The 'tragedy of the commons' describes a situation in which individuals, acting independently and rationally in accordance with their own interests, ultimately end up destroying the resource that sustains them all. Think of many farmers all letting their sheep graze on a piece of common land. As long as everyone controls their flocks, the grass doesn't get totally destroyed and so it grows back and keeps feeding them all. But if one farmer realises he can get fatter sheep by eating just a bit more, and so does another, and then they all do, the grass all dies, and all the sheep go hungry.
In my book, Paid Attention, I suggest that we should consider human attention a finite and valuable resource, one that powers the media-industrial complex, the world wide web, and the technology giants of our time. As a resource, it is approaching a Malthusian moment, and it's all our own fault.
The Jay Chiat Awards went live on warc.com today. The global 4A's Jay Chiat Awards recognise the best strategic thinking in the industry. Great strategies lead to ideas that engage us, move us to action, and even change the way we see the world.
Here's a selection of my top picks.
Mountain Dew: Dew bottle tool
Mountain Dew, a soft drink brand, wanted to regain relevance among its niche skater community target audience in Colombia. On-ground research revealed that skaters in Colombia do not leave home without a 10'' ring spanner in their pocket which they use to tighten or loosen their board screws. This presented Mountain Dew with the opportunity to put utility, via its packaging, at the heart of its campaign. T
I recently read The Evolution of Everything: How Ideas Emerge, by Matt Ridley, and was struck by the following passage:
"Evolution is far more common and far more influential than most people recognise. It is not confined to genetic systems, but explains the way that virtually all of human culture changes…The ways in which these streams of human culture flow is … undirected, emergent and driven by natural selection among competing ideas" (my italics)
Over the past few years, my company has been trying to identify factors which fuel the spread of ideas, and why some succeed, while others fail. Here are some of the insights and hypotheses we want to share:
The MMA Smarties went live on warc.com this week. The Mobile Marketing Association Smarties Global Awards are presented to campaigns that use innovation and creativity to successfully push the boundaries of mobile marketing.
Mobile marketing is still relatively new, and so effectiveness is hard to achieve. But the following case studies showcase some interesting techniques and emerging innovations. Here's a very brief run down of the campaigns that I thought were noteworthy, and why.
This post is by Reynold D'Silva, group head, FMCG / CPG, Tech, Telco, Auto, Media / Entertainment at Facebook Singapore.
When cities in Asia start creating separate pedestrian lanes for people who walk looking down at their mobile screens, we know we are truly in the age of the mobile-first generation.
By 2020, 80% of consumers in Asia will own mobile phones, the majority of which will be smartphones. All these devices can and will be connected to the internet and for the majority of people they will be the main channel of internet access and digital media consumption.
Mobile-first consumers already spend from 37% to 90% more time on their mobile screens than they do watching TV screens. But with this increase in time spent comes a reduction in attention spans and a desire for instant gratification.
This post is by Sam Smith, Head of UX at Potato .
If campaign planning were a party (and when is it not?), you could say that User Experience (UX) specialists are the Cinderellas at the ball. Their expertise may not always be at the top of marketers' campaign checklists, but considered UX and well-crafted design input can nevertheless prove transformative to the success of a digital marketing project. At Potato we design and build complex webapps for a range of clients, including Google, with diverse user-bases to consider for each one. UX has frequently been at the heart of those builds' successes.
UX designers come from a variety of backgrounds and areas of expertise, including such diverse specialisms as interface and interaction design, data visualisation, information design or writing micro-copy. This depth of knowledge is essential when you consider the many components that comprise a good user experience. For instance, if an app offers the user many services, good UX will ensure that those options are obvious, simple to understand, and that they will do what the user expects. These types of relatively subtle executional points are crucial to creating user engagement with your brand that can spell the difference between retaining users and creating advocates, or turning your audience off the brand altogether.
I once met someone from an IT company who had been present at several advertising pitches. By and large he was impressed. In countless ways - the pitch theatre, the audio-visual displays, the presentation skills - he had found what the agencies did extraordinarily impressive; much more exotic and polished than anything he had seen before.
"But," he went on, "every agency made the same terrible mistake."
"Go on then..."
"You all sold what you had to offer as an improvement - a bonus; a nice thing to do which would be good for business."
"What's wrong with that?"
"Well, in the IT business, only in the direst cases would we ever attempt to sell positives. It's a really difficult sell. Every business has plenty of ideas for 'nice things to do' already, and you're just competing with them in offering what they see as a cute optional extra; a 'nice to have' - a flagpole, a fountain in reception. In IT we don't sell positives - we sell the absence of negatives. We don't say 'if you do this it will be nice'. We simply say 'if you don't do this it will be bad - or even catastrophic'. Once you can see the horror in their eyes, the sale is already made."
Craig Mod is a product designer (best known for his work on Flipboard) and one of my heroes. Recently, I rediscovered a brilliant article he wrote a few years ago called 'Subcompact Publishing'. It's a rather wonderful rant about the stupidity of digital magazines.
He poses a simple question: physical magazines and books are simple to use. So why are most digital magazines and books so complicated that you need a set of instructions? Why do they take forever to download? Why are they full of motion graphics and video that get in the way of the experience rather than enhancing it?
Craig thinks the answer is down to a tendency that can be seen in Homer Simpson's car, The Homer. Given the chance to design his dream car, Homer just adds more and more layers of stuff on top of everything cars have ever offered. More horns, more cup holders, more soundproof bubbles for children and sisters-in-law.
This post is by Jon Buss, Managing Director EMEA at Criteo.
Anyone working in the marketing industry knows all too well the necessity of proving the worth of corporate communications to those at the top. With competition increasing in all market sectors, businesses are starting to bring all activities down to the bottom line and qualitative measures of impact are no longer enough for the c-suite.
Attribution modelling appears at first to be a simple solution to the problem; introducing a method of measuring the financial impact of communications in terms of business objectives, such as revenue, profits, customer retention and new business. However, the process of measuring the effects of advertising, marketing and corporate messaging on the bottom line is not a simple task, and requires multiple tools and techniques in order to establish a quantitative representation.
Communications have traditionally been measured by qualitative means; including variables like the business' share of voice within the industry, the number of visits to the corporate website, click through rates and impressions. Whilst these are legitimate aspects of the marketer's toolbox, their importance rarely translates to the c-suite where executives speak in terms of financial return on investment (ROI). Therefore, attribution models provide marketers with a tool to assist in justifying their activities and budget in terms that can be clearly understood and appreciated by the decision makers of the organisation.