est un peu ma version des blogueurs qui bloguent sur les blogueurs qui bloguent … Il y a quelques semaines, dans le cadre du Web2connect [transparence : dont je suis un des sponsors à titre professionnel ], j’ai pu interrompre quelques minutes mes confrères Bruno Fridlansky et Frédéric Canevet dans leurs activités de Networking afin de répondre à quelques questions sur un sujet qui sera également traité plus en détail dans notre nouveau livre la communication digitale expliquée à mon boss , sur lequel nous travaillons actuellement avec Hervé Kabla , et dont la sortie est prévue pour la mi 2013.
This post originally appeared on the American Express OPEN Forum , where Mashable regularly contributes articles about leveraging social media and technology in small business. Much has been said about the state of digital audiences today, and even more about the myriad ways to build and engage these loyal consumers across social environments like Facebook, Twitter, Foursquare, Pinterest and more. Promises of overnight brand scaling, more authentic audience relationships, and infinitely deeper behavioral data — made by the first wave of social middleware players like Buddy Media, Wildfire, Vitrue and dozens of other social CRM solutions — have lured everyone from global brands down to local musicians and artisans to the fray. And yet, as this audience revolution continues to unfold across the global business landscape, the pièce de résistance of reducing audience acquisition costs while simultaneously increasing the returns they generate remains an elusive balancing act.
If it ain’t broke, don’t fix it, is such a cliché that it has spawned its own cliché: If it ain’t broke, break it. Unfortunately, that’s just what many companies do unwittingly to their branding programs , playing into the hands of public enemy No. 1 in today’s marketing environment: fragmentation. More and more television networks, radio stations, print titles, and outdoor billboards are competing for attention, and new marketing channels pop up every day, from apps to publicity stunts and beyond. The number of places we hit people with marketing messages these days is growing a lot faster than the number of eyeballs that can take them in, and as a result audiences (and attention spans) are becoming increasingly fragmented. That reduces the chance any message has of getting through.
S i vous avez acheté un pyjama bleu à votre petit garçon et une gigoteuse rose pour votre petite fille , vous avez, tel Monsieur Jourdain et sa prose, fait du «gender marketing» sans le savoir.
In an ambitious bid to dominate social media conversations around the Super Bowl , Coca-Cola is rolling out a campaign in which its polar bear mascots will react in real time to the big game, even the ads. The two animated bears, one sporting a red scarf signaling his support of the New York Giants, the other wearing a blue and grey scarf for the New England Patriots, will be featured in a microsite, CokePolarBowl.com , that will show their reactions to the game. If the Patriots score a touchdown, for instance, the Patriots bear might raise his hands for the touchdown sign, while the Giants bear will hold his head in his hands.
The social media age must have finally arrived.
Print catalogs have advantages over other marketing tools in creating product awareness, acquiring customers and building brand loyalty. For many retailers, this gives catalogs a key function in multichannel marketing efforts, building interest and engagement among consumers and helping funnel them closer to a purchase—in any channel. “More than ever, consumers are shopping the catalog and buying online,” said Jeffrey Grau, eMarketer senior analyst and author of the new report, “ The Role of Catalogs in the Multichannel Model .” “However, a minority of consumers prefer to shop the catalog and order by phone because they either feel uncomfortable buying online or need hand-holding to complete a major purchase.” But the high costs of creating and mailing print catalogs means their return on investment is relatively low.
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