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I’m a big fan of creative, engaging approaches to advertising, which is something I’ve covered before.
A lot of talk at the moment seems to be around brands using Facebook or Twitter for various campaigns, but it’s important not to forget YouTube as a potential engagement platform.
Little more than a decade ago, some wondered if Amazon.com might be a Ponzi scheme.
Today, the company has a market cap just under $85bn and has established a firm position as the 800 pound gorilla of online retail. But it has even bigger ambitions.
As senior manager of digital media communications, Joshua Karpf is part of a team that runs digital and social media programming for the $60bn food and beverage parent of such icons as Pepsi, Frito-Lay, Gatorade and Quaker Oats.
He will be delivering the keynote at the Econsultancy Peer Summit in New York on June 2.
Karpf has worked on a number of innovative programs, including Gatorade Mission Control, a digital engagement center at the core of the business, and PepsiCo10, a digital incubator that connects emerging media companies and PepsiCo brands.
We talked with him about innovation, emerging technology, and the value of failure.
I have a dislike for the word 'transition' when used in the context of describing the challenge of adapting organisational thinking, practice and output to be more aligned with the new networked, digital environment.
It suggests that there is a beginning, middle and end to the process of change that many organisations are undertaking right now. The reality, of course, is very different.
The requirement for businesses that play in the many markets that are being disrupted by new digital platforms and models is not just to innovate, but to continuously innovate. To adopt an approach to that is, I'd suggest, very different from that which is practiced in most organisations. Agile innovation.
Richard Anson is the CEO and co-founder of Reevoo, which aggregates verified reviews for brands and retailers.
I've been speaking to Richard about how he fosters a culture of innovation within the company, and how he sees the development of social commerce and Reevoo's role in this.
Roll the music, for I’d now like to announce the winners of Econsultancy’s Innovation Awards 2010. Before I do, I’d like to thank all of the expert judges who helped us in the process of making our minds up.
Aside from the lucky few winners, we have commended a number of other entries that stood out from the crowd. Commiserations if you missed out. The innovation bar was definitely raised in 2010, and - innovation aside - we were delighted by the sheer commitment to best practice by hundreds of firms who entered the awards.
So, here goes…
Ah, December. For many media folks it is a month of fat lunches and the parties. It used to be like that for me too, until we launched our Innovation Awards a couple of years ago.
Since then December has turned into a month of hardcore reading. Our in-house judging panel (me, CEO Ashley Friedlein and Research Director Linus Gregoriadis) spent the majority of the month poring over the 350+ entries, checking out sites and apps, and generally trying to make sense of things.
Last year was a great year for innovation, based on what we read. There are some amazing things going on in our industry.
Thanks to the popularity of social networks and online communities, the social gaming industry is booming. It's no longer a niche sector, and online games are now popular with people of all ages and demographics.
In fact, contrary to long-standing stereotypes, a survey published earlier this year revealed that the average social gamer is a 43-year-old woman.
Social gaming is a fast-moving landscape, and becoming increasingly significant as consumers are spending a greater proportion of their time playing online games. As evidence of this, London hosted the first European Social Gaming Summit at Chelsea Football Club recently, which explored the evolution of this rapidly emerging sector.
Say what you will about Hollywood's lack of creativity, but the industry is decidedly innovative when it comes to movie promotion. Take augmented reality, for example. At the AR Immersion 2010 event in Los Angeles, execs rattled off examples of movie and TV studios using augmented reality (AR) to drive ticket sales, video on-demand purchases, and DVD sales at retail.
AR development firm Total Immersion hosted the event. Jason Smith, the company's manager of pre-sales and product marketing for North America, outlined three ways these movie and TV studios are making AR part of their marketing plans.
Will any company ever be able to compete effectively against Google in the search market? Microsoft is trying, and spending a lot of money in doing so.
But Steve Ballmer might want to have a chat with IAC's Barry Diller. That's because Diller, who spent close to $2bn buying Ask.com in the belief that it might one day compete with Google, has come to the conclusion that Google just can't be beat in search.
One of the tech industry's favorite words is 'disruption'. You hear it all the time. Company X is disrupting some industry. Or Company Y has been disrupted and because of that, is on the brink of going bust.
On the surface, the concept of disruption seems fairly straightforward: young companies, many propelled by new technologies, enter markets and make a huge impact, often sending larger, entrenched players into a tailspin.
There’s a tug-of-war going on between location-based technology advocates and, well, the rest of the online population. Just 4% of online Americans are actually using location-based services, according to new data from Pew Internet. That paltry adoption hasn’t stopped startups like Foursquare and Gowalla from trying to entice advertisers to offer deals on their location-based platforms.
Now Facebook has entered the fray with its new “Deals” offering, which gives users exclusive deals when they check in at stores. Is it premature?