Everybody wants to make a viral video. Some content publishers have their eyes on the marketing dollars a viral video promises, which can rise into the hundreds of thousands. Others are looking for a little name recognition in their quest to gain Gangnam Style-esque notoriety. Still others, it seems, unwittingly become Internet heroes overnight after a friend posts a video of them jumping a tricycle over a pool (and failing hilariously). But what really makes a viral video so valuable? What does it look like on the backend? What all these drivers have in common - among publishers of all ...
Brands love to create online video campaigns for big events. They produce a plethora of content for the Super Bowl, the World Cup, the winter holidays, April Fools' Day, and Mother's Day. And yet, few brands produce online video content for Halloween, despite a Harris Poll finding that Halloween is the third favorite holiday among Americans, after Christmas and Thanksgiving.
A broader range of marketers are spending money in online video campaigns with increased share of spending coming from auto, restaurants, financial services, entertainment and travel brands. That's one of the top-level findings in a new report from ad platform Videology analyzing impressions delivered across its service in the third quarter.
As consumers are spending more time with media than ever before, they are becoming device- and platform-agnostic. They pivot and traverse freely as they navigate their day, using whatever device is available and right for the moment's mindset. This new device dexterity has real implications for media planning that extend beyond diversifying budgetary allocations and media mix.
I have have been vocal on the shortcomings producers and publishers face when they build their business models entirely around YouTube (see my articles "YouTube Isn't Enough" and "Monetization More Valuable than YouTube Views"). However, I feel that I need to make a clarification: The problem has never been YouTube's.
A recent New York Times article by Alina Tugend, "Sometimes Second-Best Makes a Better Role Model," supports the notion that ultra-gifted superstars, in any field, may be poor role models. The idea is that people from Miguel Cabrera to Sheryl Sandberg are so exceptional that it becomes difficult, if not useless, to emulate their path or use them as a beacon. Tugend goes on to explain that consistent, high-level performers may be better role models. The same can also be said for digital video and other forms of content marketing - and the relentless search for a viral video.
Mobile is hot -- but you knew that already. What is new on this front is how hot and whom mobile wins over. A pair of recent studies sheds light for digital marketers mapping out mobile campaigns.
Political candidate only get to test out new technology and advertising every two years, making each midterm and presidential election a banner year for some medium or another. In the 2008 presidential campaign, the use of social media as part of a campaign strategy was cutting-edge. By the time the 2010 midterms rolled along, it was well established that candidates needed a social presence. By 2012, the use of social media was old-hat. The presidential election that year was the banner year for political video.
The transition to video as the preferred content type was swift and decisive. YouTube is now the second largest search engine in the world; consumers prefer video not only for entertainment and information value, but increasingly, as part of their purchase decision-making process. Whether the intent is to inform, entertain or persuade, video is wildly popular with consumers and can't be overlooked. Publishers recognize the opportunity, yet struggle to offer a steady flow of high quality, original video to their audiences.
"It is difficult to get a man to understand something, when his salary depends on his not understanding it." -- author Upton Sinclair. This quote, as single-gender as it was in the early 20th century, captures one of the most powerful barriers to change: the human desire for stability and predictability in our life and careers. When forces like automation and competitive innovation threaten the value of all the knowledge and expertise any one of us have built up over time, it's not unreasonable to feel a threat to our livelihoods.