"...As Consumers Continue Using the Internet as Their Computers, Prepare for a Broader Media Upheaval...". In a closet in a spare bedroom of my house is a crate of PC-software programs on CD-ROMs and DVDs. There are dozens of them neatly wedged into their plastic cases -- financial programs, graphics programs, encyclopedias, games, business applications and hobby applications. And they all seem, suddenly, like strange artifacts from the past. Sometime in the past few years, most of us began ...
Think Different: Maybe the Web's Not a Place to Stick Your Ads
Written by Webmaster
Tuesday, 18 March 2008
"Steve Jobs hates the internet." So jokes a contact of mine whenever he laments what he regards as Apple's relatively paltry investment in web advertising. The point that person -- who once had a stake in that investment -- is trying to make is not that Mr. Jobs is actually a closet Luddite but that Apple, one of the world's strongest brands, isn't as experimental as it should be and, as such, isn't contributing enough to the gold rush that is the digital-advertising business.
Life was simpler when digital media emerged in the mid-1990s. Budgets were tiny and the specialists in "interactive" had plenty of glamour, even if they often lacked power or engendered resentment. Now that digital has become so pervasive, managing it is a conundrum. Many marketers still have centralized digital specialists, but the trend has been in moving digital expertise and/or management into teams that handle everything else. For example, Unilever -- Advertising Digital Marketer of the Year
The brightest person I have met in marketing was a consultant who had a double first from Oxford in mathematics and physics. Brain the size of a planet? This guy's frontal lobe alone covered most of space between here and Alpha Centuri. He had an extraordinary recall of psychological, sociological and marketing theory. He had an exceptional skill in dissecting and reconstructing problems. But he was a lousy planner for two very simple reasons. Firstly, because he had failed ...
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"...As Consumers Continue Using the Internet as Their Computers, Prepare for a Broader Media Upheaval...". In a closet in a spare bedroom of my house is a crate of PC-software programs on CD-ROMs and DVDs. There are dozens of them neatly wedged into their plastic cases -- financial programs, graphics programs, encyclopedias, games, business applications and hobby applications. And they all seem, suddenly, like strange artifacts from the past. Sometime in the past few years, most of us began ...
"Steve Jobs hates the internet." So jokes a contact of mine whenever he laments what he regards as Apple's relatively paltry investment in web advertising. The point that person -- who once had a stake in that investment -- is trying to make is not that Mr. Jobs is actually a closet Luddite but that Apple, one of the world's strongest brands, isn't as experimental as it should be and, as such, isn't contributing enough to the gold rush that is the digital-advertising business.
Life was simpler when digital media emerged in the mid-1990s. Budgets were tiny and the specialists in "interactive" had plenty of glamour, even if they often lacked power or engendered resentment. Now that digital has become so pervasive, managing it is a conundrum. Many marketers still have centralized digital specialists, but the trend has been in moving digital expertise and/or management into teams that handle everything else. For example, Unilever -- Advertising Digital Marketer of the Year 2.jpg){kind=small}
The brightest person I have met in marketing was a consultant who had a double first from Oxford in mathematics and physics. Brain the size of a planet? This guy's frontal lobe alone covered most of space between here and Alpha Centuri. He had an extraordinary recall of psychological, sociological and marketing theory. He had an exceptional skill in dissecting and reconstructing problems. But he was a lousy planner for two very simple reasons. Firstly, because he had failed ...
