Revenue generated through online adverising is trending upward, with industry experts and analysts predicting a 19% growth in 2007 to $19.5 billion. Many factors are driving this growth, challenging online marketers to select the opportunities that meet their individual online advertising goals.
Advertising in an online community offers distinct benefits to consider over other online advertising opportunities, including:
1. Engagement factor of the audience
It has been said that Madison Avenue has a keen eye not towards a magazine's distribution, but the amount of magazines sold off the rack. Marketers want to know how many people paid for a magazine as that number is a much better measurement of the engagement of the reader. A reader who pays for a magazine off the rack
is a lot more likely to read through the magazine.
Within an online community, the audience engagement factor is incredibly high. The audience is not only seeking information to consume, but they are also taking part in content creation through tools such as blogs, groups, and wiki. Because of this engagement, advertisers have the opportunity to target a very attentive audience.
2. Targeting capability based on volume of content
Online communities generate a high volume of content. For example, the ITtoolbox community creates 1,500 to 2,000 pieces of content daily through discussion groups, blogs, and a wiki. With that volume of user-generated content, along with intelligent ad-serving technology such as the ITtoolbox contextual matching engine, advertisers have the ability to get extremely granular with their targeting. This is a big win for both advertisers and members of the ITtoolbox community. Advertisers have the ability to enter a discussion or a blog posting using a highly relevant
message. Users creating or consuming content in the network are presented with the ads most relevant to them.
The result is a higher ROI for advertisers and a higher level of satisfaction from the user community.
3. Advertising content is integrated into community (pull marketing)
Working within the principle stated in the previous bullet, communities create an environment well suited for pull marketing. Using contextual targeting and smart advertising placement, an advertiser can place a relevant ad that produces value to the user. For example, a community member reading a blog posting on a blades server
installation might be presented with a how to white paper on installing a blades server at the end of the blog posting.
High audience engagement + high volume content + contextual ad targeting =
superior pull marketing environment
4. Targeting capabilities based demographic information
When becoming a member of the ITtoolbox network, users are asked several non-personally identifiable demographic questions. Besides being used to help users find other relevant members to connect with through user search, the information is also used to present users with the most relevant advertising offers. Information
used in demographic targeting includes company size, industry, and job role. Online communities are well suited to give advertisers this targeting capability since membership and the information required with it are necessary to receive the full benefit of the community.
5. Unique opportunities exist to extend brand beyond current online advertising means
As online advertising continues to evolve unique opportunities that communities create will take shape.
A successful campaign on an online community can allow an advertiser to effectively brand, generate sales leads, and/or create buzz by integrating their message into the community. By leveraging the viral nature of communities, advertisers have the opportunity to leverage their budget into a much greater return.
as appeared on www.ITtoolbox.com
Selasa, 30 Januari 2007
Benefits of Advertising in an Online Community
Revenue generated through online adverising is trending upward, with industry experts and analysts predicting a 19% growth in 2007 to $19.5 billion. Many factors are driving this growth, challenging online marketers to select the opportunities that meet their individual online advertising goals.
Advertising in an online community offers distinct benefits to consider over other online advertising opportunities, including:
1. Engagement factor of the audience
It has been said that Madison Avenue has a keen eye not towards a magazine's distribution, but the amount of magazines sold off the rack. Marketers want to know how many people paid for a magazine as that number is a much better measurement of the engagement of the reader. A reader who pays for a magazine off the rack
is a lot more likely to read through the magazine.
Within an online community, the audience engagement factor is incredibly high. The audience is not only seeking information to consume, but they are also taking part in content creation through tools such as blogs, groups, and wiki. Because of this engagement, advertisers have the opportunity to target a very attentive audience.
2. Targeting capability based on volume of content
Online communities generate a high volume of content. For example, the ITtoolbox community creates 1,500 to 2,000 pieces of content daily through discussion groups, blogs, and a wiki. With that volume of user-generated content, along with intelligent ad-serving technology such as the ITtoolbox contextual matching engine, advertisers have the ability to get extremely granular with their targeting. This is a big win for both advertisers and members of the ITtoolbox community. Advertisers have the ability to enter a discussion or a blog posting using a highly relevant
message. Users creating or consuming content in the network are presented with the ads most relevant to them.
The result is a higher ROI for advertisers and a higher level of satisfaction from the user community.
3. Advertising content is integrated into community (pull marketing)
Working within the principle stated in the previous bullet, communities create an environment well suited for pull marketing. Using contextual targeting and smart advertising placement, an advertiser can place a relevant ad that produces value to the user. For example, a community member reading a blog posting on a blades server
installation might be presented with a how to white paper on installing a blades server at the end of the blog posting.
High audience engagement + high volume content + contextual ad targeting =
superior pull marketing environment
4. Targeting capabilities based demographic information
When becoming a member of the ITtoolbox network, users are asked several non-personally identifiable demographic questions. Besides being used to help users find other relevant members to connect with through user search, the information is also used to present users with the most relevant advertising offers. Information
used in demographic targeting includes company size, industry, and job role. Online communities are well suited to give advertisers this targeting capability since membership and the information required with it are necessary to receive the full benefit of the community.
5. Unique opportunities exist to extend brand beyond current online advertising means
As online advertising continues to evolve unique opportunities that communities create will take shape.
A successful campaign on an online community can allow an advertiser to effectively brand, generate sales leads, and/or create buzz by integrating their message into the community. By leveraging the viral nature of communities, advertisers have the opportunity to leverage their budget into a much greater return.
as appeared on www.ITtoolbox.com
Advertising in an online community offers distinct benefits to consider over other online advertising opportunities, including:
1. Engagement factor of the audience
It has been said that Madison Avenue has a keen eye not towards a magazine's distribution, but the amount of magazines sold off the rack. Marketers want to know how many people paid for a magazine as that number is a much better measurement of the engagement of the reader. A reader who pays for a magazine off the rack
is a lot more likely to read through the magazine.
Within an online community, the audience engagement factor is incredibly high. The audience is not only seeking information to consume, but they are also taking part in content creation through tools such as blogs, groups, and wiki. Because of this engagement, advertisers have the opportunity to target a very attentive audience.
2. Targeting capability based on volume of content
Online communities generate a high volume of content. For example, the ITtoolbox community creates 1,500 to 2,000 pieces of content daily through discussion groups, blogs, and a wiki. With that volume of user-generated content, along with intelligent ad-serving technology such as the ITtoolbox contextual matching engine, advertisers have the ability to get extremely granular with their targeting. This is a big win for both advertisers and members of the ITtoolbox community. Advertisers have the ability to enter a discussion or a blog posting using a highly relevant
message. Users creating or consuming content in the network are presented with the ads most relevant to them.
The result is a higher ROI for advertisers and a higher level of satisfaction from the user community.
3. Advertising content is integrated into community (pull marketing)
Working within the principle stated in the previous bullet, communities create an environment well suited for pull marketing. Using contextual targeting and smart advertising placement, an advertiser can place a relevant ad that produces value to the user. For example, a community member reading a blog posting on a blades server
installation might be presented with a how to white paper on installing a blades server at the end of the blog posting.
High audience engagement + high volume content + contextual ad targeting =
superior pull marketing environment
4. Targeting capabilities based demographic information
When becoming a member of the ITtoolbox network, users are asked several non-personally identifiable demographic questions. Besides being used to help users find other relevant members to connect with through user search, the information is also used to present users with the most relevant advertising offers. Information
used in demographic targeting includes company size, industry, and job role. Online communities are well suited to give advertisers this targeting capability since membership and the information required with it are necessary to receive the full benefit of the community.
5. Unique opportunities exist to extend brand beyond current online advertising means
As online advertising continues to evolve unique opportunities that communities create will take shape.
A successful campaign on an online community can allow an advertiser to effectively brand, generate sales leads, and/or create buzz by integrating their message into the community. By leveraging the viral nature of communities, advertisers have the opportunity to leverage their budget into a much greater return.
as appeared on www.ITtoolbox.com
Benefits of Advertising in an Online Community
Revenue generated through online adverising is trending upward, with industry experts and analysts predicting a 19% growth in 2007 to $19.5 billion. Many factors are driving this growth, challenging online marketers to select the opportunities that meet their individual online advertising goals.
Advertising in an online community offers distinct benefits to consider over other online advertising opportunities, including:
1. Engagement factor of the audience
It has been said that Madison Avenue has a keen eye not towards a magazine's distribution, but the amount of magazines sold off the rack. Marketers want to know how many people paid for a magazine as that number is a much better measurement of the engagement of the reader. A reader who pays for a magazine off the rack
is a lot more likely to read through the magazine.
Within an online community, the audience engagement factor is incredibly high. The audience is not only seeking information to consume, but they are also taking part in content creation through tools such as blogs, groups, and wiki. Because of this engagement, advertisers have the opportunity to target a very attentive audience.
2. Targeting capability based on volume of content
Online communities generate a high volume of content. For example, the ITtoolbox community creates 1,500 to 2,000 pieces of content daily through discussion groups, blogs, and a wiki. With that volume of user-generated content, along with intelligent ad-serving technology such as the ITtoolbox contextual matching engine, advertisers have the ability to get extremely granular with their targeting. This is a big win for both advertisers and members of the ITtoolbox community. Advertisers have the ability to enter a discussion or a blog posting using a highly relevant
message. Users creating or consuming content in the network are presented with the ads most relevant to them.
The result is a higher ROI for advertisers and a higher level of satisfaction from the user community.
3. Advertising content is integrated into community (pull marketing)
Working within the principle stated in the previous bullet, communities create an environment well suited for pull marketing. Using contextual targeting and smart advertising placement, an advertiser can place a relevant ad that produces value to the user. For example, a community member reading a blog posting on a blades server
installation might be presented with a how to white paper on installing a blades server at the end of the blog posting.
High audience engagement + high volume content + contextual ad targeting =
superior pull marketing environment
4. Targeting capabilities based demographic information
When becoming a member of the ITtoolbox network, users are asked several non-personally identifiable demographic questions. Besides being used to help users find other relevant members to connect with through user search, the information is also used to present users with the most relevant advertising offers. Information
used in demographic targeting includes company size, industry, and job role. Online communities are well suited to give advertisers this targeting capability since membership and the information required with it are necessary to receive the full benefit of the community.
5. Unique opportunities exist to extend brand beyond current online advertising means
As online advertising continues to evolve unique opportunities that communities create will take shape.
A successful campaign on an online community can allow an advertiser to effectively brand, generate sales leads, and/or create buzz by integrating their message into the community. By leveraging the viral nature of communities, advertisers have the opportunity to leverage their budget into a much greater return.
as appeared on www.ITtoolbox.com
Advertising in an online community offers distinct benefits to consider over other online advertising opportunities, including:
1. Engagement factor of the audience
It has been said that Madison Avenue has a keen eye not towards a magazine's distribution, but the amount of magazines sold off the rack. Marketers want to know how many people paid for a magazine as that number is a much better measurement of the engagement of the reader. A reader who pays for a magazine off the rack
is a lot more likely to read through the magazine.
Within an online community, the audience engagement factor is incredibly high. The audience is not only seeking information to consume, but they are also taking part in content creation through tools such as blogs, groups, and wiki. Because of this engagement, advertisers have the opportunity to target a very attentive audience.
2. Targeting capability based on volume of content
Online communities generate a high volume of content. For example, the ITtoolbox community creates 1,500 to 2,000 pieces of content daily through discussion groups, blogs, and a wiki. With that volume of user-generated content, along with intelligent ad-serving technology such as the ITtoolbox contextual matching engine, advertisers have the ability to get extremely granular with their targeting. This is a big win for both advertisers and members of the ITtoolbox community. Advertisers have the ability to enter a discussion or a blog posting using a highly relevant
message. Users creating or consuming content in the network are presented with the ads most relevant to them.
The result is a higher ROI for advertisers and a higher level of satisfaction from the user community.
3. Advertising content is integrated into community (pull marketing)
Working within the principle stated in the previous bullet, communities create an environment well suited for pull marketing. Using contextual targeting and smart advertising placement, an advertiser can place a relevant ad that produces value to the user. For example, a community member reading a blog posting on a blades server
installation might be presented with a how to white paper on installing a blades server at the end of the blog posting.
High audience engagement + high volume content + contextual ad targeting =
superior pull marketing environment
4. Targeting capabilities based demographic information
When becoming a member of the ITtoolbox network, users are asked several non-personally identifiable demographic questions. Besides being used to help users find other relevant members to connect with through user search, the information is also used to present users with the most relevant advertising offers. Information
used in demographic targeting includes company size, industry, and job role. Online communities are well suited to give advertisers this targeting capability since membership and the information required with it are necessary to receive the full benefit of the community.
5. Unique opportunities exist to extend brand beyond current online advertising means
As online advertising continues to evolve unique opportunities that communities create will take shape.
A successful campaign on an online community can allow an advertiser to effectively brand, generate sales leads, and/or create buzz by integrating their message into the community. By leveraging the viral nature of communities, advertisers have the opportunity to leverage their budget into a much greater return.
as appeared on www.ITtoolbox.com
Minggu, 28 Januari 2007
YouTube, Wikipedia storm into 2006 top brand ranking
LONDON (Reuters) - Internet firm Google has again pipped Apple to the top spot in a global brand ranking that also sees YouTube and Wikipedia debut in the top five, a survey showed on Friday.
The annual survey by online branding magazine brandchannel.com often throws up controversial results, such as in 2004, when Arabic TV station Al Jazeera was named the world's fifth most influential brand.
This year the 3,625 branding professionals and students who voted have again surprised, awarding upstart firms star status when asked: "Which brand had the most impact on our lives in 2006?".
Google, the Internet search engine that has expanded regionally and moved into online advertising, mail and blogging, seized the top spot for the second consecutive year, ahead of Apple Inc, which again comes in second place.
More surprisingly, video-sharing Web site YouTube, which was bought by Google in October last year, stormed into third place. Online encyclopedia Wikipedia makes the fourth spot, pushing coffee shop behemoth Starbucks Corp. to fifth.
"The dramatic debut of these newcomers -- YouTube in third and Wikipedia in fourth -- is an indication of a larger trend -- the growing impact of online brands built on user-generated contents," editor Anthony Zumpano said in a statement.
Other new brand winners were News Corp's online chat site MySpace, debuting in 15th place in the North America rankings, and Al Jazeera, which advances to 19th place globally having launched its English language channel in November and after its drop from fifth to 25th in 2005.
The poll does not take account of economic brand value, the murky science of assigning a financial value to brand, which regularly puts Coca-Cola Co's Coke in first place.
Neither does it ask respondents to consider whether the brand's impact is positive or negative.
Brandchannel also split the poll by regions and in the North America the rundown was similar to the global outcome, albeit in a different order, with Apple in first place, followed by YouTube, Google, Starbucks and Wikipedia.
The top five places in the European list are from homegrown corporations, with Swedish furniture giant Ikea knocking Nokia off the top spot and into third place. Skype comes in second, with fast-fashion brand Zara in fourth and Adidas in fifth.
Likewise, local firms dominate the Asia-Pacific region poll with the top five places taken by Sony, Toyota, HSBC, Samsung and Honda. Third-placed HSBC has Asian roots although it is headquartered in London.
And in a refreshing change from the high-tech brands that dominate the global poll, Latin America's top two are party beverages Corona and Bacardi, with mobile phone operator Movistar in third. Sandal maker Havaianas takes fourth place and Bimbo, the world's number three bread maker, comes in fifth.
- By Rachel Sanderson
The News article appeared in reuters website
The annual survey by online branding magazine brandchannel.com often throws up controversial results, such as in 2004, when Arabic TV station Al Jazeera was named the world's fifth most influential brand.
This year the 3,625 branding professionals and students who voted have again surprised, awarding upstart firms star status when asked: "Which brand had the most impact on our lives in 2006?".
Google, the Internet search engine that has expanded regionally and moved into online advertising, mail and blogging, seized the top spot for the second consecutive year, ahead of Apple Inc, which again comes in second place.
More surprisingly, video-sharing Web site YouTube, which was bought by Google in October last year, stormed into third place. Online encyclopedia Wikipedia makes the fourth spot, pushing coffee shop behemoth Starbucks Corp. to fifth.
"The dramatic debut of these newcomers -- YouTube in third and Wikipedia in fourth -- is an indication of a larger trend -- the growing impact of online brands built on user-generated contents," editor Anthony Zumpano said in a statement.
Other new brand winners were News Corp's online chat site MySpace, debuting in 15th place in the North America rankings, and Al Jazeera, which advances to 19th place globally having launched its English language channel in November and after its drop from fifth to 25th in 2005.
The poll does not take account of economic brand value, the murky science of assigning a financial value to brand, which regularly puts Coca-Cola Co's Coke in first place.
Neither does it ask respondents to consider whether the brand's impact is positive or negative.
Brandchannel also split the poll by regions and in the North America the rundown was similar to the global outcome, albeit in a different order, with Apple in first place, followed by YouTube, Google, Starbucks and Wikipedia.
The top five places in the European list are from homegrown corporations, with Swedish furniture giant Ikea knocking Nokia off the top spot and into third place. Skype comes in second, with fast-fashion brand Zara in fourth and Adidas in fifth.
Likewise, local firms dominate the Asia-Pacific region poll with the top five places taken by Sony, Toyota, HSBC, Samsung and Honda. Third-placed HSBC has Asian roots although it is headquartered in London.
And in a refreshing change from the high-tech brands that dominate the global poll, Latin America's top two are party beverages Corona and Bacardi, with mobile phone operator Movistar in third. Sandal maker Havaianas takes fourth place and Bimbo, the world's number three bread maker, comes in fifth.
- By Rachel Sanderson
The News article appeared in reuters website
YouTube, Wikipedia storm into 2006 top brand ranking
LONDON (Reuters) - Internet firm Google has again pipped Apple to the top spot in a global brand ranking that also sees YouTube and Wikipedia debut in the top five, a survey showed on Friday.
The annual survey by online branding magazine brandchannel.com often throws up controversial results, such as in 2004, when Arabic TV station Al Jazeera was named the world's fifth most influential brand.
This year the 3,625 branding professionals and students who voted have again surprised, awarding upstart firms star status when asked: "Which brand had the most impact on our lives in 2006?".
Google, the Internet search engine that has expanded regionally and moved into online advertising, mail and blogging, seized the top spot for the second consecutive year, ahead of Apple Inc, which again comes in second place.
More surprisingly, video-sharing Web site YouTube, which was bought by Google in October last year, stormed into third place. Online encyclopedia Wikipedia makes the fourth spot, pushing coffee shop behemoth Starbucks Corp. to fifth.
"The dramatic debut of these newcomers -- YouTube in third and Wikipedia in fourth -- is an indication of a larger trend -- the growing impact of online brands built on user-generated contents," editor Anthony Zumpano said in a statement.
Other new brand winners were News Corp's online chat site MySpace, debuting in 15th place in the North America rankings, and Al Jazeera, which advances to 19th place globally having launched its English language channel in November and after its drop from fifth to 25th in 2005.
The poll does not take account of economic brand value, the murky science of assigning a financial value to brand, which regularly puts Coca-Cola Co's Coke in first place.
Neither does it ask respondents to consider whether the brand's impact is positive or negative.
Brandchannel also split the poll by regions and in the North America the rundown was similar to the global outcome, albeit in a different order, with Apple in first place, followed by YouTube, Google, Starbucks and Wikipedia.
The top five places in the European list are from homegrown corporations, with Swedish furniture giant Ikea knocking Nokia off the top spot and into third place. Skype comes in second, with fast-fashion brand Zara in fourth and Adidas in fifth.
Likewise, local firms dominate the Asia-Pacific region poll with the top five places taken by Sony, Toyota, HSBC, Samsung and Honda. Third-placed HSBC has Asian roots although it is headquartered in London.
And in a refreshing change from the high-tech brands that dominate the global poll, Latin America's top two are party beverages Corona and Bacardi, with mobile phone operator Movistar in third. Sandal maker Havaianas takes fourth place and Bimbo, the world's number three bread maker, comes in fifth.
- By Rachel Sanderson
The News article appeared in reuters website
The annual survey by online branding magazine brandchannel.com often throws up controversial results, such as in 2004, when Arabic TV station Al Jazeera was named the world's fifth most influential brand.
This year the 3,625 branding professionals and students who voted have again surprised, awarding upstart firms star status when asked: "Which brand had the most impact on our lives in 2006?".
Google, the Internet search engine that has expanded regionally and moved into online advertising, mail and blogging, seized the top spot for the second consecutive year, ahead of Apple Inc, which again comes in second place.
More surprisingly, video-sharing Web site YouTube, which was bought by Google in October last year, stormed into third place. Online encyclopedia Wikipedia makes the fourth spot, pushing coffee shop behemoth Starbucks Corp. to fifth.
"The dramatic debut of these newcomers -- YouTube in third and Wikipedia in fourth -- is an indication of a larger trend -- the growing impact of online brands built on user-generated contents," editor Anthony Zumpano said in a statement.
Other new brand winners were News Corp's online chat site MySpace, debuting in 15th place in the North America rankings, and Al Jazeera, which advances to 19th place globally having launched its English language channel in November and after its drop from fifth to 25th in 2005.
The poll does not take account of economic brand value, the murky science of assigning a financial value to brand, which regularly puts Coca-Cola Co's Coke in first place.
Neither does it ask respondents to consider whether the brand's impact is positive or negative.
Brandchannel also split the poll by regions and in the North America the rundown was similar to the global outcome, albeit in a different order, with Apple in first place, followed by YouTube, Google, Starbucks and Wikipedia.
The top five places in the European list are from homegrown corporations, with Swedish furniture giant Ikea knocking Nokia off the top spot and into third place. Skype comes in second, with fast-fashion brand Zara in fourth and Adidas in fifth.
Likewise, local firms dominate the Asia-Pacific region poll with the top five places taken by Sony, Toyota, HSBC, Samsung and Honda. Third-placed HSBC has Asian roots although it is headquartered in London.
And in a refreshing change from the high-tech brands that dominate the global poll, Latin America's top two are party beverages Corona and Bacardi, with mobile phone operator Movistar in third. Sandal maker Havaianas takes fourth place and Bimbo, the world's number three bread maker, comes in fifth.
- By Rachel Sanderson
The News article appeared in reuters website
YouTube, Wikipedia storm into 2006 top brand ranking
LONDON (Reuters) - Internet firm Google has again pipped Apple to the top spot in a global brand ranking that also sees YouTube and Wikipedia debut in the top five, a survey showed on Friday.
The annual survey by online branding magazine brandchannel.com often throws up controversial results, such as in 2004, when Arabic TV station Al Jazeera was named the world's fifth most influential brand.
This year the 3,625 branding professionals and students who voted have again surprised, awarding upstart firms star status when asked: "Which brand had the most impact on our lives in 2006?".
Google, the Internet search engine that has expanded regionally and moved into online advertising, mail and blogging, seized the top spot for the second consecutive year, ahead of Apple Inc, which again comes in second place.
More surprisingly, video-sharing Web site YouTube, which was bought by Google in October last year, stormed into third place. Online encyclopedia Wikipedia makes the fourth spot, pushing coffee shop behemoth Starbucks Corp. to fifth.
"The dramatic debut of these newcomers -- YouTube in third and Wikipedia in fourth -- is an indication of a larger trend -- the growing impact of online brands built on user-generated contents," editor Anthony Zumpano said in a statement.
Other new brand winners were News Corp's online chat site MySpace, debuting in 15th place in the North America rankings, and Al Jazeera, which advances to 19th place globally having launched its English language channel in November and after its drop from fifth to 25th in 2005.
The poll does not take account of economic brand value, the murky science of assigning a financial value to brand, which regularly puts Coca-Cola Co's Coke in first place.
Neither does it ask respondents to consider whether the brand's impact is positive or negative.
Brandchannel also split the poll by regions and in the North America the rundown was similar to the global outcome, albeit in a different order, with Apple in first place, followed by YouTube, Google, Starbucks and Wikipedia.
The top five places in the European list are from homegrown corporations, with Swedish furniture giant Ikea knocking Nokia off the top spot and into third place. Skype comes in second, with fast-fashion brand Zara in fourth and Adidas in fifth.
Likewise, local firms dominate the Asia-Pacific region poll with the top five places taken by Sony, Toyota, HSBC, Samsung and Honda. Third-placed HSBC has Asian roots although it is headquartered in London.
And in a refreshing change from the high-tech brands that dominate the global poll, Latin America's top two are party beverages Corona and Bacardi, with mobile phone operator Movistar in third. Sandal maker Havaianas takes fourth place and Bimbo, the world's number three bread maker, comes in fifth.
- By Rachel Sanderson
The News article appeared in reuters website
The annual survey by online branding magazine brandchannel.com often throws up controversial results, such as in 2004, when Arabic TV station Al Jazeera was named the world's fifth most influential brand.
This year the 3,625 branding professionals and students who voted have again surprised, awarding upstart firms star status when asked: "Which brand had the most impact on our lives in 2006?".
Google, the Internet search engine that has expanded regionally and moved into online advertising, mail and blogging, seized the top spot for the second consecutive year, ahead of Apple Inc, which again comes in second place.
More surprisingly, video-sharing Web site YouTube, which was bought by Google in October last year, stormed into third place. Online encyclopedia Wikipedia makes the fourth spot, pushing coffee shop behemoth Starbucks Corp. to fifth.
"The dramatic debut of these newcomers -- YouTube in third and Wikipedia in fourth -- is an indication of a larger trend -- the growing impact of online brands built on user-generated contents," editor Anthony Zumpano said in a statement.
Other new brand winners were News Corp's online chat site MySpace, debuting in 15th place in the North America rankings, and Al Jazeera, which advances to 19th place globally having launched its English language channel in November and after its drop from fifth to 25th in 2005.
The poll does not take account of economic brand value, the murky science of assigning a financial value to brand, which regularly puts Coca-Cola Co's Coke in first place.
Neither does it ask respondents to consider whether the brand's impact is positive or negative.
Brandchannel also split the poll by regions and in the North America the rundown was similar to the global outcome, albeit in a different order, with Apple in first place, followed by YouTube, Google, Starbucks and Wikipedia.
The top five places in the European list are from homegrown corporations, with Swedish furniture giant Ikea knocking Nokia off the top spot and into third place. Skype comes in second, with fast-fashion brand Zara in fourth and Adidas in fifth.
Likewise, local firms dominate the Asia-Pacific region poll with the top five places taken by Sony, Toyota, HSBC, Samsung and Honda. Third-placed HSBC has Asian roots although it is headquartered in London.
And in a refreshing change from the high-tech brands that dominate the global poll, Latin America's top two are party beverages Corona and Bacardi, with mobile phone operator Movistar in third. Sandal maker Havaianas takes fourth place and Bimbo, the world's number three bread maker, comes in fifth.
- By Rachel Sanderson
The News article appeared in reuters website
Selasa, 23 Januari 2007
Thumb-Print Banking Takes India
CHENNAI, India -- Banks and ATM machines are an unfamiliar sight in the rural countryside here, but the government hopes to change that with new technology that could ease the transition from cash to computers.
A pilot program will put 15 biometric ATMs at village kiosks in five districts across southern India. The machines are expected to serve about 100,000 workers who will use fingerprint scanners, rather than ATM cards and PINs, to obtain their funds.
Biometric ATMs are already in use in Colombia and a few locations in Japan, but haven't caught on in much of the rest of the world. As a result, biometrics companies are watching the experiment closely as a potential watershed for the industry.
Nagaraj Mylandla, managing director of Financial Software and Systems, which helped design security protocol for the new system, said there are 35,000 non-biometric ATMs in India today. In three years the number of machines is expected to triple to more than 100,000, leaving a window of opportunity for suppliers to make the new technology standard issue for all new machines.
The increase will mean that just about every rural village and outpost will have access to the world's financial backbone and, if the pilot program is successful, fingerprint identification could become standard, even for private bank transactions.
"Many banks here are keen on this idea of doing away with ATM cards," said Sunil Udupa, CEO of AGS Infotech, the company supplying the first batch of ATMs to the five districts in India. "Whether it is practically possible is a very different question, but the interest is huge."
Officials hope the plan will bring billions of rupees currently being held in private hands into the banking mainstream, and that it might even shelter the country's poor from the ravages of inflation, theft and widespread corruption.
For example, some believe e-banking will help eliminate several layers of middlemen who manage, and often siphon off, government-allocated funds earmarked for low-income workers.
Under the current system, money gets sent from the government coffers and passes through the desks of dozens of bureaucrats and private contractors. Each tends to take a cut along the way so the money that reaches workers is usually only a fraction of what was allocated. Electronic banking will eliminate the middlemen, and provide a real increase in rural wages.
"This is really meant to cut down on corruption," said Mylandla. "The whole structure is designed so that only the people at the end get the money. No one in between can steal it along the way."
The program is not without its critics, however.
For example, privacy issues may arise in switching from user-generated numeric codes to bio-data. According to Mylandla and Udupi, law-enforcement agencies have already expressed interest in having access to the data for fraud prevention and to track known criminals through fingerprint transactions. It is unknown what other agencies might be able to see the data.
Another concern is that in some of the more crime-ridden areas of the country, fingerprint IDs could give rise to a new sort of crime where bandits chop off digits in order to withdraw cash from ATMs. Without a PIN code, a robber would be able to enter an account using a severed thumb.
In the last several years there have been several incidents of bandits chopping off hands to retrieve gold bangles from women's wrists, and last year in Malaysia bandits cut off the thumb of a man driving a sports car in order to activate the biometric thumbprint ignition.
Those implementing the biometric machines in India scoff at the idea that this could become a problem.
"I have heard of instances where people get held up and gunpoint and told to enter their ATM pins with ordinary cards," said Gopal Shekar, director of corporate communications at FSS. "The danger of violence is the same with biometric cards. Besides, the most anyone can withdraw in a day is 10,000 rupees ($230). Who would kill someone for so little?"
Whether that proves true or not, bringing poor farmers into the banking fold won't be easy. The project will have to overcome communication barriers posed by the thousands of dialects in the country, not to mention illiteracy and unfamiliarity with computers.
The first prototype ATMs used PIN codes and written instructions, and failed miserably.
"The main problem is that most farmers are illiterate and only speak local dialects," said Udupa. "The farmers couldn't remember their PIN codes and didn't understand the on-screen instructions. So we developed a fingerprint interface with audio and visual instructions that they could understand."
Udupa thinks farmers are comfortable with fingerprint technology because they have already been introduced to other government projects that use biometrics. Bhoomi, a widely accepted land-record program in the state of Karnataka, uses fingerprints to verify owners of land records.
Article by Scott Carney; appeared on www.wired.com on Jan 19, 2007
A pilot program will put 15 biometric ATMs at village kiosks in five districts across southern India. The machines are expected to serve about 100,000 workers who will use fingerprint scanners, rather than ATM cards and PINs, to obtain their funds.
Biometric ATMs are already in use in Colombia and a few locations in Japan, but haven't caught on in much of the rest of the world. As a result, biometrics companies are watching the experiment closely as a potential watershed for the industry.
Nagaraj Mylandla, managing director of Financial Software and Systems, which helped design security protocol for the new system, said there are 35,000 non-biometric ATMs in India today. In three years the number of machines is expected to triple to more than 100,000, leaving a window of opportunity for suppliers to make the new technology standard issue for all new machines.
The increase will mean that just about every rural village and outpost will have access to the world's financial backbone and, if the pilot program is successful, fingerprint identification could become standard, even for private bank transactions.
"Many banks here are keen on this idea of doing away with ATM cards," said Sunil Udupa, CEO of AGS Infotech, the company supplying the first batch of ATMs to the five districts in India. "Whether it is practically possible is a very different question, but the interest is huge."
Officials hope the plan will bring billions of rupees currently being held in private hands into the banking mainstream, and that it might even shelter the country's poor from the ravages of inflation, theft and widespread corruption.
For example, some believe e-banking will help eliminate several layers of middlemen who manage, and often siphon off, government-allocated funds earmarked for low-income workers.
Under the current system, money gets sent from the government coffers and passes through the desks of dozens of bureaucrats and private contractors. Each tends to take a cut along the way so the money that reaches workers is usually only a fraction of what was allocated. Electronic banking will eliminate the middlemen, and provide a real increase in rural wages.
"This is really meant to cut down on corruption," said Mylandla. "The whole structure is designed so that only the people at the end get the money. No one in between can steal it along the way."
The program is not without its critics, however.
For example, privacy issues may arise in switching from user-generated numeric codes to bio-data. According to Mylandla and Udupi, law-enforcement agencies have already expressed interest in having access to the data for fraud prevention and to track known criminals through fingerprint transactions. It is unknown what other agencies might be able to see the data.
Another concern is that in some of the more crime-ridden areas of the country, fingerprint IDs could give rise to a new sort of crime where bandits chop off digits in order to withdraw cash from ATMs. Without a PIN code, a robber would be able to enter an account using a severed thumb.
In the last several years there have been several incidents of bandits chopping off hands to retrieve gold bangles from women's wrists, and last year in Malaysia bandits cut off the thumb of a man driving a sports car in order to activate the biometric thumbprint ignition.
Those implementing the biometric machines in India scoff at the idea that this could become a problem.
"I have heard of instances where people get held up and gunpoint and told to enter their ATM pins with ordinary cards," said Gopal Shekar, director of corporate communications at FSS. "The danger of violence is the same with biometric cards. Besides, the most anyone can withdraw in a day is 10,000 rupees ($230). Who would kill someone for so little?"
Whether that proves true or not, bringing poor farmers into the banking fold won't be easy. The project will have to overcome communication barriers posed by the thousands of dialects in the country, not to mention illiteracy and unfamiliarity with computers.
The first prototype ATMs used PIN codes and written instructions, and failed miserably.
"The main problem is that most farmers are illiterate and only speak local dialects," said Udupa. "The farmers couldn't remember their PIN codes and didn't understand the on-screen instructions. So we developed a fingerprint interface with audio and visual instructions that they could understand."
Udupa thinks farmers are comfortable with fingerprint technology because they have already been introduced to other government projects that use biometrics. Bhoomi, a widely accepted land-record program in the state of Karnataka, uses fingerprints to verify owners of land records.
Article by Scott Carney; appeared on www.wired.com on Jan 19, 2007
Thumb-Print Banking Takes India
CHENNAI, India -- Banks and ATM machines are an unfamiliar sight in the rural countryside here, but the government hopes to change that with new technology that could ease the transition from cash to computers.
A pilot program will put 15 biometric ATMs at village kiosks in five districts across southern India. The machines are expected to serve about 100,000 workers who will use fingerprint scanners, rather than ATM cards and PINs, to obtain their funds.
Biometric ATMs are already in use in Colombia and a few locations in Japan, but haven't caught on in much of the rest of the world. As a result, biometrics companies are watching the experiment closely as a potential watershed for the industry.
Nagaraj Mylandla, managing director of Financial Software and Systems, which helped design security protocol for the new system, said there are 35,000 non-biometric ATMs in India today. In three years the number of machines is expected to triple to more than 100,000, leaving a window of opportunity for suppliers to make the new technology standard issue for all new machines.
The increase will mean that just about every rural village and outpost will have access to the world's financial backbone and, if the pilot program is successful, fingerprint identification could become standard, even for private bank transactions.
"Many banks here are keen on this idea of doing away with ATM cards," said Sunil Udupa, CEO of AGS Infotech, the company supplying the first batch of ATMs to the five districts in India. "Whether it is practically possible is a very different question, but the interest is huge."
Officials hope the plan will bring billions of rupees currently being held in private hands into the banking mainstream, and that it might even shelter the country's poor from the ravages of inflation, theft and widespread corruption.
For example, some believe e-banking will help eliminate several layers of middlemen who manage, and often siphon off, government-allocated funds earmarked for low-income workers.
Under the current system, money gets sent from the government coffers and passes through the desks of dozens of bureaucrats and private contractors. Each tends to take a cut along the way so the money that reaches workers is usually only a fraction of what was allocated. Electronic banking will eliminate the middlemen, and provide a real increase in rural wages.
"This is really meant to cut down on corruption," said Mylandla. "The whole structure is designed so that only the people at the end get the money. No one in between can steal it along the way."
The program is not without its critics, however.
For example, privacy issues may arise in switching from user-generated numeric codes to bio-data. According to Mylandla and Udupi, law-enforcement agencies have already expressed interest in having access to the data for fraud prevention and to track known criminals through fingerprint transactions. It is unknown what other agencies might be able to see the data.
Another concern is that in some of the more crime-ridden areas of the country, fingerprint IDs could give rise to a new sort of crime where bandits chop off digits in order to withdraw cash from ATMs. Without a PIN code, a robber would be able to enter an account using a severed thumb.
In the last several years there have been several incidents of bandits chopping off hands to retrieve gold bangles from women's wrists, and last year in Malaysia bandits cut off the thumb of a man driving a sports car in order to activate the biometric thumbprint ignition.
Those implementing the biometric machines in India scoff at the idea that this could become a problem.
"I have heard of instances where people get held up and gunpoint and told to enter their ATM pins with ordinary cards," said Gopal Shekar, director of corporate communications at FSS. "The danger of violence is the same with biometric cards. Besides, the most anyone can withdraw in a day is 10,000 rupees ($230). Who would kill someone for so little?"
Whether that proves true or not, bringing poor farmers into the banking fold won't be easy. The project will have to overcome communication barriers posed by the thousands of dialects in the country, not to mention illiteracy and unfamiliarity with computers.
The first prototype ATMs used PIN codes and written instructions, and failed miserably.
"The main problem is that most farmers are illiterate and only speak local dialects," said Udupa. "The farmers couldn't remember their PIN codes and didn't understand the on-screen instructions. So we developed a fingerprint interface with audio and visual instructions that they could understand."
Udupa thinks farmers are comfortable with fingerprint technology because they have already been introduced to other government projects that use biometrics. Bhoomi, a widely accepted land-record program in the state of Karnataka, uses fingerprints to verify owners of land records.
Article by Scott Carney; appeared on www.wired.com on Jan 19, 2007
A pilot program will put 15 biometric ATMs at village kiosks in five districts across southern India. The machines are expected to serve about 100,000 workers who will use fingerprint scanners, rather than ATM cards and PINs, to obtain their funds.
Biometric ATMs are already in use in Colombia and a few locations in Japan, but haven't caught on in much of the rest of the world. As a result, biometrics companies are watching the experiment closely as a potential watershed for the industry.
Nagaraj Mylandla, managing director of Financial Software and Systems, which helped design security protocol for the new system, said there are 35,000 non-biometric ATMs in India today. In three years the number of machines is expected to triple to more than 100,000, leaving a window of opportunity for suppliers to make the new technology standard issue for all new machines.
The increase will mean that just about every rural village and outpost will have access to the world's financial backbone and, if the pilot program is successful, fingerprint identification could become standard, even for private bank transactions.
"Many banks here are keen on this idea of doing away with ATM cards," said Sunil Udupa, CEO of AGS Infotech, the company supplying the first batch of ATMs to the five districts in India. "Whether it is practically possible is a very different question, but the interest is huge."
Officials hope the plan will bring billions of rupees currently being held in private hands into the banking mainstream, and that it might even shelter the country's poor from the ravages of inflation, theft and widespread corruption.
For example, some believe e-banking will help eliminate several layers of middlemen who manage, and often siphon off, government-allocated funds earmarked for low-income workers.
Under the current system, money gets sent from the government coffers and passes through the desks of dozens of bureaucrats and private contractors. Each tends to take a cut along the way so the money that reaches workers is usually only a fraction of what was allocated. Electronic banking will eliminate the middlemen, and provide a real increase in rural wages.
"This is really meant to cut down on corruption," said Mylandla. "The whole structure is designed so that only the people at the end get the money. No one in between can steal it along the way."
The program is not without its critics, however.
For example, privacy issues may arise in switching from user-generated numeric codes to bio-data. According to Mylandla and Udupi, law-enforcement agencies have already expressed interest in having access to the data for fraud prevention and to track known criminals through fingerprint transactions. It is unknown what other agencies might be able to see the data.
Another concern is that in some of the more crime-ridden areas of the country, fingerprint IDs could give rise to a new sort of crime where bandits chop off digits in order to withdraw cash from ATMs. Without a PIN code, a robber would be able to enter an account using a severed thumb.
In the last several years there have been several incidents of bandits chopping off hands to retrieve gold bangles from women's wrists, and last year in Malaysia bandits cut off the thumb of a man driving a sports car in order to activate the biometric thumbprint ignition.
Those implementing the biometric machines in India scoff at the idea that this could become a problem.
"I have heard of instances where people get held up and gunpoint and told to enter their ATM pins with ordinary cards," said Gopal Shekar, director of corporate communications at FSS. "The danger of violence is the same with biometric cards. Besides, the most anyone can withdraw in a day is 10,000 rupees ($230). Who would kill someone for so little?"
Whether that proves true or not, bringing poor farmers into the banking fold won't be easy. The project will have to overcome communication barriers posed by the thousands of dialects in the country, not to mention illiteracy and unfamiliarity with computers.
The first prototype ATMs used PIN codes and written instructions, and failed miserably.
"The main problem is that most farmers are illiterate and only speak local dialects," said Udupa. "The farmers couldn't remember their PIN codes and didn't understand the on-screen instructions. So we developed a fingerprint interface with audio and visual instructions that they could understand."
Udupa thinks farmers are comfortable with fingerprint technology because they have already been introduced to other government projects that use biometrics. Bhoomi, a widely accepted land-record program in the state of Karnataka, uses fingerprints to verify owners of land records.
Article by Scott Carney; appeared on www.wired.com on Jan 19, 2007
Thumb-Print Banking Takes India
CHENNAI, India -- Banks and ATM machines are an unfamiliar sight in the rural countryside here, but the government hopes to change that with new technology that could ease the transition from cash to computers.
A pilot program will put 15 biometric ATMs at village kiosks in five districts across southern India. The machines are expected to serve about 100,000 workers who will use fingerprint scanners, rather than ATM cards and PINs, to obtain their funds.
Biometric ATMs are already in use in Colombia and a few locations in Japan, but haven't caught on in much of the rest of the world. As a result, biometrics companies are watching the experiment closely as a potential watershed for the industry.
Nagaraj Mylandla, managing director of Financial Software and Systems, which helped design security protocol for the new system, said there are 35,000 non-biometric ATMs in India today. In three years the number of machines is expected to triple to more than 100,000, leaving a window of opportunity for suppliers to make the new technology standard issue for all new machines.
The increase will mean that just about every rural village and outpost will have access to the world's financial backbone and, if the pilot program is successful, fingerprint identification could become standard, even for private bank transactions.
"Many banks here are keen on this idea of doing away with ATM cards," said Sunil Udupa, CEO of AGS Infotech, the company supplying the first batch of ATMs to the five districts in India. "Whether it is practically possible is a very different question, but the interest is huge."
Officials hope the plan will bring billions of rupees currently being held in private hands into the banking mainstream, and that it might even shelter the country's poor from the ravages of inflation, theft and widespread corruption.
For example, some believe e-banking will help eliminate several layers of middlemen who manage, and often siphon off, government-allocated funds earmarked for low-income workers.
Under the current system, money gets sent from the government coffers and passes through the desks of dozens of bureaucrats and private contractors. Each tends to take a cut along the way so the money that reaches workers is usually only a fraction of what was allocated. Electronic banking will eliminate the middlemen, and provide a real increase in rural wages.
"This is really meant to cut down on corruption," said Mylandla. "The whole structure is designed so that only the people at the end get the money. No one in between can steal it along the way."
The program is not without its critics, however.
For example, privacy issues may arise in switching from user-generated numeric codes to bio-data. According to Mylandla and Udupi, law-enforcement agencies have already expressed interest in having access to the data for fraud prevention and to track known criminals through fingerprint transactions. It is unknown what other agencies might be able to see the data.
Another concern is that in some of the more crime-ridden areas of the country, fingerprint IDs could give rise to a new sort of crime where bandits chop off digits in order to withdraw cash from ATMs. Without a PIN code, a robber would be able to enter an account using a severed thumb.
In the last several years there have been several incidents of bandits chopping off hands to retrieve gold bangles from women's wrists, and last year in Malaysia bandits cut off the thumb of a man driving a sports car in order to activate the biometric thumbprint ignition.
Those implementing the biometric machines in India scoff at the idea that this could become a problem.
"I have heard of instances where people get held up and gunpoint and told to enter their ATM pins with ordinary cards," said Gopal Shekar, director of corporate communications at FSS. "The danger of violence is the same with biometric cards. Besides, the most anyone can withdraw in a day is 10,000 rupees ($230). Who would kill someone for so little?"
Whether that proves true or not, bringing poor farmers into the banking fold won't be easy. The project will have to overcome communication barriers posed by the thousands of dialects in the country, not to mention illiteracy and unfamiliarity with computers.
The first prototype ATMs used PIN codes and written instructions, and failed miserably.
"The main problem is that most farmers are illiterate and only speak local dialects," said Udupa. "The farmers couldn't remember their PIN codes and didn't understand the on-screen instructions. So we developed a fingerprint interface with audio and visual instructions that they could understand."
Udupa thinks farmers are comfortable with fingerprint technology because they have already been introduced to other government projects that use biometrics. Bhoomi, a widely accepted land-record program in the state of Karnataka, uses fingerprints to verify owners of land records.
Article by Scott Carney; appeared on www.wired.com on Jan 19, 2007
A pilot program will put 15 biometric ATMs at village kiosks in five districts across southern India. The machines are expected to serve about 100,000 workers who will use fingerprint scanners, rather than ATM cards and PINs, to obtain their funds.
Biometric ATMs are already in use in Colombia and a few locations in Japan, but haven't caught on in much of the rest of the world. As a result, biometrics companies are watching the experiment closely as a potential watershed for the industry.
Nagaraj Mylandla, managing director of Financial Software and Systems, which helped design security protocol for the new system, said there are 35,000 non-biometric ATMs in India today. In three years the number of machines is expected to triple to more than 100,000, leaving a window of opportunity for suppliers to make the new technology standard issue for all new machines.
The increase will mean that just about every rural village and outpost will have access to the world's financial backbone and, if the pilot program is successful, fingerprint identification could become standard, even for private bank transactions.
"Many banks here are keen on this idea of doing away with ATM cards," said Sunil Udupa, CEO of AGS Infotech, the company supplying the first batch of ATMs to the five districts in India. "Whether it is practically possible is a very different question, but the interest is huge."
Officials hope the plan will bring billions of rupees currently being held in private hands into the banking mainstream, and that it might even shelter the country's poor from the ravages of inflation, theft and widespread corruption.
For example, some believe e-banking will help eliminate several layers of middlemen who manage, and often siphon off, government-allocated funds earmarked for low-income workers.
Under the current system, money gets sent from the government coffers and passes through the desks of dozens of bureaucrats and private contractors. Each tends to take a cut along the way so the money that reaches workers is usually only a fraction of what was allocated. Electronic banking will eliminate the middlemen, and provide a real increase in rural wages.
"This is really meant to cut down on corruption," said Mylandla. "The whole structure is designed so that only the people at the end get the money. No one in between can steal it along the way."
The program is not without its critics, however.
For example, privacy issues may arise in switching from user-generated numeric codes to bio-data. According to Mylandla and Udupi, law-enforcement agencies have already expressed interest in having access to the data for fraud prevention and to track known criminals through fingerprint transactions. It is unknown what other agencies might be able to see the data.
Another concern is that in some of the more crime-ridden areas of the country, fingerprint IDs could give rise to a new sort of crime where bandits chop off digits in order to withdraw cash from ATMs. Without a PIN code, a robber would be able to enter an account using a severed thumb.
In the last several years there have been several incidents of bandits chopping off hands to retrieve gold bangles from women's wrists, and last year in Malaysia bandits cut off the thumb of a man driving a sports car in order to activate the biometric thumbprint ignition.
Those implementing the biometric machines in India scoff at the idea that this could become a problem.
"I have heard of instances where people get held up and gunpoint and told to enter their ATM pins with ordinary cards," said Gopal Shekar, director of corporate communications at FSS. "The danger of violence is the same with biometric cards. Besides, the most anyone can withdraw in a day is 10,000 rupees ($230). Who would kill someone for so little?"
Whether that proves true or not, bringing poor farmers into the banking fold won't be easy. The project will have to overcome communication barriers posed by the thousands of dialects in the country, not to mention illiteracy and unfamiliarity with computers.
The first prototype ATMs used PIN codes and written instructions, and failed miserably.
"The main problem is that most farmers are illiterate and only speak local dialects," said Udupa. "The farmers couldn't remember their PIN codes and didn't understand the on-screen instructions. So we developed a fingerprint interface with audio and visual instructions that they could understand."
Udupa thinks farmers are comfortable with fingerprint technology because they have already been introduced to other government projects that use biometrics. Bhoomi, a widely accepted land-record program in the state of Karnataka, uses fingerprints to verify owners of land records.
Article by Scott Carney; appeared on www.wired.com on Jan 19, 2007
Rabu, 10 Januari 2007
Resolution for the year
Woke up on the 1st morning....... lying in bed, I was
asking myself....what are some of the secrets of
success in life?
I found the answers right there, in my very room
The fan said : be cool.
The roof said : aim high.
The window said : see the world.
The clock said : every minute is precious.
The mirror said : reflect before you act.
The calendar said : be up-to-date.
The door said : push hard for your goals.
The cupboard said: dont hide any skeletons.
The bed said : live the 'rest' of your life.
Have A Great Year Ahead ! :-)
asking myself....what are some of the secrets of
success in life?
I found the answers right there, in my very room
The fan said : be cool.
The roof said : aim high.
The window said : see the world.
The clock said : every minute is precious.
The mirror said : reflect before you act.
The calendar said : be up-to-date.
The door said : push hard for your goals.
The cupboard said: dont hide any skeletons.
The bed said : live the 'rest' of your life.
Have A Great Year Ahead ! :-)
Resolution for the year
Woke up on the 1st morning....... lying in bed, I was
asking myself....what are some of the secrets of
success in life?
I found the answers right there, in my very room
The fan said : be cool.
The roof said : aim high.
The window said : see the world.
The clock said : every minute is precious.
The mirror said : reflect before you act.
The calendar said : be up-to-date.
The door said : push hard for your goals.
The cupboard said: dont hide any skeletons.
The bed said : live the 'rest' of your life.
Have A Great Year Ahead ! :-)
asking myself....what are some of the secrets of
success in life?
I found the answers right there, in my very room
The fan said : be cool.
The roof said : aim high.
The window said : see the world.
The clock said : every minute is precious.
The mirror said : reflect before you act.
The calendar said : be up-to-date.
The door said : push hard for your goals.
The cupboard said: dont hide any skeletons.
The bed said : live the 'rest' of your life.
Have A Great Year Ahead ! :-)
Resolution for the year
Woke up on the 1st morning....... lying in bed, I was
asking myself....what are some of the secrets of
success in life?
I found the answers right there, in my very room
The fan said : be cool.
The roof said : aim high.
The window said : see the world.
The clock said : every minute is precious.
The mirror said : reflect before you act.
The calendar said : be up-to-date.
The door said : push hard for your goals.
The cupboard said: dont hide any skeletons.
The bed said : live the 'rest' of your life.
Have A Great Year Ahead ! :-)
asking myself....what are some of the secrets of
success in life?
I found the answers right there, in my very room
The fan said : be cool.
The roof said : aim high.
The window said : see the world.
The clock said : every minute is precious.
The mirror said : reflect before you act.
The calendar said : be up-to-date.
The door said : push hard for your goals.
The cupboard said: dont hide any skeletons.
The bed said : live the 'rest' of your life.
Have A Great Year Ahead ! :-)
Kamis, 04 Januari 2007
'Traditional' Media active online
According to U.S. audience data compiled by comScore Networks, four so-called "traditional" media companies - Fox Interactive Media, Time Warner Network, Viacom, and Comcast - ranked among the top 10 sites in terms of page views in November. For the same period, Fox, Time Warner and the New York Times found themselves in the top 10 for unique visitors.
The major media companies are making progress in getting an online audience that can be leveraged as users increasingly pull down content online. Though many of the top 10 players were on last year's list, Fox Interactive and Comcast made special progress. The 39.5 billion page views generated by Fox Interactive, which includes MySpace, marked the first time the company beat Yahoo! for the top property by that metric
The major media companies are making progress in getting an online audience that can be leveraged as users increasingly pull down content online. Though many of the top 10 players were on last year's list, Fox Interactive and Comcast made special progress. The 39.5 billion page views generated by Fox Interactive, which includes MySpace, marked the first time the company beat Yahoo! for the top property by that metric
'Traditional' Media active online
According to U.S. audience data compiled by comScore Networks, four so-called "traditional" media companies - Fox Interactive Media, Time Warner Network, Viacom, and Comcast - ranked among the top 10 sites in terms of page views in November. For the same period, Fox, Time Warner and the New York Times found themselves in the top 10 for unique visitors.
The major media companies are making progress in getting an online audience that can be leveraged as users increasingly pull down content online. Though many of the top 10 players were on last year's list, Fox Interactive and Comcast made special progress. The 39.5 billion page views generated by Fox Interactive, which includes MySpace, marked the first time the company beat Yahoo! for the top property by that metric
The major media companies are making progress in getting an online audience that can be leveraged as users increasingly pull down content online. Though many of the top 10 players were on last year's list, Fox Interactive and Comcast made special progress. The 39.5 billion page views generated by Fox Interactive, which includes MySpace, marked the first time the company beat Yahoo! for the top property by that metric
'Traditional' Media active online
According to U.S. audience data compiled by comScore Networks, four so-called "traditional" media companies - Fox Interactive Media, Time Warner Network, Viacom, and Comcast - ranked among the top 10 sites in terms of page views in November. For the same period, Fox, Time Warner and the New York Times found themselves in the top 10 for unique visitors.
The major media companies are making progress in getting an online audience that can be leveraged as users increasingly pull down content online. Though many of the top 10 players were on last year's list, Fox Interactive and Comcast made special progress. The 39.5 billion page views generated by Fox Interactive, which includes MySpace, marked the first time the company beat Yahoo! for the top property by that metric
The major media companies are making progress in getting an online audience that can be leveraged as users increasingly pull down content online. Though many of the top 10 players were on last year's list, Fox Interactive and Comcast made special progress. The 39.5 billion page views generated by Fox Interactive, which includes MySpace, marked the first time the company beat Yahoo! for the top property by that metric
Rabu, 03 Januari 2007
Best Practices in Mobile Marketing
There are a few critical points in implementing a successful mobile marketing campaign that generates real ROI. All support at least one aspect of the golden rule of direct marketing: The right offer, at the right time, to the right audience.
Ask for Permission
Far and away the most critical component of a successful mobile messaging campaign, asking your audience for permission to market to them will help distinguish your campaign from SPAM. An aggravating nuisance in the wired world, SPAM in wireless networks is a far more sinister threat to undermining the value of permission-based marketing.
We need only look to email marketing to learn the value of obtaining permission. People are accustomed to being asked whether they'd like to receive additional offers/news when downloading content from the Web. This opt-in process is even more critical in the wireless world. Each campaign you send should feature a quick and easy opt-out process.
Optimize Content for Multiple Devices
There are myriad mobile device choices for today's mobile consumer. Consumer tastes are varied and there is a device to suit virtually every lifestyle, from simple, small SMS phones to highly sophisticated color PDAs. While SMS is surging in popularity, more capable devices are picking up steam as well. Beware mobile technologies that strip content down to the lowest common denominator to fit all devices. Your messaging platform should be capable of optimizing content for a variety of platforms, including J2ME, BREW, WAP, and MMS devices.
Track Your Results
Your mobile messaging vendor should offer Web-based reporting tools for campaign tracking. Metrics should be viewable at both the aggregate and individual levels.
Subscriber Personalization
The right offer, to the right audience, at the right time. To ensure all three criteria are met with your mobile marketing campaigns, give users the ability to control all three. You may be sending an offer for ½ off Harry Potter movie tickets to someone who has read every book, but if your message arrives at 3:00 AM on a Sunday, you have risked annoying one of your converted opt-in subscribers.
Target Your Audience
The most compelling benefit of mobile marketing is the fact that it is highly personalized and direct. The opt-in process should strike a balance between obtaining relevant demographic information and maintaining a simple, painless end user experience. As you continue to grow your opt-in list, periodically querying your subscribers for additional information and tracking user patterns becomes an essential part of the nurturing process.
Make the Offer Compelling
Mobile marketing is invasive. You'll be delivering messages to devices people rely on for a variety of activities. Unless your offer is compelling and contains an incentive or reward, people will opt-out in droves. Take great pains to ensure your offer is something your subscribers want. Fun marketing messages also facilitate viral marketing, the next best practice we'll discuss. A study conducted by Nokia indicated that nearly 9 out of 10 respondents agreed there should be an incentive to opt-in to mobile marketing campaigns.
Make it Viral
Viral, or word-of-mouth marketing, refers to what happens to your marketing messages after they are delivered to your targeted list. Strong offers prompt recipients to forward them to friends and colleagues, which in turn spike messaging traffic for operators and build brand awareness/increase sales for content owners.
Piggyback on Traditional Advertising Channels
Including an SMS number on traditional advertisements adds another way for people to respond. Aside from increasing ROI on existing media buys, SMS enables rich tracking and reporting functionality. Possible executions include:
SMS short code on print advertisements
Opt-in SMS number during TV/Radio commercials
SMS polling feature on product packaging
When an SMS campaign is carried out in a highly targeted, permission-based manner, consumers are accepting of the medium, do not find it intrusive, and are more willing to receive further brand promotions providing they are relevant to their lifestyle. Compared to direct mail, mobile marketing's closest competitor, it generates far better responses at a fraction of the cost. Delivery is more immediate, making it more suitable on a broader scale of use (for perishable items, for instance). Messages are also much more likely to be opened and read. And last, but not least, mobile operators benefit from increased SMS traffic and higher ARPU.
Ask for Permission
Far and away the most critical component of a successful mobile messaging campaign, asking your audience for permission to market to them will help distinguish your campaign from SPAM. An aggravating nuisance in the wired world, SPAM in wireless networks is a far more sinister threat to undermining the value of permission-based marketing.
We need only look to email marketing to learn the value of obtaining permission. People are accustomed to being asked whether they'd like to receive additional offers/news when downloading content from the Web. This opt-in process is even more critical in the wireless world. Each campaign you send should feature a quick and easy opt-out process.
Optimize Content for Multiple Devices
There are myriad mobile device choices for today's mobile consumer. Consumer tastes are varied and there is a device to suit virtually every lifestyle, from simple, small SMS phones to highly sophisticated color PDAs. While SMS is surging in popularity, more capable devices are picking up steam as well. Beware mobile technologies that strip content down to the lowest common denominator to fit all devices. Your messaging platform should be capable of optimizing content for a variety of platforms, including J2ME, BREW, WAP, and MMS devices.
Track Your Results
Your mobile messaging vendor should offer Web-based reporting tools for campaign tracking. Metrics should be viewable at both the aggregate and individual levels.
Subscriber Personalization
The right offer, to the right audience, at the right time. To ensure all three criteria are met with your mobile marketing campaigns, give users the ability to control all three. You may be sending an offer for ½ off Harry Potter movie tickets to someone who has read every book, but if your message arrives at 3:00 AM on a Sunday, you have risked annoying one of your converted opt-in subscribers.
Target Your Audience
The most compelling benefit of mobile marketing is the fact that it is highly personalized and direct. The opt-in process should strike a balance between obtaining relevant demographic information and maintaining a simple, painless end user experience. As you continue to grow your opt-in list, periodically querying your subscribers for additional information and tracking user patterns becomes an essential part of the nurturing process.
Make the Offer Compelling
Mobile marketing is invasive. You'll be delivering messages to devices people rely on for a variety of activities. Unless your offer is compelling and contains an incentive or reward, people will opt-out in droves. Take great pains to ensure your offer is something your subscribers want. Fun marketing messages also facilitate viral marketing, the next best practice we'll discuss. A study conducted by Nokia indicated that nearly 9 out of 10 respondents agreed there should be an incentive to opt-in to mobile marketing campaigns.
Make it Viral
Viral, or word-of-mouth marketing, refers to what happens to your marketing messages after they are delivered to your targeted list. Strong offers prompt recipients to forward them to friends and colleagues, which in turn spike messaging traffic for operators and build brand awareness/increase sales for content owners.
Piggyback on Traditional Advertising Channels
Including an SMS number on traditional advertisements adds another way for people to respond. Aside from increasing ROI on existing media buys, SMS enables rich tracking and reporting functionality. Possible executions include:
SMS short code on print advertisements
Opt-in SMS number during TV/Radio commercials
SMS polling feature on product packaging
When an SMS campaign is carried out in a highly targeted, permission-based manner, consumers are accepting of the medium, do not find it intrusive, and are more willing to receive further brand promotions providing they are relevant to their lifestyle. Compared to direct mail, mobile marketing's closest competitor, it generates far better responses at a fraction of the cost. Delivery is more immediate, making it more suitable on a broader scale of use (for perishable items, for instance). Messages are also much more likely to be opened and read. And last, but not least, mobile operators benefit from increased SMS traffic and higher ARPU.
Best Practices in Mobile Marketing
There are a few critical points in implementing a successful mobile marketing campaign that generates real ROI. All support at least one aspect of the golden rule of direct marketing: The right offer, at the right time, to the right audience.
Ask for Permission
Far and away the most critical component of a successful mobile messaging campaign, asking your audience for permission to market to them will help distinguish your campaign from SPAM. An aggravating nuisance in the wired world, SPAM in wireless networks is a far more sinister threat to undermining the value of permission-based marketing.
We need only look to email marketing to learn the value of obtaining permission. People are accustomed to being asked whether they'd like to receive additional offers/news when downloading content from the Web. This opt-in process is even more critical in the wireless world. Each campaign you send should feature a quick and easy opt-out process.
Optimize Content for Multiple Devices
There are myriad mobile device choices for today's mobile consumer. Consumer tastes are varied and there is a device to suit virtually every lifestyle, from simple, small SMS phones to highly sophisticated color PDAs. While SMS is surging in popularity, more capable devices are picking up steam as well. Beware mobile technologies that strip content down to the lowest common denominator to fit all devices. Your messaging platform should be capable of optimizing content for a variety of platforms, including J2ME, BREW, WAP, and MMS devices.
Track Your Results
Your mobile messaging vendor should offer Web-based reporting tools for campaign tracking. Metrics should be viewable at both the aggregate and individual levels.
Subscriber Personalization
The right offer, to the right audience, at the right time. To ensure all three criteria are met with your mobile marketing campaigns, give users the ability to control all three. You may be sending an offer for ½ off Harry Potter movie tickets to someone who has read every book, but if your message arrives at 3:00 AM on a Sunday, you have risked annoying one of your converted opt-in subscribers.
Target Your Audience
The most compelling benefit of mobile marketing is the fact that it is highly personalized and direct. The opt-in process should strike a balance between obtaining relevant demographic information and maintaining a simple, painless end user experience. As you continue to grow your opt-in list, periodically querying your subscribers for additional information and tracking user patterns becomes an essential part of the nurturing process.
Make the Offer Compelling
Mobile marketing is invasive. You'll be delivering messages to devices people rely on for a variety of activities. Unless your offer is compelling and contains an incentive or reward, people will opt-out in droves. Take great pains to ensure your offer is something your subscribers want. Fun marketing messages also facilitate viral marketing, the next best practice we'll discuss. A study conducted by Nokia indicated that nearly 9 out of 10 respondents agreed there should be an incentive to opt-in to mobile marketing campaigns.
Make it Viral
Viral, or word-of-mouth marketing, refers to what happens to your marketing messages after they are delivered to your targeted list. Strong offers prompt recipients to forward them to friends and colleagues, which in turn spike messaging traffic for operators and build brand awareness/increase sales for content owners.
Piggyback on Traditional Advertising Channels
Including an SMS number on traditional advertisements adds another way for people to respond. Aside from increasing ROI on existing media buys, SMS enables rich tracking and reporting functionality. Possible executions include:
SMS short code on print advertisements
Opt-in SMS number during TV/Radio commercials
SMS polling feature on product packaging
When an SMS campaign is carried out in a highly targeted, permission-based manner, consumers are accepting of the medium, do not find it intrusive, and are more willing to receive further brand promotions providing they are relevant to their lifestyle. Compared to direct mail, mobile marketing's closest competitor, it generates far better responses at a fraction of the cost. Delivery is more immediate, making it more suitable on a broader scale of use (for perishable items, for instance). Messages are also much more likely to be opened and read. And last, but not least, mobile operators benefit from increased SMS traffic and higher ARPU.
Ask for Permission
Far and away the most critical component of a successful mobile messaging campaign, asking your audience for permission to market to them will help distinguish your campaign from SPAM. An aggravating nuisance in the wired world, SPAM in wireless networks is a far more sinister threat to undermining the value of permission-based marketing.
We need only look to email marketing to learn the value of obtaining permission. People are accustomed to being asked whether they'd like to receive additional offers/news when downloading content from the Web. This opt-in process is even more critical in the wireless world. Each campaign you send should feature a quick and easy opt-out process.
Optimize Content for Multiple Devices
There are myriad mobile device choices for today's mobile consumer. Consumer tastes are varied and there is a device to suit virtually every lifestyle, from simple, small SMS phones to highly sophisticated color PDAs. While SMS is surging in popularity, more capable devices are picking up steam as well. Beware mobile technologies that strip content down to the lowest common denominator to fit all devices. Your messaging platform should be capable of optimizing content for a variety of platforms, including J2ME, BREW, WAP, and MMS devices.
Track Your Results
Your mobile messaging vendor should offer Web-based reporting tools for campaign tracking. Metrics should be viewable at both the aggregate and individual levels.
Subscriber Personalization
The right offer, to the right audience, at the right time. To ensure all three criteria are met with your mobile marketing campaigns, give users the ability to control all three. You may be sending an offer for ½ off Harry Potter movie tickets to someone who has read every book, but if your message arrives at 3:00 AM on a Sunday, you have risked annoying one of your converted opt-in subscribers.
Target Your Audience
The most compelling benefit of mobile marketing is the fact that it is highly personalized and direct. The opt-in process should strike a balance between obtaining relevant demographic information and maintaining a simple, painless end user experience. As you continue to grow your opt-in list, periodically querying your subscribers for additional information and tracking user patterns becomes an essential part of the nurturing process.
Make the Offer Compelling
Mobile marketing is invasive. You'll be delivering messages to devices people rely on for a variety of activities. Unless your offer is compelling and contains an incentive or reward, people will opt-out in droves. Take great pains to ensure your offer is something your subscribers want. Fun marketing messages also facilitate viral marketing, the next best practice we'll discuss. A study conducted by Nokia indicated that nearly 9 out of 10 respondents agreed there should be an incentive to opt-in to mobile marketing campaigns.
Make it Viral
Viral, or word-of-mouth marketing, refers to what happens to your marketing messages after they are delivered to your targeted list. Strong offers prompt recipients to forward them to friends and colleagues, which in turn spike messaging traffic for operators and build brand awareness/increase sales for content owners.
Piggyback on Traditional Advertising Channels
Including an SMS number on traditional advertisements adds another way for people to respond. Aside from increasing ROI on existing media buys, SMS enables rich tracking and reporting functionality. Possible executions include:
SMS short code on print advertisements
Opt-in SMS number during TV/Radio commercials
SMS polling feature on product packaging
When an SMS campaign is carried out in a highly targeted, permission-based manner, consumers are accepting of the medium, do not find it intrusive, and are more willing to receive further brand promotions providing they are relevant to their lifestyle. Compared to direct mail, mobile marketing's closest competitor, it generates far better responses at a fraction of the cost. Delivery is more immediate, making it more suitable on a broader scale of use (for perishable items, for instance). Messages are also much more likely to be opened and read. And last, but not least, mobile operators benefit from increased SMS traffic and higher ARPU.
Best Practices in Mobile Marketing
There are a few critical points in implementing a successful mobile marketing campaign that generates real ROI. All support at least one aspect of the golden rule of direct marketing: The right offer, at the right time, to the right audience.
Ask for Permission
Far and away the most critical component of a successful mobile messaging campaign, asking your audience for permission to market to them will help distinguish your campaign from SPAM. An aggravating nuisance in the wired world, SPAM in wireless networks is a far more sinister threat to undermining the value of permission-based marketing.
We need only look to email marketing to learn the value of obtaining permission. People are accustomed to being asked whether they'd like to receive additional offers/news when downloading content from the Web. This opt-in process is even more critical in the wireless world. Each campaign you send should feature a quick and easy opt-out process.
Optimize Content for Multiple Devices
There are myriad mobile device choices for today's mobile consumer. Consumer tastes are varied and there is a device to suit virtually every lifestyle, from simple, small SMS phones to highly sophisticated color PDAs. While SMS is surging in popularity, more capable devices are picking up steam as well. Beware mobile technologies that strip content down to the lowest common denominator to fit all devices. Your messaging platform should be capable of optimizing content for a variety of platforms, including J2ME, BREW, WAP, and MMS devices.
Track Your Results
Your mobile messaging vendor should offer Web-based reporting tools for campaign tracking. Metrics should be viewable at both the aggregate and individual levels.
Subscriber Personalization
The right offer, to the right audience, at the right time. To ensure all three criteria are met with your mobile marketing campaigns, give users the ability to control all three. You may be sending an offer for ½ off Harry Potter movie tickets to someone who has read every book, but if your message arrives at 3:00 AM on a Sunday, you have risked annoying one of your converted opt-in subscribers.
Target Your Audience
The most compelling benefit of mobile marketing is the fact that it is highly personalized and direct. The opt-in process should strike a balance between obtaining relevant demographic information and maintaining a simple, painless end user experience. As you continue to grow your opt-in list, periodically querying your subscribers for additional information and tracking user patterns becomes an essential part of the nurturing process.
Make the Offer Compelling
Mobile marketing is invasive. You'll be delivering messages to devices people rely on for a variety of activities. Unless your offer is compelling and contains an incentive or reward, people will opt-out in droves. Take great pains to ensure your offer is something your subscribers want. Fun marketing messages also facilitate viral marketing, the next best practice we'll discuss. A study conducted by Nokia indicated that nearly 9 out of 10 respondents agreed there should be an incentive to opt-in to mobile marketing campaigns.
Make it Viral
Viral, or word-of-mouth marketing, refers to what happens to your marketing messages after they are delivered to your targeted list. Strong offers prompt recipients to forward them to friends and colleagues, which in turn spike messaging traffic for operators and build brand awareness/increase sales for content owners.
Piggyback on Traditional Advertising Channels
Including an SMS number on traditional advertisements adds another way for people to respond. Aside from increasing ROI on existing media buys, SMS enables rich tracking and reporting functionality. Possible executions include:
SMS short code on print advertisements
Opt-in SMS number during TV/Radio commercials
SMS polling feature on product packaging
When an SMS campaign is carried out in a highly targeted, permission-based manner, consumers are accepting of the medium, do not find it intrusive, and are more willing to receive further brand promotions providing they are relevant to their lifestyle. Compared to direct mail, mobile marketing's closest competitor, it generates far better responses at a fraction of the cost. Delivery is more immediate, making it more suitable on a broader scale of use (for perishable items, for instance). Messages are also much more likely to be opened and read. And last, but not least, mobile operators benefit from increased SMS traffic and higher ARPU.
Ask for Permission
Far and away the most critical component of a successful mobile messaging campaign, asking your audience for permission to market to them will help distinguish your campaign from SPAM. An aggravating nuisance in the wired world, SPAM in wireless networks is a far more sinister threat to undermining the value of permission-based marketing.
We need only look to email marketing to learn the value of obtaining permission. People are accustomed to being asked whether they'd like to receive additional offers/news when downloading content from the Web. This opt-in process is even more critical in the wireless world. Each campaign you send should feature a quick and easy opt-out process.
Optimize Content for Multiple Devices
There are myriad mobile device choices for today's mobile consumer. Consumer tastes are varied and there is a device to suit virtually every lifestyle, from simple, small SMS phones to highly sophisticated color PDAs. While SMS is surging in popularity, more capable devices are picking up steam as well. Beware mobile technologies that strip content down to the lowest common denominator to fit all devices. Your messaging platform should be capable of optimizing content for a variety of platforms, including J2ME, BREW, WAP, and MMS devices.
Track Your Results
Your mobile messaging vendor should offer Web-based reporting tools for campaign tracking. Metrics should be viewable at both the aggregate and individual levels.
Subscriber Personalization
The right offer, to the right audience, at the right time. To ensure all three criteria are met with your mobile marketing campaigns, give users the ability to control all three. You may be sending an offer for ½ off Harry Potter movie tickets to someone who has read every book, but if your message arrives at 3:00 AM on a Sunday, you have risked annoying one of your converted opt-in subscribers.
Target Your Audience
The most compelling benefit of mobile marketing is the fact that it is highly personalized and direct. The opt-in process should strike a balance between obtaining relevant demographic information and maintaining a simple, painless end user experience. As you continue to grow your opt-in list, periodically querying your subscribers for additional information and tracking user patterns becomes an essential part of the nurturing process.
Make the Offer Compelling
Mobile marketing is invasive. You'll be delivering messages to devices people rely on for a variety of activities. Unless your offer is compelling and contains an incentive or reward, people will opt-out in droves. Take great pains to ensure your offer is something your subscribers want. Fun marketing messages also facilitate viral marketing, the next best practice we'll discuss. A study conducted by Nokia indicated that nearly 9 out of 10 respondents agreed there should be an incentive to opt-in to mobile marketing campaigns.
Make it Viral
Viral, or word-of-mouth marketing, refers to what happens to your marketing messages after they are delivered to your targeted list. Strong offers prompt recipients to forward them to friends and colleagues, which in turn spike messaging traffic for operators and build brand awareness/increase sales for content owners.
Piggyback on Traditional Advertising Channels
Including an SMS number on traditional advertisements adds another way for people to respond. Aside from increasing ROI on existing media buys, SMS enables rich tracking and reporting functionality. Possible executions include:
SMS short code on print advertisements
Opt-in SMS number during TV/Radio commercials
SMS polling feature on product packaging
When an SMS campaign is carried out in a highly targeted, permission-based manner, consumers are accepting of the medium, do not find it intrusive, and are more willing to receive further brand promotions providing they are relevant to their lifestyle. Compared to direct mail, mobile marketing's closest competitor, it generates far better responses at a fraction of the cost. Delivery is more immediate, making it more suitable on a broader scale of use (for perishable items, for instance). Messages are also much more likely to be opened and read. And last, but not least, mobile operators benefit from increased SMS traffic and higher ARPU.
Some thoughts on an Ideal website
Microsite/Website:-
It should be unique and memorable
Pleasing to customer
To build better customer relationship & create new value propositions
To deliver end-to-end services
To meet customers’ priorities, not only today, but tomorrow as well future demands
To match customer most important priorities
To make purchase process convenient & at low cost
To use built-to-order business model
It should be vigilant and learn to priorities constantly changing environment
Site should not only just add value, but also invent new traditional value-chain thinking
Site should have service excellence, operational excellence & continues innovation excellence
The objective is of the agency/ design house will be -
To succeed, focus on our design
Then put a lot resource behind it
Basic functionality should be in process at the 10% growth / day
Minimum quality threshold
In-house research
Reliability, low cost, steady improvement risk averse
Support to each other
Convenient interaction
Acquisition of new ideas
High quality, embracing risk
To outsource as little as possible
Changing the rules of the game
Relationship making, end-to-end process effectiveness
Customized solution
Market education
Our values
Constantly delight customer
It should be unique and memorable
Pleasing to customer
To build better customer relationship & create new value propositions
To deliver end-to-end services
To meet customers’ priorities, not only today, but tomorrow as well future demands
To match customer most important priorities
To make purchase process convenient & at low cost
To use built-to-order business model
It should be vigilant and learn to priorities constantly changing environment
Site should not only just add value, but also invent new traditional value-chain thinking
Site should have service excellence, operational excellence & continues innovation excellence
The objective is of the agency/ design house will be -
To succeed, focus on our design
Then put a lot resource behind it
Basic functionality should be in process at the 10% growth / day
Minimum quality threshold
In-house research
Reliability, low cost, steady improvement risk averse
Support to each other
Convenient interaction
Acquisition of new ideas
High quality, embracing risk
To outsource as little as possible
Changing the rules of the game
Relationship making, end-to-end process effectiveness
Customized solution
Market education
Our values
Constantly delight customer
Some thoughts on an Ideal website
Microsite/Website:-
It should be unique and memorable
Pleasing to customer
To build better customer relationship & create new value propositions
To deliver end-to-end services
To meet customers’ priorities, not only today, but tomorrow as well future demands
To match customer most important priorities
To make purchase process convenient & at low cost
To use built-to-order business model
It should be vigilant and learn to priorities constantly changing environment
Site should not only just add value, but also invent new traditional value-chain thinking
Site should have service excellence, operational excellence & continues innovation excellence
The objective is of the agency/ design house will be -
To succeed, focus on our design
Then put a lot resource behind it
Basic functionality should be in process at the 10% growth / day
Minimum quality threshold
In-house research
Reliability, low cost, steady improvement risk averse
Support to each other
Convenient interaction
Acquisition of new ideas
High quality, embracing risk
To outsource as little as possible
Changing the rules of the game
Relationship making, end-to-end process effectiveness
Customized solution
Market education
Our values
Constantly delight customer
It should be unique and memorable
Pleasing to customer
To build better customer relationship & create new value propositions
To deliver end-to-end services
To meet customers’ priorities, not only today, but tomorrow as well future demands
To match customer most important priorities
To make purchase process convenient & at low cost
To use built-to-order business model
It should be vigilant and learn to priorities constantly changing environment
Site should not only just add value, but also invent new traditional value-chain thinking
Site should have service excellence, operational excellence & continues innovation excellence
The objective is of the agency/ design house will be -
To succeed, focus on our design
Then put a lot resource behind it
Basic functionality should be in process at the 10% growth / day
Minimum quality threshold
In-house research
Reliability, low cost, steady improvement risk averse
Support to each other
Convenient interaction
Acquisition of new ideas
High quality, embracing risk
To outsource as little as possible
Changing the rules of the game
Relationship making, end-to-end process effectiveness
Customized solution
Market education
Our values
Constantly delight customer
Some thoughts on an Ideal website
Microsite/Website:-
It should be unique and memorable
Pleasing to customer
To build better customer relationship & create new value propositions
To deliver end-to-end services
To meet customers’ priorities, not only today, but tomorrow as well future demands
To match customer most important priorities
To make purchase process convenient & at low cost
To use built-to-order business model
It should be vigilant and learn to priorities constantly changing environment
Site should not only just add value, but also invent new traditional value-chain thinking
Site should have service excellence, operational excellence & continues innovation excellence
The objective is of the agency/ design house will be -
To succeed, focus on our design
Then put a lot resource behind it
Basic functionality should be in process at the 10% growth / day
Minimum quality threshold
In-house research
Reliability, low cost, steady improvement risk averse
Support to each other
Convenient interaction
Acquisition of new ideas
High quality, embracing risk
To outsource as little as possible
Changing the rules of the game
Relationship making, end-to-end process effectiveness
Customized solution
Market education
Our values
Constantly delight customer
It should be unique and memorable
Pleasing to customer
To build better customer relationship & create new value propositions
To deliver end-to-end services
To meet customers’ priorities, not only today, but tomorrow as well future demands
To match customer most important priorities
To make purchase process convenient & at low cost
To use built-to-order business model
It should be vigilant and learn to priorities constantly changing environment
Site should not only just add value, but also invent new traditional value-chain thinking
Site should have service excellence, operational excellence & continues innovation excellence
The objective is of the agency/ design house will be -
To succeed, focus on our design
Then put a lot resource behind it
Basic functionality should be in process at the 10% growth / day
Minimum quality threshold
In-house research
Reliability, low cost, steady improvement risk averse
Support to each other
Convenient interaction
Acquisition of new ideas
High quality, embracing risk
To outsource as little as possible
Changing the rules of the game
Relationship making, end-to-end process effectiveness
Customized solution
Market education
Our values
Constantly delight customer
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