via mashable.com
it cost $300 to make, a few days after beeing put on youtube, generating over 4,5 million views, Hollywood wants it. For $30million this time.
lundi 28 décembre 2009
mercredi 23 décembre 2009
mardi 15 décembre 2009
have you got lookalikes? Find them now with facial profiler
via youtube.com
one more app, but this time worth spreading, find your lookalikes. Coke zero is like coke without sugar, who is like you but without sugar?
lundi 7 décembre 2009
New media, old habits? Or how new media is screwing up its own game. #think
Why is it that the new media owners seem to be replicating the same rules that has turned people away from old media, and made consumers want to do away with advertising.
If we have learned something, I thought it was that interuption was not a model for the future. That the advantage of advertising in digital media was that it wasn't barging in on our lives, like tv ads do.If that's'the case, what on earth are these pop up banners doing polluting my web space, what are these unwanted sms's'doing on my phone? And what is happening? Banner efficiency is dropping fast. Why would that be surprising. Seems to me that everyone is working so hard to put their hands on advertisers' dollars (or euros) that they are putting their own business model at risk. Everyone from production companies, to web sites, mobile operators should think a little harder before it's'too late. Before they turn people and advertisers away. Last week we had a presentation in the agency from an extraordinary new web site. One of the largest in France, with great success in the music business. What did they want? Money from our clients to pay for their development. What did they offer: any type of banners. They proudly presented how we could pollute their home page making it close to unbareable to viewers. And then the big surprise. They could also offer to add sound commercials before every song that was played. How terrible. Seriously who would want to have that inflicted upon them. Better still we could mix pop ups and sound.
Why not kick the site user as well.
When we tried to dig a little more they offered us promotional games.
Waouh.
A great innovative media, with such old fashionned behaviour. How could they so openly offer for us to put their relationships at risk? How does advertising help them better that relationship? I can understand that anyone would want fast growth. I can understand that old habits are easy to put in place. But doesn't anyone see this cannot work long term? I look forward to the day that someone will want to work with us to see how a brand can contribute positivelly to a digital media's'experience. How this can help our clients grow relationships and their business. The success of the best clubs in the world is to know how to refuse people that do not fit. To know how to make the best experience for its members. Successfull businesses know how to refuse bad distribution, and bad expansion. That should be how a good media offer is build. Because caring too much for today's'revenue will inevitably damage tomorrow's.
I know the crisis is there. Especially in the media world. But that should be the occasion to do things right for a change. Because stronger relationships will drive stronger businesses. Isn't it time to make advertising something people can welcome, something that respects them and actually can be enjoyed, or useful?
Frédéric Winckler
CEO JWT Paris
Twitter: @lefreddie
Blog: lefreddie.posterous.com
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jeudi 3 décembre 2009
recovery? take the test: the recovery survey. please RT
how are we doing, what are you seeing, take the recoverysurvey test here: http://v2.decipherinc.com/survey/selfserve/b32/091111 thanks!
vendredi 20 novembre 2009
Agencies: 15 Risks You Can't Afford Not to Take - Agency News - Advertising Age
Agencies: 15 Risks You Can't Afford Not to Take
Viewpoint: Forget the Recession, This Is No Time to Ignore Changes to the Agency Business Model
Risk-aversion is a natural human trait, and it's one that gets amplified in times of trouble. Given we're all suffering through an exceptionally difficult economy, this is one of those times many of us feel like pulling in our horns and toughing the tough patch out.
Tim Williams That's the worst possible course of action we could take.
As every informed agency executive knows, we're at the nexus of the Great Recession and the Great Transformation of Marketing. In circumstances like these, a strategy of "just try harder" won't take you very far.
Economists are always talking about types of risks you can afford and the kinds you can't afford to take. For those of us in the agency business, the latter bucket of risks is mostly about failing to adapt to the dramatic changes affecting the agency business model.
Here are 15 things agencies can't afford to risk.
1. A skill set built mostly around interruption instead of engagement. Agencies are used to delivering exposure for their client's brand messages, measured by things such as reach, frequency and cost per impression. With the consumer firmly in control of his or her media-viewing choices and habits, no amount of exposure matters if nobody's paying attention. What agencies sell -- or should sell, anyway -- is engagement. The metrics of engagement are completely different from the traditional media measurements of the past, including attentiveness, receptivity and buzz potential. Exposure is about efficiency. Engagement is about effectiveness.
2. A digital department in place of a digital competency. The digital department of the 2000s is like the TV department of the 1950s. The digital revolution has been around long enough that it's time for specialized departments to go away. Virtually every position that exists in digital departments has a natural home in the already existing functions of the agency. All it takes is a mandate from management that digital will be a competency of the agency, not a department.
3. Core competencies focused on "one to many" instead of "one to one." Lots of agency professionals have an irrational fear of data and databases, even though the future of marketing clearly revolves around understanding how to leverage that information. Thanks mostly to the internet, mass audiences can now be identified and targeted in ways that make much better use of marketers' money. Agencies need to move from mass messaging to mass customization. Agencies know broadcasting, but must now learn narrowcasting.
4. Creating brand-to-consumer communications at the expense of consumer-to-consumer communications. The agencies that grew up in an era of controlled communications now have to learn how to serve their clients in a world of open conversations. This requires a very different skill-set and service offering. It also means moving beyond consumers as audience to consumers as media.
5. Lack of analytics and tools to measure effectiveness. Agencies -- and many advertisers -- still have the wrong-headed view that effectiveness is too difficult to measure. Too many red-herring arguments get in the way of agencies getting more serious about analytics: Of course there is no silver bullet for perfectly calculating ROI. Of course agencies can't be held fully responsible for sales. But this shouldn't stop agencies from helping clients identify and test the key drivers of bra
via adage.com
great insights into the rules of our business...now!
jeudi 19 novembre 2009
the three wildest interpretations of Thriller might not be by MJ. See inpiration here.
one song, but not an ordinary one obviously.
Amazing what it inspired.
From wedding grooms to a full jail in Asia to my now "favorite" a'capella. Not sure which I prefer but make sure you check the three. Makes you think about the power of inspiration...
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