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Culturability: The Next Big Thing in Web Design

Each player is a node in our high street, but at the moment they are operating independently, rather than as a network. They may be using a web page to hold information in an archive-like manner, but they are not responding in real-time to their consumers and other nodes.

To strengthen the high street, we need to increase the number of mutual connections between the nodes or network participants (retail, services, local government, job centres and all others). The more mutual connections, the more adaptive the high street network becomes in response to changes in the success of individuals shops and services.

Establish a ‘Digital Maturity Demographic Profile’ for each town to prepare for ‘networked high streets’ and tailor connection and communicationstrategies accordingly.

B2B Tech Marketers Ahead Of The Content Marketing Curve

For B2B technology marketers, original content is becoming a more critical tool to create continuous conversations with customers as they balance a complex mix of formats delivered both digitally and through live events.

So marketers have to provide a "curriculum" of materials that educate prospective buyers throughout the purchasing pro

This works because as much as we might try to mask our inner intentions and emotions, the language centers in our brain broadcast our inner secrets in subtle ways. Like a poker player’s ‘tell,’ the character and frequency of the words we use reveal a lot about our inner psychological states. Liars tend to avoid talking about themselves in the first person. Depressed and suicidal people speak a lot more about their bodies and health than happy people. By assembling a team of the world’s fanciest psychologists, linguists, programmers, and bartenders, we have put together behavioral models that allow our system to detect lies, narcissism, depression, and senility ten times better than any jackass in a suit can on CNN.

Why the spike? A good chunk of it, I assume, has to do with the death of Whitney Houston the day before, and viewers who wanted to see how the biggest stars in music responded to the loss of a peer.

Big, live TV events are big events on Twitter and Facebook, which generate lots of online chatter and drive more eyeballs back to the TV screen, where they inspire even more chatter. Cue virtuous cycle.

. It says it attracted a million visitors to the various sites and iPad/iPhone apps it operated over the three days leading up to the show. It says it attracted a peak of 165,000 concurrent viewers to a livestream of pre-Grammys red carpet coverage Sunday afternoon.

Our product strategy for ITV News was simple, bold and probably as obvious in hindsight as any good idea should be. We set out to create a digitally native news service, something made for the web and mobile that left behind the Guttenberg-era baggage of ‘pages’, ‘articles’ and ‘editions’ that most news websites haven’t been able to shake off, as well as reworking some proto-web typologies like ‘navigation’, ‘liveblogging’ and ‘galleries’. 

We wanted to make a news service that answered the question: “What would news be like if we had networked digital media (and digital cameras and phones and laptops) but there had never been newspapers or broadcast TV news programmes?”.   

video - would be a massive culture shock. There was nervousness, especially about time and resources, offset by enthusiasm for change and a leadership determined to exploit the potential of real-time news delivered across multiple devices. We also had a strong conviction that opening up the news gathering process - rather than adding new work - would give us the content we needed for the stream. 

Commit personally: Senior executives need to understand what they want from digital and social. Fortunately, the highest-level goals are generally quite clear. Companies have unprecedented opportunities to build steadily strengthening connections to customers, prospects, and partners. As a result, they can achieve higher margins, lower acquisition costs, and lower customer churn, thereby raising customer lifetime value. Clearly laying out these expectations is a great way to start.

6 Senior-Level Steps To Digital Marketing Success

Understand customers.

Conversational leadership takes root when leaders see their organiza- tions as dynamic webs of conversation and consider conversation as a core process for effecting positive systemic change. Taking a strategic approach to this core process can not only grow intellectual and social capital, but also provide a collaborative advantage in our increasingly networked world.

Recent reports suggest that for every £1 spent online, the internet influences £3 spent in stores. Google and others are working to bring all the tools that made finding great products online easy and rewarding to the real world.

What’s the potential audience size around a Twitter hashtag?

in the early days of webs stats, reported figures tended to centre around the notion of hits, the number of calls made to a server via website activity.

Widespread social media monitoring/tracking is largely still in the realm of “hits” measurement. Personal dashboards for services such as Twitter typically display direct measures provided by the Twitter API, or measures trivially/directly identified from Twitter API or archived data – number of followers, numbers of friends, distribution of updates over time, number of mentions, and so on.

This is a very appealing metaphor, because it largely absolves anyone who was involved in the media from any blame for failing to see the writing on the wall or failing to move quickly enough to change their behavior or their corporate culture.

But is this true? Disruption guru Clay Christensen, also associated with Harvard, has written about how industries — including the car-manufacturing business and the steel industry — have failed to adapt because they didn’t appreciate just how disruptive new entrants or new technologies would be. And it’s arguable that the media industry in the 1990s and early 2000s also failed to appreciate just how disruptive the web would be to their business and to journalism in general. Should we blame them for that? I think we should blame them a little, and here’s why: because there were senior people in the industry who saw the disruption coming — saw it clearly, appreciated the implications, and talked about the potential damage. These weren’t voices crying in the wilderness, but fairly powerful players. To take just one example, there was Knight Ridder excecutive Kathy Yates, who ran the company’s digital unit, and eventually grew frustrated with the industry and moved on to Women.com and then CBSMarketwatch.