renaissance chambara | Ged Carroll
marketing | culture | media | east asia
Beck is the co-founder of Riot Games (best known for League of Legends) on the rise of eSports and what its future looks like.
Interesting that Riot are trying to give players a better base to build their careers, but how long is their professional life, when do they burn out?
Great points on Facebook through to sports team owners
No surprises on what is said about Facebook. The fickleness of millennials with regards sports is interesting, it did make me wonder if this also plays through for supporters of English Premier League teams.
Fantasy sports leagues aren’t engaging as it had been for older generations. Younger people struggle to get 12 of their friends on board to participate with them.
E-sports has a really small overlap with existing sports fans. E-sports players burn out too fast. It needs to address this to blow up as big as mainstream sports.
The display advertising market has moved on from where it was 20 years ago in terms of poor ad placement. Conference speakers and trainers still trot out the same story about knives and suitcase sets advertised next to to the story of a murder. The murderer had apparently stabbed their victim with a knife and put the body in a suitcase for disposal.
However you still get less extreme examples of unfortunate ad placement like this one from Under Armour.
At the end of January I wrote a blog post about the landmark collection by Louis Vuitton and Supreme.
I delved into the history of streetwear and the deep connection it shared with luxury brands. This linkage came from counterfeit products, brand and design language appropriation.
This all came from a place of individuality and self expression of the wearer.
I reposted it from my blog on to LinkedIn. I got a comment from a friend of mine which percolated some of the ideas I’d been thinking about. The comment crystalised some of my fears as a long-time streetwear aficionado.
This is from Andy Jephson who works as a director for consumer brand agency Exposure:
The roots of street and lux that you point to seem to be all about individuality and self expression and for me this is what many modern collabs are missing. To me they seem to be about ostentatious showmanship. I love a collaboration that sees partners sharing their expertise and craft to create something original. The current obsession with creating hype however is creating a badging culture that produces products that could have been made in one of the knock-off factories that you mention. Some collabs that just produce new colourways and hybrid styles can be amazing, reflecting the interests of their audience. But far too many seem gratuitous and are completely unobtainable for the brand fans on one side of the collaborative partnership.
The streetwear business is mad money
From Stüssy in 1980, streetwear has grown into a multi-billion dollar global industry. Streetwear sales are worth more than 75 billion dollars per year.
By comparison the UK government spent about 44.1 billion on defence in 2016. Streetwear sales are more than three times the estimated market value of Snap Inc. Snap Inc., is the owner of Snapchat.
It is still about one third the size of the luxury industry. Streetwear accounts for the majority of menswear stocked in luxury department stores. Harvey Nichols claimed that 63% of the their contemporary menswear was streetwear. Many luxury brands off-the-peg men’s items blur the boundary between luxe and streetwear.
The industry has spawned some technology start-ups acting as niche secondary markets including:
Large parts of the streetwear industry has become lazy and mercenary. You can see this in:
Hong Kong brand Chocoolate did three questionable collaborations over the past 18 months:
By comparison, Stüssy has a reputation in the industry for careful business management. The idea was to never become too big, too fast. The Sinatra family kept up quality and selective distribution seeing off Mossimo, FUBU and Triple Five Soul. Yes, they’ve done collaborations, but they were canny compared to newer brands:
“The business has grown in a crazy way the past couple of years,” says Sinatra. “We reluctantly did over $50 million last year.”
Reluctant because, according to Sinatra, the company is currently trying to cut back and stay small. “It was probably one of our biggest years ever — and it was an accident.”
Sinatra characterises Stüssy’s third act as having a “brand-first, revenue second” philosophy, in order to avoid becoming “this big monstrosity that doesn’t stand for anything.”
The Evolution of Streetwear. The newfound reality of Streetwear and its luxury-like management academic study uncovered careful brand custodianship.
It’s not clothing; it’s an asset class
Part of the bubble feel within the streetwear industry is due to customer behaviour. For many people, street wear is no longer a wardrobe staple. Instead it becomes an alternative investment instrument. Supreme items and tier zero Nike releases are resold for profit like a day trader on the stock market.
Many of the start-ups supported by the community play to this ‘day trader’ archetype. It is only a matter of time for the likes of Bonham’s and Sotherby’s get in on the act.
A key problem with the market is that trainers aren’t like a Swiss watch or a classic car. They become unusable in less than a decade as the soles degrade and adhesive breaks down.
There is the apocryphal story of a Wall Street stock broker getting out before the great stock market crash. The indicator to pull his money out was a taxi driver or a shoe shine boy giving stock tips.
Streetwear is at a similar stage with school-age teenagers dealing must-have items as a business. What would a reset look like in the streetwear industry? What would be the knock-on effect for the luxury sector?
More information
USA Streetwear Market Research Report 2015 | WeConnectFashion
Louis Vuitton, Supreme and the tangled relationship between streetwear and luxury brands | renaissance chambara
New Balance Super Team 33 – Elements Collection | High Snobriety
New Balance ST33 – The Fanzine Collection | High Snobriety
1400 Super Team 33 (ST33) trio | New Balance blog – the infamous fish pack
How Stüssy Became a $50 Million Global Streetwear Brand Without Selling Out | BoF (Business of Fashion)
The Evolution of Streetwear. The newfound reality of Streetwear and its luxury-like management by de Macedo & Machado, Universidade Católica Portuguesa (2015) – PDF
* in the interest of full disclosure, New Balance is a former client.
IBM have done some iconic advertising since the late 1990s. Sun became the dot behind dot com; but was out-marketed by IBM’s ownership of e-business.
For some early clients like Boxman – there were accusations that IBM was learning about the internet whilst it did the work. And for many many of the products it was little more than putting HTML lipstick on a mature technology pig.
In 2008, that seems to have changed to smarter planet as IBM looked to get involved in infrastructure from building management to traffic control.
In 2011, IBM’s Research division saw the culmination of a seven year project that had one of their supercomputers perform on TV game show Jeopardy! Marketing really started to change in 2014 in a dramatically different direction. IBM started describing a mix of machine learning and big data analysis technologies as Watson – they have their own Watson business unit. The implication being that the company had a corporate mascot. Think Tony the Tiger meets The Terminator.
The Watson you might have been sold may use similar technology principles but there isn’t a single sentient AI doing your tax returns in one milli-second and pharmaceutical research the next. Yet having talked to friends who work in a number of sectors and that’s precisely how they perceived Watson.
The recent collaboration between New York’s Supreme and Louis Vuitton seems like a natural fit. The reality is that luxury and streetwear have been dancing around each other for a good while.
Snide started it all
Snide was slang in the 1980s for fake or counterfeit. Hip Hop and the Caribbean-influenced Buffalo movement in the UK each used counterfeit and real luxury in their own way.
Daniel Day, better known as Dapper Dan was a was a Harlem-based craftsman and business man who dressed a lot of New York based artists from the golden age of hip hop. Dan’s first hip hop client was LL Cool J back in 1985. Dan’s style was luxe, the finest silks and furs were standard issue – think Puff Daddy before Puff Daddy. They went for customised outfits with their branding on which Dan provided. As the scene took off Dan incorporated suit lining material (which replicated the likes of the Fendi, Bally or MCM brands) and Gucci or Louis Vuitton branded vinyl to make one-off products.
He customised trainers, clothing and even car interiors. Dan’s own Jeep Wrangler had an interior retrimmed in MCM branded vinyl.
Much of the luxury branding Dan used was coming in from Korean factories which at that time supplied the fake trade. Now similar products would have come out of China. I took a trip to the South China City complex in 2010 where fabric suppliers would offer Louis Vuitton labels and Supreme tags side-by-side. I can only imagine that the Korean suppliers of the 1980s had similar markets in textile industry centres like Deagu. Outside of hip hop, Dan was the go-to tailor for all the hustlers in Harlem – so you can see how he could have got the hook-up into the counterfeit suppliers.
At the time hip hop culture was not in a relationship with brands who where concerned about how it might affect them. LL Cool J was the first artist to get a deal with Le Coq Sportif. Run DMC got a long term deal with Adidas after their single ‘My Adidas’ became successful. But these were the exceptions to the rule. So with Dan’s help they co-opted the brands to try and demonstrate success.
Over in the UK, the Buffalo collective of stylists, artists and photographers including Ray Petri, Jamie Morgan, Barry Kamen (who modelled for Petri), Mark Lebon and Cameron McVey. Buffalo was known as an attitude, which threw contrasting styles together and filtered into fashion shoots and influenced the collections of major designers including Yohji Yamamoto, Jean Paul Gaultier and Comme des Garçons. Even if you didn’t know what Buffalo was, you would have recognised the aesthetic from the likes of i-D, Blitz, New Musical Express and Arena.
Buffalo mixed Armani jackets with Doctor Martens work boots, or a Puma bobble hat. Petri used music to sound track his process and this was pretty similar to the kind of stuff that influenced street wear pioneer Shawn Stussy over in California. Motown and hip-hop to dub reggae was the sound which explains the Feeling Irie t-shirts created by the white surfboard maker.
If you thought Bros looked cool in their MA-1 bomber jackets and stone washed Levi’s 501 jeans – there was a direct stylistic line back to Buffalo – rehabilitating the items from their link to skinhead culture.
Buffalo permeated into the street style of the decade; influencing the likes of Soul II Soul. Meanwhile over in Bristol The Wild Bunch were yet to morph into Massive Attack. Two members headed to London; producer Nelle Hooper and Miles Johnson (aka DJ Milo who went on to work in New York and Japan). A shoot was organised by i-D magazine and they turned up wearing their street clothes alongside DJ Dave Dorrell and model / stylist Barnsley. At the time, it was considered to be ‘very Buffalo’ in feel, but Dave Dorrell admitted in an interview that they had just came as they were. Dorrell wore his t-shirt as ‘advertising’ for it.
The Hermes t-shirt and belt were snide, the Chanel Number 5 t-shirt sported by Dave Dorrell were being knocked out by a group of friends. Young people in London co-opted brands just like the hip-hop artists heading to Dapper Dan’s in Harlem.
Homage
From 1980, surfer Shawn Stussy had been growing an clothing empire of what we would now recognise as streetwear. Stussy had originally came up with the t-shirts as an adjunct and advertisement of his main business – selling surfboards. But the clothing hit emerging culture: skating, punk, hip-hop and took on a life of its own. It went global through Stussy’s ‘tribe’ of friends that he made along the way.
Stussy is known for his eclectic influences and mixing media: old photographs alongside his own typography. In a way that was unheard of in brand circles at the time, Stussy manifested his brands in lots of different ways. The back to back SS logo inside a circle was a straight rip from Chanel; the repeating logo motif that appeared in other designs was a nod to MCM and Louis Vuitton.
All of this went into the cultural melting pot of world cities like Tokyo, New York, London and Los Angeles. Stussy went on to do collaborations from a specially designed party t-shirt for i-D magazine’s birthday party to the cover art of Malcolm Maclaren records. Collaboration with mundane and high-end brands is backed into streetwear’s DNA.
(Neighborhood x Coke Zero was something I was involved with during my time in Hong Kong.)
Japan with its engrained sense of quality and wabisabi took the Buffalo mix-and-match approach to the next level. Japan’s own streetwear labels like Visivim, Neighborhood, W-Taps, The Real McCoy and A Bathing Ape (BAPE) took streetwear product quality, exclusivity and price points into luxury brand territory. That didn’t stop BAPE from making a snide versions of various Rolex models under the ‘Bapex’ brand.
Some two decades later Supreme came up in New York. The brand takes design appropriation and homage to a new level. Every piece Supreme seems to do is a reference to something else. The famous box logo rips from Barbara Kruger’s piece ‘I shop therefore I am’. From taking a snide swipe at consumerism to ending up in the belly of the beast took Supreme a relatively short time. This heritage of appropriation didn’t stop Supreme from using legal means against people it felt had appropriated its ‘look’.
In an ironic twist of fate, Supreme was sued by Louis Vuitton in 2000 and yet the 2017 collaboration looks exceptionally similar to the offending items…
The new customers
North East Asia’s fast growing economies had been borne out of learning from developed market expertise, state directed focus on exports and ruthless weeding out of weaker businesses. Intellectual property was cast aside at various points. Korea, Hong Kong, Japan and China went from making knock-off products to displacing Europe and the US as the leading luxury markets.
Asian luxury consumers, particularly those second generation rich in China were younger than the typical customer luxury brands cater too. These consumers bought product as they travelled taking in style influences as they went. First from nearby markets like Japan, Hong Kong and Singapore and then Korea. This drew from a melange of hip hop, streetwear, Buffalo styling and contemporary western designers like Vivienne Westwood – as well as the more matronly styles of the traditional European luxury houses.
The luxury brands had to adapt. They brought in new designers who themselves were drawing from similar influences. These designers also collaborated with sportswear brands like Alexander McQueen and Puma or Jeremy Scott and Raf Simons for Adidas.
Luxury brands got seriously into new product categories making luxe versions of training shoes that could be charitably called a homage to the like of Nike’s Air Force 1.
Bringing things full circle
As the supreme_copies Instagram account notes the collaboration with Supreme and Louis Vuitton brings things full circle with the pieces having a nod to Dapper Dan’s custom work as well as Supreme’s own ‘homage’. Luxury brand MCM (Michael Cromer München), which Dan borrowed from extensively in the 1980s was restructured in 1997 with shops and brand being sold separately. The brand was eventually acquired eight years later by the Korean Sungjoo Group. Korea now has its own fast developing luxury fashion and cosmetics brand industry. Textile city Deagu which was the likely source of Dapper Dan’s fabric is now a fashion and luxury business hub in its own right. The Korean entertainment industry is a trend setter throughout Asia. For instance, Hallyu drama My Love From A Star drove breakout sales for the Jimmy Choo ‘Abel’ shoe.
The only question I still have is why did a move like Louis Vuitton’s collaboration with Supreme take so long? The luxury brands spend a lot on customer insight, they were using social listening far longer than they had been on social media. They know that a customer wearing their jacket could have a Visivim backpack slung over the shoulder and a pair of Adidas Stan Smiths on their feet. Customers mix-and-match Buffalo style for all but the most formal occasions. For streetwear brands, collaboration is in their DNA and they get an additional leg-up in the quality stakes.
More information
Ray Petri
How Buffalo shaped the landscape of 80s fashion – Dazed
Dave Dorrell interview part one | Test Pressing
Dapper Dan
Barbara Kruger Responds to Supreme’s Lawsuit: ‘A Ridiculous Clusterf**k of Totally Uncool Jokers’ | Complex
Volume and wealth make Chinese millennials a lucrative target market: GfK | Luxury Daily
Just why are Louis Vuitton and other high-end retailers abandoning China? | South China Morning Post – although Chinese shoppers consumed 46 per cent of luxury goods around the world, their purchases in their home market accounted for only 10 per cent of global sales, falling from 11 per cent in 2012 and 13 per cent in 2013
How a Jimmy Choo Shoe Became a Global Best Seller – WSJ
This chain of thought got fired up when my Facebook filled up with calls to petition British Airways to strop the distribution of the Daily Mail, mainly because of headlines like:
There are at least 16 million consumers that would broadly fit within the headline. When one looks at the demographic split of leave versus remain voters you start to see clear segmentation ideal for marketing opportunity.
You already have brands doing this in the U.S. for instance standing up for LGBT rights. Unilever’s Ben & Jerry’s have come out in support of Black Lives Matter.
Now lets look at research done into the demographics of the voters.
Much has been made of the splits in UK society:
Young people who voted tended toward Remain; the older you were the more likely you would be a Brexiter
(73%) of 18 to 24 year-olds voted to remain…
A majority of those aged over 45 voted to leave, rising to 60% of those aged 65 or over
Working class areas outside London and other major cities voted to leave
The AB social group (broadly speaking, professionals and managers) were the only social group among whom a majority voted to remain (57%). C1s divided fairly evenly; nearly two thirds of C2DEs (64%) voted to leave the EU
Labour claimed that a majority of Labour supporters who voted voted remain
Nearly two thirds of Labour and SNP voters (63% and 64%), seven in ten Liberal Democrats and three quarters of Greens, voted to remain
The correlation between class and voting broke down in Scotland and Northern Ireland were working class areas outside major cities narrowly voted to stay.
Some of it was certainly a protest vote, large swathes of the country feel that they have been ignored by a professional city-orientated political class. As the Political Economy Research Centre reflected:
The geography of leave voters reflected the economic crisis of the 1970s, not the 2010s.
Concerns about financial future and family’s well being were stressors rather than root causes. Research attributed it to more deep seated attitudes that shaped world view.
Work by the London School of Economics showed that when attitudes were mapped against income level; working class status wasn’t as much a deciding factor as pollsters would have had one believe, instead it seemed to correlate close to personality traits.
Closedness and openess
Back in the 1950s American academics sought to answer the question of how Hitler and Mussolini could have become so popular in what were initially democratic societies? What they and subsequent research found was that a certain amount of a given population tend to have more of a closedness (or authoritarian dynamic) in their world view.
This can be amplified through:
They look for strong leaders and simple answers. Nostalgia and the past is reassuring. They are less interested in ‘sensation seeking’ and want to fit in.
Liberal values tended to be more orientated towards aspects of openness that embrace newness, sensations, innovation and change.
The Google Trends spike
Much was made of a post-election Google Trends spike on searches such as ‘What is Brexit?’ as a demonstration of a key democracy failing. According to political scientists voters having an understanding of what they are voting for is key in a democracy. If it were true it would cast a shadow on the likelihood of the underlying electorate traits being useful for segmentation. The Google Trends story wasn’t necessarily correct; (but it was great fodder for the news cycle)
National versus international businesses
There are a number of British brands on the high street that are geographically focused for whom taking a resolute Brexit stamp would not cause brand harm or investor protest. Examples of this would be Tesco – who have pared back their international footprint and are likely to continue to do so, Wetherspoons, Poundstretcher and payday loans brands like Wonga.com.
For more internationally orientated publicly listed companies, the UK becomes less attractive. Senior government thought leaders such as conservative MP John Redwood have made it clear ‘interference’ including voicing concerns about the Brexit process would be unwelcome.
…companies who did not stay silent on the country’s EU membership would pay a “very dear economic and financial price”.
Chief executives who decide to take a corporate position on the issue could lose their jobs while those campaigning against membership would ensure there were financial consequences…
As the UK becomes a more isolated economy two steps behind its European peers there could be a temptation to spin off their UK business. This could happen in two ways.
Selling on local gem brands (brands with only significant sales in the local country). Examples could be brands like:
Alternatively disposing of UK subsidiaries would make sense as Brexit represents a permanent reduction reduction in profit margins. For someone like McDonald’s Restaurants, that would likely mean pressing ahead with an ‘all-franchise’ model in a similar approach to what it has taken recently in China.
In order to sell they are likely to require some sort of assets rather than just a sales agreement with the parent company. If they have become only a UK sales organisation, then the viability of this approach depends on the supply chain. One way of adding value into the supply chain would be for these businesses to open up a direct sales channel.
Companies like Unilever already look at how they can integrate into supermarkets supply chain, with ‘buy it now’ buttons on their own site that take you to their online retail partners. They could also open up a direct e-commerce channel; given the Marmitegate debacle with Tesco; expect examination of alternative business models like America’s Dollar Shave Club and Amazon’s Dash.
Modern international brands are already used to marketing towards the ‘open consumer’ who was likely to vote remain. Products that feel up to date, innovative and socially responsible. A classic example would be Dove, Innocent smoothies, AirBnB or the average family car.
Marketing to the Brexiter
A local business for local people with brands that appeal to leave voter demographics could be more explicit in courting leave voter’s spend.
Tapping into the ‘authoritarian outlook’ would mean tapping into nostalgia; throw-back branding and possibly rolling back political correctness in the name of common sense.
An extreme outcome could be Robertsons bringing back their original Golly character; though thankfully I suspect that would be step too far – even in post-Brexit Britain.
Rejection of expert is partly down to wanting a reduction in complexity. This has huge implications for a wide range of products, particularly in the financial services sector or mobile tariffs.
Choice is the enemy, a simple product, down-to-earth, unambiguous in its claims. Mobile tariffs without bolt-on features, complex phone upgrade cycles or value-added services. In the case of pensions and insurance, with the assurance that they could help ward off a sinister future full of negative change rather than rich rewards. Perceived good value wouldn’t do any harm either.
In terms of how the product or service fits into the Brexiter’s life it is less about being part of a creative expression of individuality. Instead it is more about the ‘grey man’; blending in. Blending in is a threat coping mechanism, a form of risk reduction (think Dilbert cartoons). It shouldn’t mistaken for being more community-spirited, instead the community is of mutual convenience – a shoal of people. A consequence of this is that persona creation becomes harder or derivative, the stellar insight from the planner loses its gloss. Agency creatives are likely to struggle with consumer empathy beyond utility.
From the advertisers perspective; blunt simplicity rather than clever creative. Audience reach is still important, but a higher frequency is likely required to achieve a comparable impact. This is to get over the Brexiter’s higher degree of inertia to marketing and making them feel that accepting the brand is part of conforming within society. It is part of the eco-system, traditional brands have an advantage due to their familiarity and heritage. Even if its a new brand it feels as if it has always been part of the consumers fabric.
More information
Ben & Jerry’s came out in support of Black Lives Matter. Naturally, some cops are freaking out | Fusion
Business Leaders Speak Out Against North Carolina’s Transgender Law | Wall Street Journal
These 70 Corporations Want to Block North Carolina’s Transgender Bathroom Law | CBN News (US news outlet for the evangelical christian audience)
How the United Kingdom voted on Thursday… and why | Lord Ashcroft Polls
How Demographics Decided Brexit | The Market Oracle
How has Brexit changed the mindset of a nation? | Bucks New University Business School
How do Britain’s ethnic minorities view the EU referendum? | Kings College London
Making Sense of Brexit – the data you need to analyse | UK Data Service
Who is voting to leave the EU and why? | openDemocracy UK
Thoughts on the sociology of Brexit | Political Economy Research Centre
The 2016 Referendum, Brexit and the Left Behind: An Aggregate-Level Analysis of the Result by Goodwin and Heath – PDF
Businesses that speak out for Britain’s EU membership will be punished, vows John Redwood | The Telegraph
UK voters don’t understand Brexit, Google searches suggest | Ars Technica UK
Marmitegate is ‘just the tip of the iceberg’ as cheese, chocolate and wine all face ‘punishing tariffs’, Nick Clegg claims | The Telegraph
It’s NOT the economy, stupid: Brexit as a story of personal values | British Politics and Policy blog | LSE
Brexiters would rather trust the wisdom of ordinary people than the opinion of experts | Quartz
The One Weird Trait That Predicts Whether You’re a Trump Supporter | Politico
Brexit Voters: NOT the Left Behind | Fabian Society
Authoritarianism and Political Behavior by Janowitz & Marvick | Public Opinion Quarterly (Summer 1953)
Voters’ personality traits in presidential elections by Barbaranelli, Caprara, Vecchione and Fraley | Personality and Individual Differences 42 (2007) – PDF document
Personality Traits, Partisan Attitudes, and Voting Behavior. Evidence from Germany by Schoen | Political Psychology (August 2007) – PDF document
Grey Man Strategies 101: Peeling Away the Thin Veneer of Society | Imminent Threat Solutions
How To: The Modern Grey Man Philosophy | Loaded Pocketz
EU referendum results | The Electoral Commission
Back in August Google started to roll out changes to its Keyword Planner tool. Users who did not have an active AdWords campaign running on there account would no longer get search volume data. Instead an indicative range appeared.
Information that isn’t particularly useful.
Search volume as a directional metric is important for both online and offline communications:
Now PR people and branding specialists need to have access to an account with a continuous advertising spend running. Even if they aren’t doing any online-related work themselves.
The road to paid media only access has been a long one: KeyWord Planner had been announced in 2013, a result of Google rationalising some of the existing tools into one. Keyword Tool and Traffic estimator merged. KeyWord Planner was notable for requiring an AdWords account, this was a noticeable change and not too subtle hint from Google.
Unlike other product changes this latest ‘enhancement’ was not announced on any of the Google product blogs like Inside AdWords, but instead was acknowledged retrospectively by a Google spokesperson answering a question from Search Engine Land. It has been up to the community to explore the full implications.
One aspect is that if you reduce your Google advertising spend, you lose access to the data. So, PR, branding and SEO become inextricably linked with PPC advertising. Critics could accuse Google of abusing its market power with 95%+ share of search in Europe; but Google would argue that it has had to move this way because of bad actors. Secondly, since the service had been provided for free since it was launched at the end of 2008, there is never any guarantee that it would be free to use.
Google now has antitrust investigations coming at it in markets around the world, they probably just don’t care any more and its all about profit maximisation. If one looks at the Alphabet Group overall, Google is the obvious cash cow.
However it is ironic now that Russian search engine Yandex via its Wordstat tool provides better free information on search volumes than Google.
More information
What the heck is going on with Google Keyword Planner? | Search Engine Journal
Introducing Keyword Planner: combining the Keyword Tool and Traffic Estimator into One | Google Inside AdWords blog
Announcing the Search-based Keyword Tool | Google Inside AdWords blog
Yandex Wordstat
Microsoft finally let go of its licence for the Nokia license on May 19, 2016.
There is a lot of logic to this move:
For the businesses that have acquired the rights to use the Nokia name and the factories the upsides are harder to see.
The factories may be of use, however there is over supply in the Shenzhen eco-system and bottlenecks aren’t usually at final manufacture, but in the component supply chain.
There is still some brand equity left in the Nokia phone brand. I analysed Nokia along with a number of other international Greater China smartphone eco-system brands using Google Trend data.
There has been a decline in brand interest over the past 12 months for Nokia of 37%
Nokia still has comparable brand equity to other legacy mobile brands such as BlackBerry and Motorola
The brand equity is comparable to other value mobile brands. Honor; Huawei’s value brand has had a lot of money and effort pumped into it to achieve its current position.
But it’s brand equity doesn’t stack up well against premium handset brands from Greater China. The reason for this is that smartphone marketing and fast moving consumer goods marketing now have similar dynamics – both are in mature little differentiated markets. Brands need to have deep pockets and invest in regular advertising to remain top-of-mind across as large an audience as possible. Reach and frequency are more important than social media metrics like engagement.
In addition to advertising spend needs to be put into training and incentivising channel partners including carriers.
They are entering a hyper-competitive market and it isn’t clear what their point of advantage will be. Given the lock down that Google puts on Android and commoditised version of handset manufacture, the best option would be to look for manufacturing and supply chain efficiencies – like Dell did in the PC industry. But that’s easier said than done.
Garnering the kind of investment required to seriously support an international phone brand is a hard sell to the finance director or potential external investors.
Growth is tapering out.
The average selling price is in steady decline
This is partly because the emerging markets are making the majority new phone purchases.
Consumers in developed markets are likely holding on to the their phones for longer due to a mix economic conditions and a lack of compelling reason to upgrade.
All of the consumers that likely want and can afford a phone in developed markets have one. Sales are likely to be on a replacement cycle as they wear out. Manufacturers have done a lot to improve quality and reliability of devices.
Even the old household insurance fraud standby of dropping a phone that the consumer was bored with down the toilet doesn’t work on the latest premium Android handsets due to water-proofing.
More information
The answer to the question you’ve all been asking | Nokia – Nokia’s official announcement
Gartner highlights a more challenging smartphone sector for Nokia than when it “quit” in 2013 | TelecomTV
Nokia is coming back to phones and tablets | The Verge
So the Nokia brand returns.. with a Vengeance | Communities Dominate Brands
Supporting data slides in full
I came across this question on Quora and decided to post my answer with additional data points and information here as well.
This is a big question. In the answers that it will receive you are likely to see:
Before we get into the why, lets think about the nature of businesses.
Public listed companies generally don’t last forever
The AEI said that 88 per cent of the companies that made up the Fortune 500 in 1954 are gone. Yahoo! is between 21 and 22 years old depending which way you count its age.
Yahoo! has outlasted many of its peers:
Only MSN remains of the original brands that it competed against. If MSN wasn’t a Microsoft business, its survival would be questionable. Microsoft’s online services lost money from 2006 through 2010. By comparison, Yahoo! has kept making a profit – despite its issues.
Macro-effects
The technology sector has become a hunting ground for active investors. Back in the 1980s, American publicly listed brands were attacked by investors:
In the 1990s, factors changed:
Moving forward 20 years, the technology sector became in a similar place
Historic technology businesses have moved from being high growth to value businesses. This changed the nature of investors interest in them.
Google’s unique two-tier shareholding structure has proved to be an effective defence so far.
A business like Yahoo! looks like a classic corporate raid target as its value is less than the sum of its parts. It has a regular cashflow that could service a lot more debt at current interest rates. It has assets that can be quickly sold.
Capital has become much cheaper. This is partly a result of low interest rates set to keep the economy out of trouble in 2008. But there is also a lot of foreign capital and pension fund money looking for a home.
Missed opportunities
Given that we have the perfect vision of hindsight, Yahoo! missed key opportunities. Here are some of them.
Yahoo! failed to buy Google
Yes, Yahoo! did fail to buy Google. And their competitors failed to buy Google as well. Excite rejected the opportunity to buy Google for $750,000 in a deal arranged by Vinod Khosla. By comparison Terry Semel, then CEO of Yahoo! failed to buy Google for $5 billion. At the time Yahoo!’s entire market value was roughly $5 billion.
Yahoo! failed to buy DoubleClick
While Yahoo! was playing catch-up with Google on search. Google outbid the online industry to pay $3.1 billion for DoubleClick. DoubleClick provided advertisers with more opportunities to place banner ads than Yahoo! did.
Yahoo! failed to buy Facebook
Terry Semel offered $1 billion for Facebook in 2006. Semel wouldn’t go to $1.1 billion Facebook’s board wanted.
Yahoo! failed to sell to Microsoft
I don’t think that the Microsoft deal was a serious offer. There are reasons to be suspicious:
Yahoo! didn’t communicate these risk factors to shareholders. Which then left the door open for the Microsoft-funded Carl Icahn coup later on.
Yahoo!’s board has failed the company
I think that there is a stronger argument for this when you look at their selection of CEOs over the years
Problems in execution
Yahoo! had its fortune hitched to brand display advertising. Growth has dropped in this for the past ten years. Yahoo!’s declining advertisng revenues started in Q2 of 2006. Part of the problem was that Yahoo! had been too successful to begin with. Yahoo! sold its display advertising for way more than it was worth.
Yahoo! failed to monetise search as well as Google. And then handed its search business over to Microsoft, who failed to do as good as job as Yahoo! managed on its own.
Yahoo! failed to execute in mobile, despite some smart early efforts. Photo community Flickr was the default photo app on Nokia’s N73 blockbuster smartphone. The N73 launched at the end of April 2006. It was was one of the last things I worked on before leaving. Given that headstart Flickr could have been Instagram. Instead its a more specialist community of ‘proper’ photography enthusiasts. Yahoo! Messenger and Mail both worked on Nokia handsets from the mid-2000s. Yahoo! Go was an app which provided access to services including:
It could have provided the same function that Android provides for Google, but Yahoo! considered as ‘beta software’ right up to is finish in January 2010. Yahoo! has been providing Apple with weather information and stock data for the iPhone. Yet it hasn’t managed to build a successful iPhone app.
One way of illustrating the decline of Yahoo! in mobile is to look at the user numbers of Yahoo! mail, which seems to have peaked around September 2011.
Hotmail shows a linear increase over time, likely due to organisation changes as it has moved to the cloud and Gmail takes off, presumably on the back of Android – though iOS users also have Gmail accounts.
Yahoo!’s acquisition process was broken. Ever since Yahoo! wasted 1 billion dollars buying Mark Cuban’s Broadcast.com the business slowed down. Broadcast.com was a scare on the collective memory. Capital decisions took longer, acqusitions took longer. The cheque book was harder to open. Under Marissa Mayer, it was finally let loose, but the purchases seem to have made little difference.
Yahoo! failed to become a media company. Back when I was at Yahoo! we launched Kevin Sites in the Hot Zone – a sort of proto Vice News in 2005. Despite Semel’s Hollywood background, he and following CEOs never made it work. Despite the fact Yahoo! had joint ventures with TV networks in Australia and Canada. When Marissa Mayer finally managed to get talent in the door, audiences had moved to other sites:
Yahoo! failed to make social work. Yahoo! owned pioneer social brands:
Yahoo! products had a poor experience. I launched over 14 products at Yahoo! in just over a year. I only ever used 2 of them on a regular ongoing basis – Delicious and Flickr. Other products like Yahoo! 360, Yahoo! Answers or Yahoo! MyWeb 2 – fell into three categories:
Politics paid a part in this process. The Communications group (responsible for Messenger and Mail) had a lot of duplicate products. Yahoo! Photos was a bad version of Flickr. For storing your bookmarks there was:
This all bogs management down and sucks away resources. There were also so many projects that never saw the light, due to constant changes in priority.
More information
Fortune 500 firms in 1955 vs. 2014; 88% are gone, and we’re all better off because of that dynamic ‘creative destruction’ | AEI Ideas
Microsoft’s Bing/MSN Results Truly Horrifying — Loss Rate Balloons To ~$3 Billion A Year | Business Insider
Stupid Business Decisions: Excite Rejects Google’s Asking Price | Minyanville
A Microsoft First: Activist ValueAct Gets a Board Seat – WSJ
How Yahoo! Blew It | Wired
Yahoo! Could Have Bought Facebook For 2% Of Today’s Valuation | Business Insider
Sorry Microsoft, Yahoo — Google Just Got Bigger | Ad Age
A few days ago I explained why I thought that tracking was the problem that ad blockers are designed to deal with. From a consumer point-of-view the time it takes to load a page is unacceptable for a significant minority of internet users.
This comes at a time when mobile telecommunications services have become commoditised. For £29/month I get unlimited data, unlimited SMS texts, unlimited voice, free roaming across a number of countries around the world and 8GB of data when my phone is used as a modem for a laptop.
So how could a mobile carrier upsell me? The answer lies in going back to the late 1990s. In the UK, there used to be a mobile carrier called one2one. The service provider had a poor network, but needed to engage with business users and tech forward consumers. They did this with series of tariffs under the Precept brand. These tariffs had a couple of differentiated services in common:
Move forward the best part of two decades – handsets are now affordable to be purchased upfront for tech forward consumers, though Apple and Samsung looking to duplicate the car leasing model in the US. They are likely to roll it out internationally at some point.
The equivalent of priority numbers is multiple identities or accounts, differentiation that steps out of the mobile provider remit and into services provided via applications, for instance multiple email addresses.
Voice calls are becoming increasingly disinter-mediated through OTT messaging services. But ad-blocking on the network level offer a clear analog to the deployment of EFR, providing faster page load times for web content.
There are also benefits in terms of network utilisation and bandwidth capacity. This is especially important in countries like the UK where it is nigh on impossible to get planning permission for mobile masts due to consumer protests. But the most attractive part of ad blocking at the network is the product differentiation it affords mobile providers.
More information
Advertising isn’t the problem with ad-blockers | renaissance chambara
UK Gov’t Launches Anti-Adblocking Initiative, Compares It To Piracy | Slashdot
Three Group to tackle excessive and irrelevant mobile ads | Three UK media centre
One 2 One offers free daytime calls and souped-up GSM | V3
The UK’s £150m Mobile Infrastructure Project “not as successful as envisaged” | TelecomTV
Mobile World Congress (or in industry parlance MWC 2016) is where the telecoms industry goes to set out its stand. It has gradually changed from being a conference where the big issues of the day are hashed out, to more of a trade show a la CES or CeBIT.
From a brand point of view, it was of interest to me for two reasons:
I pulled this slide ware together for a talk I am giving at an internal event at an agency.
The first data that I have put together is looking at the amount of mentions that occurred regardless of the channel. It is a relatively easy data point to pull out of monitoring systems very quickly.
Obviously the value of mentions will depend on how many people view them, what is the context that the mention appears in. What was the content around it? Who said it, are they expert or trustworthy? So looking purely at the number of mentions would be crude, offering little value apart from nice PowerPoint slides.
Breaking the mentions down by platform gives an idea of relative marketing communications competencies of brands. So looking at Huawei and Xiaomi shows contrasting approach to building talkability and conversations. Huawei focuses on traditional media channels where as Xiaomi focuses on social.
By comparison LG and Samsung seem to have a more holistic approach.
I then moved on beyond the mention data to try and look at relative authority of whoever mentioned the brand and looking at the relative distribution by brand and channel.
I had done some initial analysis on the event in general here. These numbers showed how well brands had built high authority communities and the discussions around them.
What was quite surprising was the polarised authority of mainstream media sources. Newswire syndication had destroyed authority of many online traditional media channels. A second cross brand observation was the relatively low authority of the blogosphere.
These slides only start to delve into understanding talkability and are time consuming to create in comparison to looking at raw mention numbers, but offer superior strategic insight for both earned and paid media approaches for future launches.
I did some broad profiling of online conversations around MWC here.
After talking with a friend I pulled together a brief presentation for them which explained what Zero Based Budgeting (ZBB) practices at a client were likely to mean for an agency.
The key takeout for me are is one of attitude. ZBB isn’t about cost cutting but about spending the money in the most effective way where it matters the most.
Edelman’s Trust Barometer has become a kind of zeitgeist meter for the kind of people who go to the World Economic Forum at Davos.
This year Edelman talks about the Grand Illusion, that everyday people will follow the global elites. Income inequality and a growing realisation that the future won’t get better has gradually changed perceptions. It is yet another data point that signals the death of the American Dream and according to Citi the end of Pax Americana.
It is also worthwhile looking at BAV Consulting research on ‘the best countries in the world’ to see how country brand equity are now perceived.
More information
Prepare for the Post Pax-Americana era, says Citi – FT (paywall)
2016 Trust Barometer: Divide Opens Up Between Global Elite And Public | Holmes Report
U.S. News & World Report, WPP’s BAV Consulting & The Wharton School on best countries in the world | PR Newswire