Posts Tagged ‘ mobile ’

Building a Video Channel: First Steps

I recently wrote an article for NetNewsCheck.com on the topic of building an online video channel within the confines of a traditional media business.  I included a portion of the article on my blog.  You can read entire article on NetNewsCheck.com.

As the CEO of a traditional media company, I think a lot about building audiences these days.

My company, Ballantine Communications, Inc.  (BCI), owns and operates several daily newspapers in Southwest Colorado, including The Durango Herald and The Cortez Journal. For nearly 50 years, it has been a leading source of news in these areas. But like most media organizations, BCI needs new, younger audiences to continue its strong role in the community.

To reach this demographic (ages 30-45), traditional news formats are not going to be an effective method of distribution, no matter the relevancy of the content. This audience is far more likely to consume news on a mobile device. In fact, they actively seek out video content to inform them on everything from news, celebrity gossip, buying decisions and life choices.

So my team concluded that the right type of programming for us to launch was a local-online TV channel, which we call 4cornersTV.com (4CTV). But we internally debated: Should the content be focused solely on the interests of locals? Or should it have more universal appeal to match the information tourists are looking for when researching the area? For an organization rooted in a history of traditional journalism distributed in traditional formats, an online TV channel is an exciting prospect, but logistical questions abound.

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Here was our challenge: How could we incorporate the skill sets that have been cultivated through 50-years of news gathering and content creation into a video channel focused on a new demographic, in a new format with new goals while continuing our role as a prominent information outlet for the community?

Is it possible to strategically allocate internal resources, like writers and photojournalists from the newspapers, to help create the initial mass of content 4CTV would need to entice viewers? Would these resources understand how to create content that appeals to a previously under-served demographic?

What amount of capital investment would be needed to launch 4CTV before definitive content and operational procedures were in place? Essentially, how could BCI launch 4CTV with compelling content and the ability improve its programming on the fly but without a financial over-commitment?

To successfully launch 4CTV on Jan. 27, we decided that the initial investment would have to be in talent and expertise. We budgeted to spend $25,000 per quarter. These personnel needed to produce content sought by the target audience and to manage a continuous production schedule. We found there was no substitute for the unique overlapping skill sets needed not only to produce content, but also create and manage the procedures that will be the govern the channel as a whole.

The challenges in building a new channel from scratch could only be overcome by focusing on relevant content creation and by providing local advertisers with strong opportunities to market to these prospective customers through video.

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As we built the 4CTV team, the need for demographic relevance had to be incorporated into everything from marketing to development to composition of our production team.

As we moved ahead – and continue to do so – we take every step guided by this core question: Is this content relevant to the needs of our target audience and the way they interact with digital devices? For an audience of 30-45-year-olds living in Southwestern Colorado, much of that content had to be informed by the unique lifestyle they live. In this case, this audience is active, locally-focused and drawn to the area for reasons other than a career.  Check out rest of article on NetNewsCheck.

How Publishers Should Forge A Video Strategy

I recently wrote an article for NetNewsCheck.com on the topic of original video content and should publishers pursue this strategy.  I included a portion of the article on my blog.  You can read entire article on NetNewsCheck.com.

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Online video can prompt many questions for a publisher. Should it be short, curated clips that serve as a supplement to a story? Original video content that can stand alone? Should the video be designed specifically for mobile or desktop?

But the most important question to ask is this: Who is the publisher trying to reach? If the answer is a new audience such as a younger demographic, then the process of producing video must begin with collecting and reviewing data that supports the interests of this audience.

It’s also important to realize that starting with a mobile experience and bridging back to desktop may be a critical element to consider as well.

Publishers must begin the process by framing out some key questions, then laying out a plan to support their strategy.

What do we know about the audience?

Is the target younger then traditional users? I recently was involved in the creation of a video strategy to reach a much younger audience (30-45-year-olds). We felt we had some great content that would resonate well with this demographic, but we knew we had to develop even more.

In looking at Scarborough data for 30-45 year-olds, we found the interests were ranked differently from a typical audience for a news site. Top activities for this audience in the last 12 months included (in order of preference): Swimming, gardening, jogging, bicycling, photography, volunteer work, bowling, camping, fishing and backpacking.

We quickly learned that this younger demographic had similar interests to our current audience, yet it was dramatically more active, and hence ranked certain activities differently in terms of importance. Data from BI Intelligence and IDC also indicated the audience was very connected and decidedly at the much-vaunted intersection of social, local and mobile.

What type of content would they be interested in?

Based on information above, the ideal programming for this age demographic was related to physical activities, things-to-do and lifestyle. If one then considers the digitally-connected aspect and the proliferation of video with this younger demographic, it was fairly easy to determine the need for curated, compelling and original video content to stimulate their minds.

Do publishers already have any of this content? If not, where do they get it?

Read the rest of this article on NetNewsCheck.com.

Tablet Publishing: What Magazines Can Teach

I recently wrote an article for NetNewsCheck.com on the topic tablet publishing and why it seems that magazines are more innovative in this area than newspapers.  I have included a portion of the article.  You can read the full article at NetNewsCheck.com.

Tablet computers have scaled faster than any computing device in history, and there’s no slowdown anytime soon. According to a recent International Data Corporation (IDC) forecast, 121 million were sold in 2012 and the number could reach 190 million in 2013.

The top age demographic for purchasing tablets is 30-49-year-olds. Interestingly, almost as many 55-64 year olds are buying tablets as 18-24 year olds.

What are the daily reading activities on these tablets? According to BI Intelligence, 30-49-year-olds read news content on their tablets 38% of the time, spending 17% on books and 6% on magazines. The core age group for most newspapers, 50-64-year-olds, read news 43% of the time, followed by 17% on books and 6% on magazines.

Considering the relatively small amount of time tablet users spend on magazines, it is curious to observe what appears to be a higher level of innovation from magazines than from newspapers (perhaps driven by advertisers’ attraction to the form factor’s stunning visuals).

Many newspapers are currently pursuing mobile and tablet publishing by creating responsive design Web sites. This means that the exact same content displayed on a desktop website automatically re-formats to fit smaller (or bigger) screens such as tablet and smartphone screens.

From a cost perspective, it is the most efficient use of resources. Rather than developing a multitude of Web sites and/or apps for different screens and platforms, a publisher simply uses one code base. This also enables publishers to avoid Apple’s App Store and its submission guidelines as an added bonus.

Now compare that to what’s happening in the magazine world.

Among magazines’ old guard, the five largest publishers in the U.S. formed a joint venture and launched a start-up, Next Issue Media, with the specific aim to bring about innovation in the digital space.  Read rest of article at netnewscheck.com.

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Curated Content vs Sponsored Content – What’s the Difference and Does It Matter?

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I have worked for several large content publishers, supporting both publisher and advertiser brands in traditional print and digital/interactive.  A particular subject has been receiving a lot of attention lately – Curated Content vs. Sponsored Content; what’s the difference and does it matter? First, let’s understand the meaning of each term:

-       Curated Content: content aggregated for “cherry-picked” topics intended for specific audiences.  The content is gathered by various means, but the two most prevalent are Search (a la Google & Yahoo) and the typical human review. Two good examples of content curation come from Flipboard for curated news aggregation and from YouTube for curated video content.  They each create a tailored experience for the audience based on topics of interest.

-       Sponsored Content: In the last year we have started hearing a lot more about sponsored content.  Another term used frequently is advertorial content.  Basically it is content that is produced around a topic with an eye toward an advertiser to support the effort.  Have you ever been reading an article and at the top it says “paid advertisement”.  It could be an article in print or online that is covering the launch of a new vehicle.  This is content that the advertiser is paying for (note: not all advertorial content carries the “paid advertisement” statement; sometimes the grey lines between the two get fuzzy or even fade away entirely).

Both ways of delivering content to an end user have merit.  Curated content is not associated with advertising dollars, however the sources for content are not always 100% relevant and could possibly cause harm to a brand if the content isn’t closely monitored for the particular audience.  On the other hand, curated content can be a great way of providing depth into specific topics. The person responsible for curating the content must be careful not to claim ownership of the content.  He/She must provide appropriate links, credit, and/or attribution.

Sponsored content might seem tainted or biased to some, but it’s not always the case.  There is a great deal of sponsored content that is very valuable. The author of the sponsored content may be “speaking from the heart” or exactly the opposite, by giving unwarranted, favorable comments and attention to the paid sponsor of the content.  Whichever the case, sponsored content should be clearly identified.

Consumers today expect transparency from brands; they also want to be entertained!  Creating great content around unique topics may require specific focus and most likely needs to be contracted out.  The hired curator needs to work hand-in-hand with the brand, i.e. when creating an entertaining video on certain topics related to the brand.

Content creation by a curator is a specialized field.  The curator must be adept at finding unique and original content and developing sponsored content in a way the brand’s target consumers expect it.  The key to providing successful content is quality of each pursuit.  I read this great interview of Jim Farley, Ford Motor’s CMO, by Digiday.  Below are some excerpts I pulled to validate what I am saying.

Farley spoke to Digiday about how the carmaker is approaching digital, particularly in its focus on creating shareable content.

Have you figured out social media yet? We’re getting closer to figuring out the cadence in the social space. We’ve made a lot of progress. We’ve committed a lot of resources to our digital spend and the human capital to promote the company and our products. We developed a lot of new muscles. We learned a lot about how to make social make sense for the company and still be authentic and not interrupt people’s natural interactions. In social, we learned how important content generation is. At first, we didn’t understand how much content we needed to produce. That’s the currency of the social experience.

Why is content so important?
What we found is that shareable content is something you have to be professional about and quick to develop. You can’t do it by content alone. You have to have paid advertising. But it’s best to start with a running start. If you’re doing pre-launch on the Fusion, start with Ryan Seacrest’s fan base. If you want to have a conversation about Ford, start with Mustang. You have to find something that starts the dialogue and is compelling. You have to have great sharable content, which isn’t easy to produce.

Content keeps coming up. Brands have always created content. How is it different now?
If I walked through the agency three years ago, the team was mostly working on broadcast advertising. There were a couple people in other areas, including the Web. They’d be working on banner ads or our own cool videos the banner ads would link to. When I walk through today, one person is working on a Ken Block video, the next is working on an animated figurine doing comedy, the next is working on Ryan Seacrest videos. It’s almost overwhelming. We’re not used to entertaining people. We’re used to informing people. Entertaining people means taking risks and making cultural judgments. Take Doug the puppet. He had a press conference where he had to be funny, but if he was too inappropriate, it would be bad for our brand. Those are new creative muscles.

Full Interview http://www.digiday.com/brands/why-fords-cmo-has-content-on-his-mind/

Having a content strategy is critical as it relates to pursuit of existing and new audiences for a brand.  What constitutes a content strategy ten years ago is vastly different in today’s brand community.  There is an expectation from the audience that not only the brand should be the expert but they should also identify other reputable sources of content to further bring robust information on a topic.

This article helps with the discussion of this topic.  http://spinsucks.com/marketing/curating-content-and-community/

So in today’s world a consumer realizes the differences between original content, curated content and sponsored content.  They are looking for the best overall experience and want to be informed and entertained.  The need for print, video, digital, apps etc. requires the use of many sources of content.  Content experts now and in the future cannot be one dimensional.  We should never think of curated and sponsored content as a bad thing.

Goodnight Peel. Lessons Learned.

The Peel Original Development Team

I’m pretty sure most of us have experienced at least one dramatic shift at a certain point in our careers.  One thing I have always prided myself on is reflection and willingness to learn from every major shift.  The most recent buyout of Freedom Communications and subsequent changes with senior leadership led to many strategy shifts and even total elimination of certain products.  One of the products discontinued was the iPad application called “The Peel”.  Those of you integrated into the process of developing The Peel are fully aware that its production was hard labor; countless hours of blood, sweat and tears.  Well maybe not blood but certainly the sweat and tears. However, those of us intimate with this product saw a light at the end of the tunnel, which we calculated to be about 2 years after its initial launch; we had projected 2 years just to get to break even on the profitability front. That investment period was abruptly ended – cut short by one year.  Its new owners failed to acknowledge the future of this product. So back to my original point: Anytime a major change takes place in my career, I need to reflect on the “why” and “what did we learn along the way” questions.  To give a proper response, I’ve written this post on the lessons learned from our experience with tablet publishing.

I’ll start with the reason that The Peel was eliminated: The new owners of Freedom stated that the focus of the company moving forward would be on subscribers and profitable products.  Seems reasonable for new owners to say.  The problem is that the premises of The Peel was to gain a new audience – to reach a much younger demographic than traditional newspapers. A demographic that is adverse to subscription-based models.  We were, in fact, creating a new way of publishing, using the iPad as the main vehicle; with more video, original content, local information and events than a typical news platform.  As I see it, if a newspaper’s main focus is on subscriptions and profitable products, it makes it very difficult to invest in creating new and different new sources of content.  Regardless of the decision, there were valuable lessons learned that I thought I would share. I know many of you are trying to figure out how to publish for a new audience, and how Mobile and/or Tablet can play a role.

The Good Stuff

  • We learned a key factor in attracting a younger audience was to brand the product with a unique name (non-replica of the newspaper), and play down any connection to its legacy brand.  We fought this battle constantly, both internally and externally.  It may be that your legacy brand is important for initial credibility, but not so much that your readers think it’s the exact same content that’s in your traditional print product.
  • Collaboration is very important with existing content sources, as the resources available from the legacy brand are vast. The large scope of news gathering and related content available for your product is critical to success, and therefore your relationships with legacy journalists are crucial.  We had a great rapport with the local content center; they loved that we were focused on expanding the audience.  They appreciated our role, which was to aggregate relevant content, and to design new elements that brought the content to life on the iPad. Our everyday decisions revolved around our target audience, not what was on the front page of the legacy newspaper or on the homepage of the legacy website.
  • Video must play a major role in the development of content.  Our most viewed stories were usually video-focused stories or features.  We created original series based on prep sports, behind-the-scenes insight into local entertainment, coverage of products & people from our local community and fashion trends.  We had 5 original content series, or “shows” as we called them, in The Peel, We aired the shows on consistent days each week, and we adopted a TV-like marketing effort.  Most of these TV/video products also became hits on The OC Register website.  However, we always kept original show programming exclusive to the iPad for 48 hours.
  • We inspired many other content businesses to follow our lead and produce content similar to The Peel.  We also showed the importance of hiring employees to work on these projects that came from entertainment, TV, production and design.
  • The key component of The Peel each day was the feature story.  The feature stories were brought life with written content, short videos, high-res images and interactive features created in HTML5.  In fact, our usage patterns would go off the charts when we had a rub & reveal HTML5 function in a feature story.
  • We ended up averaging around 5,000 “Uniques” per week and had over 125,000 downloads of the app.  “Time Spent” with the product averaged 13 minutes each time a person opened the app.

The Not So Good Stuff

  • We started out thinking the best thing we could do was to tie our publishing efforts into our existing content management system and workflow.  What a mistake.  Most legacy publishing systems start with a page-layout system that does not understand HTML5 or high-res images; we spent countless hours each day trying to make our desired functionality work within a system that didn’t want to accept it. We had wanted to focus all efforts around the needs and expectations of the end user, and not what the system would or would not do.  Sounds naive, but we missed many opportunities to grow upon content functionality due to being held back by the publishing system.
  • We should have developed more video and original content sooner.  We were so busy just trying to make our deadlines each day in the early stages, that we didn’t have time to collect data that would dictate what changes were needed.
  • The name change to “The Peel” (from its original name “OC Register Tablet app”) occurred when we had realized that most of the users of the iPad app were actually the same people who received the daily traditional print and website versions of the newspaper.  These readers were actually upset that they couldn’t find the stories from the web in the iPad app.  They were expecting an iPad rendition of the website and print products.  We quickly made a strategic shift away from the flagship brand, and what a difference it made. However, again a little late.  It’s not always easy being on the edge of new technology.
  • We should have created a Sunday edition of The Peel.  We were so focused on the Monday through Saturday readers, that we didn’t realize the Sunday users want a similar experience.  We were thinking Sunday was a time when people would slow down and take a look at the printed newspaper.  In fact, what really occurred was that our younger readers were used to experiencing the Monday through Saturday editions, and were actually disrupted by not getting the same experience on Sundays. And, they were not users of our other products; therefore there was a gap in their daily flow of news.
  • Finally, sales and advertisers weren’t ready for this new medium’s type of analytics.  Selling “share-of-voice” was foreign to our sales reps and advertisers, who wanted to talk cpm based buys.  I’m not sure much progress could have been made in this realm, as we simply didn’t have enough scale to gain major sales.  We sold advertising to casinos, sporting goods and some retail, but nowhere else.  The ads that we created for these particular advertisers looked great on the iPad. It was impressive. In the end, we ended up with the budgeted sales we had hoped for, but those numbers didn’t create profits.  I truly believe that we could have been profitable based on our original 2-year timeline. However, with new ownership comes new expectations, and the investment period for The Peel was cut off a year before we could witness that success.

The knowledge gained from this experience has allowed me to become an industry expert in Mobile and Tablet publishing, but boy did it come with some bumps and bruises.  I believe the future is bright for products designed to engage and deliver what a user expects from the device they are using.  I am a strong advocate of creating or publishing around audience expectations, and not trying to repurpose traditional newspaper content to fit the screen of the device.  I hope this post allows others to learn from my experiences and win the pursuit of new audiences by utilizing a new and different way of thinking and publishing.

6 Steps to Success in the Mobile Ad Space

There has been a recent surge in charts and graphs depicting the meteoric growth expected in mobile by 2016. That meteoric growth has been underway for quite some time. Mobile is exploding in every aspect, i.e. traffic, usage, downloads, and eventually in advertising dollars.

You’ve probably seen the chart below, which clearly shows the massive amount of time we spend interacting on our mobile devices, against the ability of advertisers to monetize it. We spend 23% of our time with media on mobile, but mobile only attracts 1% of the advertising dollars.

So what will it take to get advertising revenues at least up to a point where usage and advertising are near the same level? Here are 6 crucial steps to consider:

  1. Create ads for specific devices: Recognize that display/banner ads created for websites cannot be retrofitted to a smaller screen (pretending to be a mobile display ad) as they usually don’t render well on a smartphone. Rather, once you target a specific audience, create the ad for the specific device your audience uses.  There are a few exceptions, but they usually involve video.

Good examples:        

 

Example of a bad ad, on an iPad (too small!):      

  

  1. Link your ad to a mobile friendly page:  If you share a link to drive users to a particular website, make sure the website is designed for a mobile device. If not, the end user will get a terrible experience; check to make sure the font is large enough to read and that most of the info isn’t hidden “below the fold”. Also, make sure that all images and links work properly! Create an experience the user on a mobile phone would expect to see.

IKEA France (image link broken):                                       

IKEA Italy

3. Make sure your call to action is easy to get to. Once you create the mobile landing page and it links to a mobile-friendly site, you need your call-to-action to function properly with the particular mobile device.  If you are driving a purchase decision, are you able to link to a well-designed mobile ecommerce experience?  If you included a phone number, does it allow for a quick connection? If adding a request for contact, is there a functional link to house the contact info?

  1. Create a portfolio of different sized ads: It’s difficult to reach multiple audiences using similar advertising across platforms, and usage patterns vary based on age group.  Your ads need to match your audience and they need to function well on the specific device. Also, create both vertical and horizontal versions of your ad, so users receive an optimal experience regardless of how a user is orienting their device.

Examples of different sizes of ad landing pages:      

     

  1. Provide interactivity in your ad: Make sure all advertising includes elements that go beyond just display with phone number or link; include social media links, potentially gaming elements, video and loyalty aspects. Make the user experience fun and productive.
  1. Satisfy your advertisers with quality analytics: One final suggestion is to make sure you supply quality analytics on the benefits an advertiser receives from their ads.  You want them to feel good about the money they spent on it! Create a dashboard with the most important  results to make it easy for an advertiser to understand the performance of the ad.

To sum it up, there are many variations in functionality of an ad, depending on the device: smartphone, tablet or desktop. Be sure you understand the nuances, as it’s the only way to make a dent in usage patterns versus advertising dollars spent.

Publishing for Mobile and Tablets, Why Does It Have To Be So Hard?

My Interactive team has been driving the mobile strategy for the company since 2007, launching hundreds of mobile apps, mobile websites and iPad apps. Those products have been revised over the years, but it’s become clear lately that we need to take our approach to mobile to the next level.

Over the past few months, we have been putting the final touches on a next-generation mobile and tablet apps strategy. We used user data as well as analytics data for our mobile websites, apps and iPad products.

Generally speaking, our news apps have been fairly easy to maintain since they are RSS feeds into a template design. iPad publishing on our “The Peel” app, however, is a different story.  The Peel features a combination of curated and original content.  The process to upload this original content is time-intensive. We have to manually work with each story to create a uniquely interactive experience for iPad consumers that expect dynamic functionality.

As we considered our next generation of products, it was apparent that we needed to improve on the user experience and increase our speed to market (improving on productivity with the backend content management system).  With 2 years of trials and tribulations under our belt, I can certainly say that our strategy for content, design creativity and innovation clearly outweighs our ability to deliver at a desired speed-to-market using the current legacy systems we have in place.

Advertisers expect a unique and compelling experience on mobile and tablets, as do consumers.  But how do we meet these needs when we continue to pull from existing legacy content production systems with ever increasing limitations? Example of limitations: Photo & video resolutions in existing systems don’t take advantage of hi-resolution retina display on an iPad. News stories are currently laid out to fit desktop or printed page, not mobile or tablet, and HTML5 is a foreign language to most.

The answer? Bite-the-bullet! Recognize that if you want to succeed you MUST publish for the future and think about investing in non-legacy products.  Easy enough? Not so much. More issues are arising with each upgrade of smart phone and tablet operating systems. Not easy to stay ahead of the technology curve when newspapers are inherently print-oriented.

Rahul Patel wrote Are Publishers Failing on Tablets:  “Tablet readers expect the best of both worlds.  They want real-time content and web-like interactivity within a user-friendly brand experience that “feels” like the same brand found on the web and in print.” This comment is more focused on magazines but the basic premise is correct for newspapers as well.

So, how can legacy media businesses evolve with technology?  Well, this is our attempt at it:

1)   We focused on the desired design layout.

2)   We decided how often we wanted to publish new content.

3)   We focused on how we could deliver original content that took advantage of HTML5 elements to bring the information to life.

4)   We looked carefully at how smart phone design and functionality differed from tablet design and functionality.

5)   We created our next-generation layout, and assumed it would last about 12 months.

6)   We also asked ourselves “How do we continually feed this beast”?  After all, we had been going on the assumption that we could continue with our legacy systems…

7)   CMS (Onset) & our publishing system (CCI) provide what we need to publish, however the process is labor-intensive, and this production process gets heavier as technology progresses faster and faster! We are just adding to the production time each day as we pursue the best possible experience for our audience.

It’s now time for us to rethink another next-generation process, as we must free ourselves from the current time-intensive workflow environment.  A publishing system and or process should not drive what you deliver to your audience.  That’s the job of the audience.

The Interactive ‘think-tank’ has devised a system where any CMS would feed into a “normalization engine” which would then put all content into its proper place.  The normalization engine would feed the templates automatically, therefore increasing the speed of production.  A dashboard would allow for manual manipulation of the content.  We could pull in HTML5 components, hi-res photos etc.  We could then push to any template we have in place regardless of the device.  Assuming success, we would now spend our time on the creativity of design and interactivity, changeable at your fingertips! This new process would break the heavy production cycle.  The content becomes ubiquitous and our time could be spent at the dashboard level making each interactive experience the best ever.

Not such an easy task… and the hardest part is foregoing the existing production system/workflow environment. If you don’t, you’ll never be able to deliver the experience expected in mobile and tablet publishing on a time-sensitive basis. The key to success is not allowing process or outdated publishing systems drive product.

Stay tuned, every day we learn more.

Selling Mobile & Tablet Advertising is Different

Over the past several months I’ve been invited to speak about mobile and tablet pursuits from both content and monetization perspectives.  I’ve also spent countless hours with sales people discussing issues they run into when selling mobile advertising.   Let me lay out the crux of the issue in a nutshell; mobile and tablet page views are growing exponentially, yet ad dollars are lagging far behind.  Why is the rift so dramatic?

I feel the lag  occurs primarily due to the lack of knowledge on the interactive aspect of mobile and tablet advertising and  the ‘newness’ factor of mobile and tablet advertising in general (it’s hard to sell it if you don’t fully understand the worth and growth potential).

Take a look at the following graph. It is clear to see that within mobile media the amount of dollars spent on advertising versus the time users spend with content is dramatically unbalanced compared to  other forms of media.  However, newspapers and magazines have the opposite situation; users spend less time with the content, but the advertising dollars are still there!  It’s obvious to see that traditional media must figure out mobile as well as tablet advertising, and the sooner the better!

Today, the primary advertising sold on mobile is display advertising (banner ads).   Many clicks of display/banner ads are inadvertent due to the small size of the screen and therefore cause the analytics to be rather inaccurate.

The solution to the issue is to create interactive landing pages – user experiences that take advantage of the features of the mobile device.

Take a look at the example below (Kohls landing page built for an iPad app).  Rather than displaying a simple banner ad that runs across a small portion of the screen, we’ve created an interactive full scale landing page with maps, store locator, social media links and deal specifics.  This particular ad received 11x more engagement than a banner ad that carried the same promotion.  The key was building an experience for the end user, something that didn’t act or feel like a static ad.  This landing page ad can still be sold using a CPM basis, but at a higher rate due to customization of the ad.

When considering the iPad (or tablets in general) the job of selling and delivering ads is totally different than selling ads on smart phones.  The biggest reason is due to the engagement factor of people using the iPad.  A typical user spends anywhere from 10-20 minutes with most content products.  A highly engaged audience expects to see advertisements, but these advertisements need to be part of the content experience.  Display ads don’t cut it.  Landing page advertising carries highly visual and interactive elements, tied directly to the promotion.  An even more critical component to this process, is the way it the ad is sold to the advertiser.  The Sales person must convey to the advertiser that the iPad/tablet is more like advertising on TV rather than advertising on a website.  CPM selling doesn’t work here.  Similar to television advertising, tablet advertising is a “share of voice” type of sale. It’s more about a percentage of pages viewed or time spent by the user within the content.  This means that if your product is a highly visual and interactive (with a lot of video); users are going to spend 4x as much time on average, as they do with your web product! This is where I highly suggest you learn how to sell share of voice!  If you don’t, you run the risk of selling everything in a bundle format (with print and web), and consequently undervalue inventory on the iPad.

How do we really get to the bottom of this issue and find a solution to the problem of selling mobile and tablet advertising effectively? The suggestion I have may be considered controversial, but here it is: you must build a separate sales group focused on mobile and tablet.

The majority of traditional media businesses are just now figuring out how to sell interactive on a CPM basis.  This being said, a traditional media sales rep’s plate is already full with selling print, web and other third party products. Then “BAMM!” now comes the duty of selling mobile and tablet as well.  Also, it must be understood that selling mobile advertising requires a lot of hand holding to develop the interactive elements and to create something that will work on small screen.  Also, tablet advertising requires a completely new way of selling and creating ads for advertisers.

Newspapers need to prioritize digital advertising sales if they expect to thrive.” Pew Research Center, March 2012*

If you believe as I do that mobile and tablet represent the largest opportunity on both content and monetization/revenue fronts, you’ll want to avoid adding mobile and tablet to your current sales organization. Rather, you’ll build a separate sales group focused on mobile and tablet.  And, of course consider mobile and tablet advertising as a big piece of the revenue growth required to get back to growing revenues.

Publishing Content For A Device Does NOT Equal New Audience

I have been immersed in digital media for over 17 years. And, although the digital world has evolved at rapid speed most recently, my main goal has always stayed the same: deliver content when, where and how people want it. Then, monetize the content via advertisements, subscriptions and ecommerce.

Traditionally, media companies have a large database of content that meets the needs of one mass audience, and it’s no secret that most traditional newspaper organizations have a strong foothold in the 50+ age group.  The newspaper creates a piece of content, and then delivers that content on multiple platforms.  This is driven by a “let the brand do the work” mentality.

Here’s the problem. Building content for one mass audience doesn’t work anymore.  Placing the content on smartphones and tablets that is pulled directly from your print newspaper and website, doesn’t mean you will all of a sudden attract a new and younger audience that’s using these devices.

Younger audiences expect news and information built specifically around their likes and dislikes. More so, they expect it to be structured to meet the different digital platforms.

Let me give you an example from my own company.  When we moved existing web content to smart phones, we found it met the needs of our current print and web audience of 50+, yet we weren’t reaching a new and younger audience. The traditional newspaper subscribers want convenient access on smart phones to the exact same stories as in print and online – just shorter versions of those stories.

With the iPad project, we decided to take a completely different approach. We looked at design and content differently in an effort to reach a younger demographic, that we knew was extremely active on iPads. We weren’t trying to satisfy/grow the current traditional 50+ demographic that made up our print/website brand.

For the iPad app, we started with a design that was very graphical and that categorized information around typical interests of a 35-45 year old. We developed original content and we curated existing content to focus on providing entertaining information as well as news. We were developing content around a specific audience, rather than driving the effort around the specific device.

Early results have been positive.  We continue to build a new audience that is very different than the traditional newspaper reader.  Our iPad app users are more engaged, spending on average approximately 11 minutes for every visit.  They are heavy users in the evening, from 6-10pm.  The majority of users fall in the 25-45 age group.  At least 60% of the iPad app content is still being created by our existing ‘traditional’ content center, but a separate iPad production team is curating it.  Our original content offering, in addition to the curated content, has proven to be very successful at building a new and younger loyal audience.  However, must continue to grow this audience to a size that rivals our other online efforts, in order to call this a true success story.

This being said, we know it’s time to cater to the traditional newspaper audience as well, as they too are purchasing iPads and consuming news on them. We’ll give this audience what they want by providing  a format similar to the structure of a news focused product.  It will still take advantage of the technology but in a fashion that is consistent with expected content for the traditional audience.  Call it an interactive newspaper.

In the end, when looking at the early successes of our current iPad app product, we’ve learned our challenges go beyond apps and devices when delivering news to reach new audiences.  We can’t build one content database and deliver it on multiple platforms. Whether its iPads, smartphones, online, or print, we must continue in our iPad app curated and original content mindset, by building content for specific audiences and specific platforms.

HTML5 or Native App: What works best on mobile and tablet devices?

The mobile market has grown rapidly over the past couple of years and with the addition of tablets we will continue to see double-digit growth for quite some time, as reported by eMarketer in a recent report.

With all this growth comes a tremendous challenge. Which mobile platforms should a business pursue to optimize growth of audience and revenue, while keeping in mind associated development costs? Should you develop mobile optimized websites, native apps or most recently web apps?

Along with the mobile evolution comes HTML5.  This evolving web technology is a cornerstone of the growing Web App development effort.  Many publishers like HTML5 because it costs less than developing a native app for each mobile platform/Operating System (i.e., iOS, Android, Blackberry, etc.).  With HTML5 web apps, essentially, you build your app once and it will work across all mobile devices.

So, what is HTML5?

It is important to have a layman’s understanding of what HTML5 is  in order to assess the most optimal utilization.

Wikipedia describes it

“A language for structuring and presenting content for the World Wide Web, a core technology of the internet and as of August 2011 is still under development.”

The promise of HTML5 is cross platform development.  It is designed to deliver as close a native app experience as possible but deliver it via the open mobile web.  Since it is the web it does not matter what platform you are using. It can be accessed by any device without going through a proprietary app store front operated by a manufacturer or any other third party.  Just for clarity sake, a native app is an application specifically designed to run on a proprietary platform, taking advantage of its native platform functionality. Without the need to be connected to the Internet.  There is much more to it than that but I did say layman’s discussion.

At present, HTML5 has several strong attributes but it doesn’t offer the same functionality – and doesn’t work as seamlessly – as a native app.  For example HTML5 doesn’t allow deeper integration of the device accelerometer, camera, video and GPS capabilities.  Shown below is a table I borrowed from Worklight. It identifies specific features and shows no single approach is capable of delivering all of the benefits all of the time. Choosing the right approach depends on the specific needs of the organization and can be driven by parameters such as budget, timeframe, internal resources, target market, required application functionality, IT infrastructure and many others. Most companies today face an obvious tradeoff between user experience and application functionality on one hand, and development costs and time to market on the other.

It may sound like HTML5 is long on promise but short on actual results, while a native app delivers a better consumer experience but is more costly and takes longer to develop.

The Hybrid Approach

I believe the best way to pursue a mobile strategy in today’s environment is a hybrid approach.  A hybrid approach takes advantage of the best of both HTML5 and native app technologies to deliver apps with the optimum blend of user experience and cost/time to market.  HTML5 based web apps have exciting possibilities and it’s critical for an organization to developing expertise in this new and fast evolving technology.  But because of its current limitations it is too much of a risk to fully embrace.  The consumer experience may suffer and as fast as the market is moving you could cause harm to your business by not looking savvy to your audience and/or advertisers.

So what is a hybrid app model?  It is merging native app capabilities and functionality with an embedded browser inside the app that runs some of the user interface.  This is all transparent to the user.  You can be assured they don’t care how we get it done, they just want a great user experience.  A benefit of a hybrid app is maximum audience reach.  A hybrid app will be accessible via web search, as well as through app store distribution.

Shown below is a graphic that shows the correlation between a great user experience and the cost and time it takes to create an app.

                                                    Credit Worklight

The hybrid approach allows an organization to develop apps that employ native capabilities and functionality and leverage existing resources to minimize development cost development cycle time. So instead of rewriting code for each proprietary platform which is time consuming and costly, you can write some of the app in HTML or JavaScript (web technology jargon), and re-use it across all platforms.  This type of development opens a whole host of opportunities for the app.  You can now have an app load pages from a web site or even have some or the entire user interface in HTML 5.  Since this is a hybrid app it is still native and needs to be downloaded.  The portions of the app requiring an embedded browser will act and feel like a native app but the user will need internet access to make it all work seamlessly.

From a strategic standpoint I am an advocate of the hybrid approach.  It is not suitable for all app development needs but it does provide a cost effective solution for a wide range of apps.

Here is an article on Web vs Native App development you might find interesting reading.

http://www.informationweek.com/news/development/web/231500197

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