November 24,2009
Twitter 八月時的方向改變
souece: http://mashable.com/2009/07/28/twitter-version-2/
Twitter 首頁的"What are you doing" 在今年七月底改成"What's happening?"
長一點的解釋版本：
過去定位：“Twitter is a service for friends, family, and co-workers to communicate and stay connected through the exchange of quick, frequent answers to one simple question: What are you doing?
現在定位：
“Share and discover what’s happening right now, anywhere in the world”
也就是說不著重在個人的社交世界(personal network)，想要跟Facebook作區隔開，twitter更進一步想要讓大家談論世界上發生的事情，排行出What the trend?以及解釋原因，請見http://www.whatthetrend.com/
為什麼在新的定位中，twitter要拿掉you?而改成"entire world"? 因為non users不使用的原因是：
Twitter 首頁的"What are you doing" 在今年七月底改成"What's happening?"
長一點的解釋版本：
過去定位：“Twitter is a service for friends, family, and co-workers to communicate and stay connected through the exchange of quick, frequent answers to one simple question: What are you doing?
現在定位：
“Share and discover what’s happening right now, anywhere in the world”
也就是說不著重在個人的社交世界(personal network)，想要跟Facebook作區隔開，twitter更進一步想要讓大家談論世界上發生的事情，排行出What the trend?以及解釋原因，請見http://www.whatthetrend.com/
為什麼在新的定位中，twitter要拿掉you?而改成"entire world"? 因為non users不使用的原因是：
“I just don’t have anything to say.”感想：這種微blog有2種形式：
“I don’t need to update people on my life.”
“It’s for people with followings and something to promote, not for me.”
- 「一個問句」：facebook也有用問句"What's on your mind?"
- 「一堆動詞」：plurk則是一堆動詞。
November 20,2009
A cost-per-engagement model
source: http://www.marketingweek.co.uk/pg-gets-the-measure-of-online-advertising/3006895.article
網路廣告通常被視為沒價值除非有click，網路IAB指出網路品牌廣告(brand advertising)只佔全部廣告的5%。
In the current way of thinking, internet advertising is worth nothing unless there’s a click. At last week’s Engage conference, Internet Advertising Bureau (IAB) chairman Richard Eyre pointed out that brand advertising online only accounts for about 5% of the total. The rest is various forms of direct response.
通常網路會跟直效行銷(direct response advertising)歸在一起。但是品牌跟直銷行銷是不可分開，所有的品牌經營最終目的都是要幫助銷售。The point of all brand advertising is ultimately to drive a response in the form of greater sales.
如果將產品區分為兩類，有一種產品是需要多一點的解釋，很適合用網路，但是另一種產品類別沒有太多資訊可以講，所以只能講跟產品相關的東西。
The problem is that online as a medium is brilliant at handling information. This is why financial services companies, for example, have embraced interactive media so enthusiastically. Propositions that are complex and hard to explain in print or in broadcast media can be simplified online with charts, calculators and examples. But if your product isn’t heavy with information, you can run out of things to say pretty quickly. Hence the rash of online campaigns for FMCG brands that don’t talk about the product, but about something associated with the product. This can work brilliantly, as Johnson & Johnson’s BabyCentre or Persil’s school holiday information service for mums did. But when it doesn’t, not only is it cringingly embarrassing, its failure is obvious.
因此，有些品牌開始重視engagement。以前是以消費者在某網站的停留時間長短作為指標，停留久有可能表示消費者很吸引人，或是動線複雜需要花很多時間找到想要的資訊。
As a result, we’ve seen more brands starting to emphasise engagement as a key metric for their online advertising. The idea of monitoring how involved consumers are with a brand is not new, but what’s changed is the way it’s being done. In the past, one of the key measures of online engagement was dwell time on a brand’s site. But does a long dwell time indicate that potential customers find your site engrossing, or that the navigation is so bad that it takes them ages to find what they want?
所以現在衡量engagement有新的方式，廣告主不單純只思考CPM或是點閱率。在今年九月P&G用一種新的付費方式brief給媒體業者，不再依據單純看廣告、而是依據訂閱電子報、玩遊戲、看影片等等方式來付費。
So now new approaches to engagement are appearing. Brands are moving away from simple CPM deals and click-through rates. Indeed, back in September it emerged that Procter & Gamble was briefing media owners about a new payment model that would see publishers paid more for users that go beyond simply seeing the ads and sign up for newsletters, play games or watch videos, for example.
網路廣告通常被視為沒價值除非有click，網路IAB指出網路品牌廣告(brand advertising)只佔全部廣告的5%。
In the current way of thinking, internet advertising is worth nothing unless there’s a click. At last week’s Engage conference, Internet Advertising Bureau (IAB) chairman Richard Eyre pointed out that brand advertising online only accounts for about 5% of the total. The rest is various forms of direct response.
通常網路會跟直效行銷(direct response advertising)歸在一起。但是品牌跟直銷行銷是不可分開，所有的品牌經營最終目的都是要幫助銷售。The point of all brand advertising is ultimately to drive a response in the form of greater sales.
如果將產品區分為兩類，有一種產品是需要多一點的解釋，很適合用網路，但是另一種產品類別沒有太多資訊可以講，所以只能講跟產品相關的東西。
The problem is that online as a medium is brilliant at handling information. This is why financial services companies, for example, have embraced interactive media so enthusiastically. Propositions that are complex and hard to explain in print or in broadcast media can be simplified online with charts, calculators and examples. But if your product isn’t heavy with information, you can run out of things to say pretty quickly. Hence the rash of online campaigns for FMCG brands that don’t talk about the product, but about something associated with the product. This can work brilliantly, as Johnson & Johnson’s BabyCentre or Persil’s school holiday information service for mums did. But when it doesn’t, not only is it cringingly embarrassing, its failure is obvious.
因此，有些品牌開始重視engagement。以前是以消費者在某網站的停留時間長短作為指標，停留久有可能表示消費者很吸引人，或是動線複雜需要花很多時間找到想要的資訊。
As a result, we’ve seen more brands starting to emphasise engagement as a key metric for their online advertising. The idea of monitoring how involved consumers are with a brand is not new, but what’s changed is the way it’s being done. In the past, one of the key measures of online engagement was dwell time on a brand’s site. But does a long dwell time indicate that potential customers find your site engrossing, or that the navigation is so bad that it takes them ages to find what they want?
所以現在衡量engagement有新的方式，廣告主不單純只思考CPM或是點閱率。在今年九月P&G用一種新的付費方式brief給媒體業者，不再依據單純看廣告、而是依據訂閱電子報、玩遊戲、看影片等等方式來付費。
So now new approaches to engagement are appearing. Brands are moving away from simple CPM deals and click-through rates. Indeed, back in September it emerged that Procter & Gamble was briefing media owners about a new payment model that would see publishers paid more for users that go beyond simply seeing the ads and sign up for newsletters, play games or watch videos, for example.
November 7,2009
對媽媽來說，offline的朋友仍具左右品牌選擇的影響力
對於廣告主來說，官網跟social media到底要怎樣區分經營呢？我覺得這一篇For Moms, Offline Friends Still Wield Heavy Brand Influence 很具有啟發性？怎樣說呢？因為對於行銷目的來說，消費者怎樣得知產品訊息是最重要的，那消費者會在社交網站上得知呢？還是產品官網呢？又或是跟自己offline的朋友詢問呢？或者是其他管道？在這麼多訊息來源中，哪一個又是最有力？
原文是研究媽媽這個族群，美國媽媽最常用facebook，高達81%，但是只有24%使用它來獲取產品訊息。
A whopping 81% of moms use Facebook, but again only 24% use it for product information.
雖然媽媽是很熱衷網路使用者，但是當他們要作購買決定時，仍喜歡先問家人或朋友，不管透過電話、email或是親自面對面詢問。也就是offline消息來源影響力大於online。
while moms are avid web and social-media users, they still turn to family and friends first, whether by phone, e-mail or in-person, when making decisions about product purchases.
如果要用網路找某品牌的訊息時，高達80%的媽媽會去官網查詢，以及65%的媽媽會訂閱電子報服務。也就是說social media的用途是for fun跟社交，不是用來找品牌資訊的。媽媽們會說："I'm not in the mood to have a conversation about a product. But when I am in the mood, I'll go directly to that marketer."
另外一個九月的調查發現只有1%的媽媽認為部落格是溝通品牌的有效工具，比較有效的作法是給予產品samples(47%)或是折價券(40%)。
A September online Prospectiv study found that only 1% of moms surveyed thought blogs were the most effective way to promote a brand, while almost half (47%) cited product samples offered online, and another 40% said coupons were better ways to plug a product.
或許媽媽們會先自己在網路上搜尋資訊，然後再去詢問自己信任的家人或朋友吧！文章末尾說：媽媽們可能在offline的對話中，是聊到online的消息呢！
原文是研究媽媽這個族群，美國媽媽最常用facebook，高達81%，但是只有24%使用它來獲取產品訊息。
A whopping 81% of moms use Facebook, but again only 24% use it for product information.
雖然媽媽是很熱衷網路使用者，但是當他們要作購買決定時，仍喜歡先問家人或朋友，不管透過電話、email或是親自面對面詢問。也就是offline消息來源影響力大於online。
while moms are avid web and social-media users, they still turn to family and friends first, whether by phone, e-mail or in-person, when making decisions about product purchases.
如果要用網路找某品牌的訊息時，高達80%的媽媽會去官網查詢，以及65%的媽媽會訂閱電子報服務。也就是說social media的用途是for fun跟社交，不是用來找品牌資訊的。媽媽們會說："I'm not in the mood to have a conversation about a product. But when I am in the mood, I'll go directly to that marketer."
另外一個九月的調查發現只有1%的媽媽認為部落格是溝通品牌的有效工具，比較有效的作法是給予產品samples(47%)或是折價券(40%)。
A September online Prospectiv study found that only 1% of moms surveyed thought blogs were the most effective way to promote a brand, while almost half (47%) cited product samples offered online, and another 40% said coupons were better ways to plug a product.
或許媽媽們會先自己在網路上搜尋資訊，然後再去詢問自己信任的家人或朋友吧！文章末尾說：媽媽們可能在offline的對話中，是聊到online的消息呢！
November 5,2009
數位跟傳統廣告公司之爭
source:
http://adage.com/digitalnext/post.php?article_id=140166
http://www.revolutionmagazine.com/news/964347/Agency-bosses-old-change-resistant-claims-Sorrell
這篇Why Digital Agencies Aren't Ready to Lead引起很大爭議性，簡單說傳統公司具有「老」「舊的但熟練的marketing知識」，而數位公司是「年輕的」「比較偏向執行面的思考」。而一個客戶需要具有對品牌的深度經營，但是也需要翻新溝通手法。所以，廣告公司需要在傳統知識跟新知識之間求得平衡。
文中也提到一件事情，傳統公司因為瞭解客戶比較久，IMC行銷整體操作面也比較熟練，意味業務就已經要花很多時間處理了，沒有多餘的時間來學習數位。另外，數位公司所執行跟規劃的也是很細的工，也要耗費很多的時間。兩種公司的型態都各自被手上的事務卡死。
<數位公司在美國的現況>
http://adage.com/digitalnext/post.php?article_id=140166
http://www.revolutionmagazine.com/news/964347/Agency-bosses-old-change-resistant-claims-Sorrell
這篇Why Digital Agencies Aren't Ready to Lead引起很大爭議性，簡單說傳統公司具有「老」「舊的但熟練的marketing知識」，而數位公司是「年輕的」「比較偏向執行面的思考」。而一個客戶需要具有對品牌的深度經營，但是也需要翻新溝通手法。所以，廣告公司需要在傳統知識跟新知識之間求得平衡。
文中也提到一件事情，傳統公司因為瞭解客戶比較久，IMC行銷整體操作面也比較熟練，意味業務就已經要花很多時間處理了，沒有多餘的時間來學習數位。另外，數位公司所執行跟規劃的也是很細的工，也要耗費很多的時間。兩種公司的型態都各自被手上的事務卡死。
<數位公司在美國的現況>
- 在美國，除了R/GA這家公司外，沒有其他數位公司可以坐在客戶的董事會會議室。
With the exception of R/GA, there is no other digital shop or agency that has or can consistently take a seat, and a leadership role, in the client's boardroom. - 因為網路變化太快，所以數位公司需要跟上，所以要建立一個固定的工作或思考模式比較難，大部分是鬆散的扁型蟲組織(所以每個人都可以跟CEO共事)。
Digital Media agencies are young (for the most part). Most importantly, I think, is that digital media agencies HAVE TO keep up with changes. There can be no complacency because the digital world is changing so quickly. Establishing practices and procedures is hard to do when there is a new social networking site every few months. It's a lot to stay on top of. - WPP集團總裁Sorrell批評儘管網路成長快速，但是品牌只有花約13%的行銷預算於網路上。他說：以後WPP不是廣告公司，而是將科technology技放在發展的中心。
Delivering the opening keynote session at ad:tech New York, Sorrell criticised brands for investing an average of just 13 per cent of their marketing budget online despite the rapid increase in digital media consumption.... Sorrell claimed that WPP is "certainly not an advertising agency any more" and insisted that "technology is at the centre" of its development. "The companies that win are those that innovate successfully," he said. <04 November 2009>
November 1,2009
什麼是雲端運算 Cloud computing?
(source: http://www.physorg.com/news159011833.html)
這一篇解釋雲端運算很清楚明白，雲端運算可以讓公司行號「在需要時」買「想要的服務」，譬如銷售有淡旺季，可以在旺季時買所需要的服務，如以下服務：
而現代科技的監控技術也可以讓企業放心，如果跟Amazon買服務，如果它的主機當了，技術會自動找另一台主機代替。
Cloud computing refers to a distribution-and-pricing model in which companies can purchase services such as software, bandwidth, server space and web applications over the Internet on an on-demand basis. For example, a retailer needing a little extra computing power during holiday shopping season can rent out additional server space from “clouds” like Amazon Web Services for that period.
One of the important benefits [of cloud computing] is that the resources scale up and down in a flexible manner. If a company has major peaks and valleys in their usage, they are able to accommodate the peaks without paying for full, peak capacity all the time. They only pay for what they use, and they get the benefit of never being out of capacity.
* capacity the maximum amount
這一篇解釋雲端運算很清楚明白，雲端運算可以讓公司行號「在需要時」買「想要的服務」，譬如銷售有淡旺季，可以在旺季時買所需要的服務，如以下服務：
- business processing (advertising, e-commerce and payments processing) software-as-a-service
- systems infrastructure (storage and backup services
而現代科技的監控技術也可以讓企業放心，如果跟Amazon買服務，如果它的主機當了，技術會自動找另一台主機代替。
Cloud computing refers to a distribution-and-pricing model in which companies can purchase services such as software, bandwidth, server space and web applications over the Internet on an on-demand basis. For example, a retailer needing a little extra computing power during holiday shopping season can rent out additional server space from “clouds” like Amazon Web Services for that period.
One of the important benefits [of cloud computing] is that the resources scale up and down in a flexible manner. If a company has major peaks and valleys in their usage, they are able to accommodate the peaks without paying for full, peak capacity all the time. They only pay for what they use, and they get the benefit of never being out of capacity.
* capacity the maximum amount
October 2,2009
網路廣告版面News
<9/30/2009>
The number of people online who click display ads has dropped 50% in less than two years, and only 8% of internet users account for 85% of all clicks, according to the most recent "Natural Born Clickers" study from ComScore and media agency Starcom.
source:http://adage.com/digital/article?article_id=139367
<8/22/2009>
Ad effectiveness depends less on size than it does on shape and placement, according to Dynamic Logic.
最近美國有幾家網路媒體嘗試大版面廣告，也就是一整頁web page都是廣告。但是根據Dynamic Logic的研究，廣告的形狀跟位置比尺寸重要。
The ad-effectiveness measurement firm crunched results from 4,800 campaigns and found the best-performing ad unit, in terms of metrics such as brand awareness, recall and purchase intent, was the humble 180-pixel-by-150-pixel rectangle ad.
這家作廣告效果評估的公司從四千八百個campaign中發現表現最佳的廣告單位，以品牌知名度、回憶度以及購買意圖而言，180-pixel-by-150-pixel 的長方形廣告勝出。
Ads that surround content -- well-worn skyscraper and leaderboard units -- are the least effective, as people have developed "banner blindness," he said.
而最差效果的廣告，是skyscraper 跟728x90 Leaderboard ad，也就是包圍在內容附近的廣告，人們已經自然而然會不看這種類型廣告。因為人們會專注在內容上，會自動過濾掉周圍的廣告。對於會阻礙內容的廣告，如果尺寸愈大，反而會讓人覺得干擾，不一定是好事。"get noticed"跟"being intrusive"的界線很微妙！
此文引起的迴響中，我覺得此君觀察很好？
(source: http://thedarkly.tumblr.com/post/168402496/the-real-reason-why-large-online-ads-dont-work)
The real reason why smaller ads beat out the gigantic ads at the top of the page? Because consumers, especially those from younger generations, don’t want to be blatantly marketed to. While the web’s demographic increasingly gets older, the facts say that the majority of users fall within Gen X and Gen Y. Two generations that generally love creative advertisements, but don’t like when products are pushed upon them. These generations love strategic, subtle marketing and prefer to feel like they discovered brands on their own. Now, huge, flashing online ads don’t really cater to their wants and needs, do they?
小一點廣告會打敗巨大廣告的真正理由是因為網友通常是年輕一點的族群，他們不喜歡明目張膽的廣告，他們喜歡富有創意的廣告l，喜歡低調一點、有策略想法的行銷方式，喜歡自己發現品牌，不喜歡太hard sell。 ...繼續閱讀
The number of people online who click display ads has dropped 50% in less than two years, and only 8% of internet users account for 85% of all clicks, according to the most recent "Natural Born Clickers" study from ComScore and media agency Starcom.
source:http://adage.com/digital/article?article_id=139367
<8/22/2009>
Ad effectiveness depends less on size than it does on shape and placement, according to Dynamic Logic.
最近美國有幾家網路媒體嘗試大版面廣告，也就是一整頁web page都是廣告。但是根據Dynamic Logic的研究，廣告的形狀跟位置比尺寸重要。
The ad-effectiveness measurement firm crunched results from 4,800 campaigns and found the best-performing ad unit, in terms of metrics such as brand awareness, recall and purchase intent, was the humble 180-pixel-by-150-pixel rectangle ad.
這家作廣告效果評估的公司從四千八百個campaign中發現表現最佳的廣告單位，以品牌知名度、回憶度以及購買意圖而言，180-pixel-by-150-pixel 的長方形廣告勝出。
Ads that surround content -- well-worn skyscraper and leaderboard units -- are the least effective, as people have developed "banner blindness," he said.
而最差效果的廣告，是skyscraper 跟728x90 Leaderboard ad，也就是包圍在內容附近的廣告，人們已經自然而然會不看這種類型廣告。因為人們會專注在內容上，會自動過濾掉周圍的廣告。對於會阻礙內容的廣告，如果尺寸愈大，反而會讓人覺得干擾，不一定是好事。"get noticed"跟"being intrusive"的界線很微妙！
此文引起的迴響中，我覺得此君觀察很好？
(source: http://thedarkly.tumblr.com/post/168402496/the-real-reason-why-large-online-ads-dont-work)
The real reason why smaller ads beat out the gigantic ads at the top of the page? Because consumers, especially those from younger generations, don’t want to be blatantly marketed to. While the web’s demographic increasingly gets older, the facts say that the majority of users fall within Gen X and Gen Y. Two generations that generally love creative advertisements, but don’t like when products are pushed upon them. These generations love strategic, subtle marketing and prefer to feel like they discovered brands on their own. Now, huge, flashing online ads don’t really cater to their wants and needs, do they?
小一點廣告會打敗巨大廣告的真正理由是因為網友通常是年輕一點的族群，他們不喜歡明目張膽的廣告，他們喜歡富有創意的廣告l，喜歡低調一點、有策略想法的行銷方式，喜歡自己發現品牌，不喜歡太hard sell。 ...繼續閱讀
September 18,2009
百事可樂靠網路在大陸排名第一
(source: http://www.businessweek.com/magazine/content/09_39/b4148051511340.htm?chan=magazine+channel_in+depth )
Pepsi's Web-Smart Thrust into China
Its promotions have made it the No. 1 cola in the mainland
百事可樂的網路策略讓它在中國市場稱霸
By Bruce Einhorn and Frederik Balfour
Shanghai - On a stage built in a disused Shanghai factory, a young bassist paces nervously, a stainless steel bicycle chain dangling from his belt. As his group prepares to perform for a standing-room-only crowd, a bandmate tilts his hat over one eye, doing his best to look like Justin Timberlake.
Welcome to Pepsi's Battle of the Bands. The American Idol-style television show is a big component of the company's brand-building efforts in China. Some 6,000 bands tried out for 10 spots on the show, which was broadcast nationwide and streamed to Pepsi's Web site. The winner, a five-piece combo from Tianjin called Focus Point, got $30,000, a trip to a Los Angeles recording studio, a car, and a role in a Pepsi TV ad.
百事群音 (http://pepsi.sina.com.cn/index.php)
Pepsi thinks the Internet is key to unlocking that opportunity. In August the company launched the "Pepsi Creative Challenge," soliciting online birthday wishes marking the 60th anniversary of the founding of the People's Republic. Last year a promotion called "Go China," before the Beijing Olympics, encouraged people to send in patriotic slogans and pictures of themselves. Pepsi got 28 million submissions and more than 122 million votes to decide the winners, whose photos and slogans were printed on soda cans. And in 2006, some 28,000 Internet users submitted scripts for a Pepsi TV ad. "Pepsi [in China] is one of the best digital marketers anywhere," says Tom Doctoroff, North Asia director for ad agency JWT.
TEMPORARY FIZZ?
Web campaigns are growing in importance for most foreign companies in the mainland. With more Chinese than Americans online, social media and blogs are "a must-have component of marketing in China," says Sam Flemming, chief of CIC, a research firm in Shanghai that works with Pepsi.
Coke, meanwhile, is no stranger to the Net, and it's turning up the heat in China, too. Pepsi may be the No. 1 cola, but it's behind Coke's Sprite, the top soda in the country. Coke's Minute Maid leads the juice segment, with 10.3% of the market, vs. just 1.4% for Pepsi's Tropicana. Coke also sponsors an American Idol-style competition of its own, and its iCoke Web site is a popular portal for gamers in China. "Everyone knows about iCoke," says Tony Ip, China managing director for G2, Grey Group's digital-marketing arm. Though Pepsi's big campaigns create a lot of buzz, it's short-lived, he says. "I don't see them building equity," says Ip.
Pepsi executives counter that the efforts will pay off as they move into juices and other noncarbonated drinks. But they acknowledge that marketing can get you only so far in China and that plans to boost distribution are equally important. To really succeed, says Ken Newell, Pepsi's beverage chief for the country, "we must build plants further into China."
Pepsi's Web-Smart Thrust into China
Its promotions have made it the No. 1 cola in the mainland
百事可樂的網路策略讓它在中國市場稱霸
By Bruce Einhorn and Frederik Balfour
Shanghai - On a stage built in a disused Shanghai factory, a young bassist paces nervously, a stainless steel bicycle chain dangling from his belt. As his group prepares to perform for a standing-room-only crowd, a bandmate tilts his hat over one eye, doing his best to look like Justin Timberlake.
Welcome to Pepsi's Battle of the Bands. The American Idol-style television show is a big component of the company's brand-building efforts in China. Some 6,000 bands tried out for 10 spots on the show, which was broadcast nationwide and streamed to Pepsi's Web site. The winner, a five-piece combo from Tianjin called Focus Point, got $30,000, a trip to a Los Angeles recording studio, a car, and a role in a Pepsi TV ad.
百事群音 (http://pepsi.sina.com.cn/index.php)
- 2006~2009年百事slogan: 百事我創
- 活動大使五月天
- 百事群音主題曲《放肆》
- 冠軍隊伍可得：20萬培訓基金、價值22萬人民幣的白金級樂器、好萊塢培訓之旅、926廣州演唱會、POLO sporty在內的百萬巨獎，更將獲得價值百萬的新浪媒體宣傳。
- 長達兩個多月的比賽(暑假期間)
Pepsi thinks the Internet is key to unlocking that opportunity. In August the company launched the "Pepsi Creative Challenge," soliciting online birthday wishes marking the 60th anniversary of the founding of the People's Republic. Last year a promotion called "Go China," before the Beijing Olympics, encouraged people to send in patriotic slogans and pictures of themselves. Pepsi got 28 million submissions and more than 122 million votes to decide the winners, whose photos and slogans were printed on soda cans. And in 2006, some 28,000 Internet users submitted scripts for a Pepsi TV ad. "Pepsi [in China] is one of the best digital marketers anywhere," says Tom Doctoroff, North Asia director for ad agency JWT.
百事我創，共鳴中國
-
在QQ輸入創意， 就能讓你祝福新中國60周年生日的聲音被聽到！
- “百事我創我要上罐”網路活動， 超過1.4億人投票後產生的21名上罐英雄和中國之隊的體育選手成為罐身主角。
- 上傳照表現"支持中國體育隊參加盛大國際體育運動比賽為主"、為中國隊加油的照片到pepsi.tom.com參加「百事我創 我要上罐」活動，就有機會成為21名登上百事中隊紀念罐的其中一員，出現在全國超過一億個百事可樂罐上並有機會獲得內含5,000元人民幣消費金的招商銀行百事紀念卡。
- 為了讓更多的人“為中國隊加油”的激情得到釋放，共同支持中國，百事突破“藍色”神話，推出以中國紅為底色的“中國隊百事紀念罐”。
TEMPORARY FIZZ?
Web campaigns are growing in importance for most foreign companies in the mainland. With more Chinese than Americans online, social media and blogs are "a must-have component of marketing in China," says Sam Flemming, chief of CIC, a research firm in Shanghai that works with Pepsi.
Coke, meanwhile, is no stranger to the Net, and it's turning up the heat in China, too. Pepsi may be the No. 1 cola, but it's behind Coke's Sprite, the top soda in the country. Coke's Minute Maid leads the juice segment, with 10.3% of the market, vs. just 1.4% for Pepsi's Tropicana. Coke also sponsors an American Idol-style competition of its own, and its iCoke Web site is a popular portal for gamers in China. "Everyone knows about iCoke," says Tony Ip, China managing director for G2, Grey Group's digital-marketing arm. Though Pepsi's big campaigns create a lot of buzz, it's short-lived, he says. "I don't see them building equity," says Ip.
Pepsi executives counter that the efforts will pay off as they move into juices and other noncarbonated drinks. But they acknowledge that marketing can get you only so far in China and that plans to boost distribution are equally important. To really succeed, says Ken Newell, Pepsi's beverage chief for the country, "we must build plants further into China."
August 6,2009
傳統媒體在台灣依然是主流
(source:http://www.epochtimes.com/b5/8/10/18/n2300634p.htm)
根據OMD浩騰媒體最新的研究，在進行調查的亞洲地區，有79%的受訪者表示，他們的購買興趣是被電視、報紙、雜誌和廣告等傳統大眾媒體的廣告所激發，只有19%是受新興媒體廣告所影響。
根據OMD浩騰媒體最新的研究，在進行調查的亞洲地區，有79%的受訪者表示，他們的購買興趣是被電視、報紙、雜誌和廣告等傳統大眾媒體的廣告所激發，只有19%是受新興媒體廣告所影響。
June 16,2009
BusinessWeek 線上經營模式
BusinessWeek Tries Pay Model Online
(source: http://www.mediaweek.com/mw/content_display/news/digital-downloads/broadband/e3i45a4bf33efc179170479cfd1665e3529)
商業雜誌最擅長採訪商業界成功人士或模式，所以看他們本身的經營策略很有趣。這是6/14 MediaWeek的新聞：
In the latest online paid content experiment by a publisher, BusinessWeek will create a special presentation of its print magazine content that will only be available to subscribers. Roger Neal, general manager of BusinessWeek.com, said that while the magazine’s content will be available on the site for all to see, subscribers will get a different experience of the print content online.
BusinessWeek 會針對其紙本訂戶，線上提供一個特別的專屬內容。雖然目前BusinessWeek線上所有的內容是免費，但是紙本訂戶會有一個不一樣的體驗。
Neal said the subscriber-only view would be print-like in presentation. He said the goal is to serve both paying and nonpaying readers by “making all our content available to Internet users but still providing a special privilege for print subscribers.” Users will get other benefits, like instant access to the print content online.
所有的內容雖然所有網路使用者都可以看到，但是針對訂戶會有像「印刷那樣」的內容呈現方式。訂戶還有其他利益，譬如立即可以獲得線上印刷內容。(不知道意思就是說：文字內容一樣，只是排版方式有差異？)
The new paid/free strategy is part of a site relaunch in July which will consolidate its many channels into three focused on breaking news, analysis and community. The last one will include Business Exchange, the site’s recently created business social net. New and more ad units also will be offered. Underlying the changes is a new tech platform designed to enable real-time site updates, Neal said.
在今年七月會上線付費/免費服務，其新站策略會專注於：即時新聞、分析，以及社群這三個方面。最後一個服務包括Business Exchange這個平台，這是最新的商業social net。這一次的改版著重於即時網路更新。
More broadly, the site redesign is part of the McGraw-Hill Cos. weekly’s answer to the question of how to differentiate online from print. While the site emphasizes breaking news and community, the magazine is focusing on stories that are forward looking and actionable, as the title will try to do with its summer double issue, which makes the case for “rational optimism” about the economy.
至於紙本跟網路的BusinessWeek有什麼不同之處？網站是強調即時新聞跟社群，而實體雜誌本身專注於具有前瞻、可以行動的新聞。
(source: http://www.mediaweek.com/mw/content_display/news/digital-downloads/broadband/e3i45a4bf33efc179170479cfd1665e3529)
商業雜誌最擅長採訪商業界成功人士或模式，所以看他們本身的經營策略很有趣。這是6/14 MediaWeek的新聞：
In the latest online paid content experiment by a publisher, BusinessWeek will create a special presentation of its print magazine content that will only be available to subscribers. Roger Neal, general manager of BusinessWeek.com, said that while the magazine’s content will be available on the site for all to see, subscribers will get a different experience of the print content online.
BusinessWeek 會針對其紙本訂戶，線上提供一個特別的專屬內容。雖然目前BusinessWeek線上所有的內容是免費，但是紙本訂戶會有一個不一樣的體驗。
Neal said the subscriber-only view would be print-like in presentation. He said the goal is to serve both paying and nonpaying readers by “making all our content available to Internet users but still providing a special privilege for print subscribers.” Users will get other benefits, like instant access to the print content online.
所有的內容雖然所有網路使用者都可以看到，但是針對訂戶會有像「印刷那樣」的內容呈現方式。訂戶還有其他利益，譬如立即可以獲得線上印刷內容。(不知道意思就是說：文字內容一樣，只是排版方式有差異？)
The new paid/free strategy is part of a site relaunch in July which will consolidate its many channels into three focused on breaking news, analysis and community. The last one will include Business Exchange, the site’s recently created business social net. New and more ad units also will be offered. Underlying the changes is a new tech platform designed to enable real-time site updates, Neal said.
在今年七月會上線付費/免費服務，其新站策略會專注於：即時新聞、分析，以及社群這三個方面。最後一個服務包括Business Exchange這個平台，這是最新的商業social net。這一次的改版著重於即時網路更新。
More broadly, the site redesign is part of the McGraw-Hill Cos. weekly’s answer to the question of how to differentiate online from print. While the site emphasizes breaking news and community, the magazine is focusing on stories that are forward looking and actionable, as the title will try to do with its summer double issue, which makes the case for “rational optimism” about the economy.
至於紙本跟網路的BusinessWeek有什麼不同之處？網站是強調即時新聞跟社群，而實體雜誌本身專注於具有前瞻、可以行動的新聞。
twitter 跟 google 搜尋時間的差異？
我知道Twitter可以及時搜尋，但是不知道實際上google到底時間落後Twitter多久？今天看到答案，所以記錄一下
Twitter’s search engine can show users things that were published just a minute or two ago. Google Blog Search and Google News operate more in increments of quarter- or half-hours.
Twitter在使用者發表後一兩分鐘之內就可以搜尋到，但是Google需要15或30分鐘的時間，才能搜到。
(source)
Twitter’s search engine can show users things that were published just a minute or two ago. Google Blog Search and Google News operate more in increments of quarter- or half-hours.
Twitter在使用者發表後一兩分鐘之內就可以搜尋到，但是Google需要15或30分鐘的時間，才能搜到。
(source)
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