I wanted to share with you a document I recently prepared that attempts to both summarize the current challenges facing brand managers in France together with some ideas of how these challenges might be met. I believe the analysis makes sense for companies in many markets, so thought I would share it with you. To frame it for you: this paper was written as something that could be taken to a senior executive, so has an overall strategy (vs tactical) approach. It was inspired, in part, by a final exam question given to students in one of my international PR courses this spring. As always, I would be interested in your comments. In the coming weeks I will be digging into some of the ideas contained in this analysis, and will share the results with you.
French brand managers are facing a serious problem today: How does one achieve similar audience reach (as compared to traditional channels, especially TV) on new media/internet platforms for the purpose of brand awareness? The short answer is, one can't. As Shelly Palmer, a US-based expert on television advertising said in a recent presentation, nothing beats the scale of TV. It is the only place one can achieve large audiences presumably watching the same thing at the same time, including ads. Now we can debate whether people are actually watching the ads, but in terms of traditional measures of reach, TV is the only place to find it. Given that there may soon be fewer options on French television to purchase ads (all ads may soon be prohibited on French public television), plus an increase the cost of advertising on TV, this means a potentially dramatic cut in brand awareness among target audiences. As of today, there is no replacement that can deliver reach on the same scale, not even online.
Even if scale in advertising platforms can be reached, there remains the problem of the fragmentation of the brand exposure. This, combined with a documented lack of success in online ad viewing, means that the raw numbers don't necessarily add up to a similar level of brand exposure quality (to put it awkwardly). People simply don't have the same reaction to online banner ads as they do to television ads. The 30-second spot, the core of TV brand advertising, doesn't exist online and probably never will. There is nothing that replaces it in terms of effectiveness (even if, as we are starting to see today, this effectiveness is declining).
Major consumer brand companies, such as Unilever, Proctor & Gamble (P&G) and J&J are all experimenting with online media, social media and so forth. There have been both documented successes and failures, and there is much to be learned from them. But it is clear that the efforts underway are still viewed as relatively experimental at the companies, with executives publicly stating they aren't or cannot measure their success in terms of traditional ROI. While some of them are indeed achieving the gain of a large "audience" -- and I use that term advisedly – it is through very different mechanisms than advertising.
Clay Shirky wrote back in 2002, that one can't get both scale and interaction online. "Communities are different than audiences in fundamental human ways, not merely technological ones. You simply cannot transform an audience into a community with technology, because they assume very different relationships between the sender and receiver of messages." If you look at examples of brand "communities" online, it is clear that the difference between those that succeed and those that fail is the human relationship issue. This is another roadblock to preventing scale along former audience-driven/reach-driven lines. With the explosion of social networks, it is becoming clear that the only way to achieve scale is to turn over all control of the community to its members, and keep a light touch on the branding lever. Efforts by J&J, Purina and Pepsi offer examples (Pepsi is in the early stages) of this type of community.
One of the other lessons being learned is that the communities that brands develop really can't be about the brand. Rather, they are about some kind of "object" to which the brand is related, more or less obliquely. For example, J&J's Babycenter.com is about sharing information about babies and toddlers for the benefit of, mostly, moms. Purina's Petcentric.com is about people's pets. P&G's beinggirl.com is about the issues growing girls face in their lives.
There is a very interesting presentation available on the economics of Media 2.0, by Harvard Business Online/Director of the Havas Media Lab's Umair Haque that sheds a light on some of the strategies that media 2.0 companies should pursue. He identifies three mechanisms that allocate scares attention efficiently, the "holy grail" of media 2.0, and I would argue, marketing: revelation, aggregation and plasticity. The first relates to people sharing information, the second to the aggregation of this information into buckets that are more easily digestible (this aggregation happens both automatically and through voting platforms like Digg.com), and the third to the inevitable mashups that occur during this process. What is interesting, is that the profit here comes at the end of the cycle, not the beginning. It is after the information is disseminated, commented upon, processed and acted upon that someone is willing to pay money for the results of the "act" or, I would argue, the resulting "object".
Brands, who can play at all three levels, should especially focus on providing value towards the end of the cycle, where, instead of having people pay for the object with cash, people pay with attention to brand messages.
As Haque's presentation indicates, the economics of Media 2.0 also tells us that popularity is driven hyperefficiently by quality, not marketing. This has two major implications. First, it tells us that niche markets are incredibly valuable and they are winner-take all markets, meaning if you can own it early on, you will totally own it. In terms of brand communities, for example, it would behoove brands to figure out what their niche is and investing in building objects in that niche. This is what Petcentric.com has accomplished. There are other examples, from social networks for skiing to running and so on. These latter ones aren't owned by brands, but they are increasingly active. The second implication is that investment has to come in production, not attention. Brands have to ask themselves where production opportunities lie and move marketing budgets there. (There is a meme online now that products themselves have to have marketing built into them – the iPhone is an example.) The challenge is, of course, that it takes time to realize audience scale and ROI; we are talking years vs. months.
The new book Groundswell, written by Forrester analysts, states that "Awareness remains crucially important, so don't expect the groundswell to change that part of your marketing." In other words, brands will still use traditional marketing techniques, including, especially, the 30-second TV spot. Which brings us back to the original problem. If the opportunities to advertise are disappearing due to regulations and cost pressures, where does this leave us? In an awkward transitional phase where falling brand awareness is a very real possibility.
Another challenge brand managers have to deal with in this changing world is, as alluded to above, the potential for brand fragmentation. It becomes ever more difficult to express what the brand stands for over the astonishingly wide variety of formats and channels online. From search ads and banner ads, to Facebook widgets and YouTube video channels, it is easy for brand ablation to occur. Not only is it difficult to keep brand consistency in terms of look/feel across all these different channels, the very messages of the brand itself will work better in some places and formats than in others. Success in one place is no guarantee of success in another. This is, of course, complicated as consumers start talking about and mashing up your brand. So what stable point remains in all this upheaval? For one, the product itself. Quality has to remain consistently high. And, as I mentioned above, marketing is ideally "built in" to the product itself, so it therefore effortlessly matches the brand messaging. The second opportunity is working to have a similarly effortless link between the marketing object, which I have mentioned a couple of times, and the brand. To put it another way, it is as if two products are being produced, the one sold on the market (bought with cash) and the other "sold" to a community (bought with -- or perhaps "traded for "is a better phrase -- attention).
In France, there is another significant challenge, which is the low participation online of key demographics, particularly women between the ages of 25 – 44, according to the social technographics tool provided by Forrester. Women's participation is below average in all categories of online participation. What is particularly clear, is that women, for the most part, are not creators, nor are they joiners (which, as Forrester has stated, may mean that the opportunities for joining have been scarce, for example, Facebook has only recently provided a French language interface). If a brand is seeking to set up a brand community to create new relationships with its customers, particularly around awareness, this is a major challenge. They cannot simply build a social network and turn it on. They are going to have to provide large amounts of content up front that women can comment upon and collect. This is going to require significant time and financial investments.
The numbers of participants for French women increase for the late teens/early twenties, and for males, across the board, the numbers are higher. However, as is the trend across Europe and the US, the number of creators remains in the minority. So even if you are expecting to target teenage males, providing strong community management and content will be critical to success. At some point, the brand will likely be able to decrease its hands-on participation and/or support in terms of content creation (if they choose to do so), but this is a point probably measured in terms of years.
This double whammy of decreasing opportunity for advertising combined with a relatively low participation rate for new media for key audiences will be a tremendous challenge for brands in France over the next 3-5 years. There is no easy solution. A combination of media buys across both traditional and new media will likely not meet raw reach targets, and the results of new media advertising (search and banner, particularly) may not give the hoped for results, given people's resistance to advertising online. And yet, it is not all bad news, as we know that the effectiveness of social media marketing may be higher than traditional advertising. The value of the conversation, the value of the engagement (even though this remains difficult to measure today), may result in enough brand awareness and goodwill among engaged audiences that it makes up for the lack of sheer reach in terms of numbers. At least that is the social media marketing hypothesis, which, while it is as yet unproven on a large scale, offers some impressive results for early experiments.
Another option for French brands is to think about in-person marketing or event marketing. While expensive, it might offer a way to bridge the gap over the next few years, particularly in terms of generating awareness. Sponsoring sports teams, art groups, flash mobs, or school/community events are a few examples. Being physically present among the communities of people you are trying to attract to your online properties may provide the needed impetus for people to join. It would be ideal to tie offline world activities to the creation of the "object/s" of your online efforts. In fact, all offline marketing efforts should have a strong connection to online efforts.
Brands in France may be forced to adopt new media strategies and techniques uncomfortably early in the adoption cycle. In the end, however, most brands will have to move in this direction worldwide given global trends in technology, marketing and so on. By being forced to move online faster than they would have liked, it might give French brands a competitive advantage (or at least knowledge/practice advantage) in the long term. Brands will have to learn alongside their customers, which, while it will almost certainly result in some awkward missteps, in the end, it might result in stronger relationships, greater brand loyalty, and increased profits on the bottom line.
Really very interesting. Thanks a lot for sharing that article!


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Anaconda is a horror/adventure movie written by Hans Bauer, Jim Cash and Jack Epps Jr., and directed by Luis Llosa. It opened in April 1997, was a huge hit at the box office, and spawned three sequels.
When a documentary crew travelling through the Amazon jungle, picks up a stranded man, they are unaware of the trouble that will occur. This stranger's hobby is to capture the giant Anaconda snake, and plans to continue targeting it on their boat, by any means necessary.
Anaconda debuts on Blu-ray in an AVC encoded 2.40.1 anamorphic widescreen 1080p transfer. While there's more detail than there was on previous DVD releases of the movie, there's a bit of edge enhancement in some spots and the picture isn't quite as strong as you'd hope it would be. Colors look pretty good and the lush jungle provides a great visual backdrop for the goofy action to play off of, but skin tones are, in some spots, just slightly waxy looking. Black levels look nice and strong, however, and the flora and fauna in the various scenes really does look quite good. This isn't a great transfer, but it's okay.
The English language Dolby TrueHD 5.1 soundtrack is active and aggressive just as you'd expect it to be. The snake attack scenes feature some great surround usage and bass response is quite strong. Dialogue stays clean and clear throughout and the levels are all well balanced.
There are no problems at all with even a trace of hiss or distortion to note and overall, Anaconda sounds really good. Alternate TrueHD 5.1 tracks are included in French and Portuguese while a standard definition Dolby Digital 5.1 Surround Sound mix is supplied in Spanish. Subtitles are available in English, English SDH, French, Portuguese and Spanish.


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▶ News ▶ RGS student selected for elite GB cycling team
RGS student selected for elite GB cycling team
ENGLISH: Young crime writers craft a chilling tale
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A TALENTED Ripon Grammar School student is celebrating being selected for the elite British cycling team.
This means 16-year-old triathlete Abi Smith, who has also excelled as a mountain runner for England, is among the top eight junior cyclists in Great Britain.
The teenager, from Helmsley, will now be competing in a series of prestigious international races while committing to an arduous schedule of around 100 days a year training.
Abi, who joined RGS sixth form as a boarder in September, said she was thrilled to receive the call from the British Cycling Junior Academy: "It's very exciting but nerve-wracking too, knowing I'll be training with the best in the UK."
As part of her selection, Abi had to compete against 60 other riders in a national series of 30km races over three days in the North West Youth Tour and again in the London Youth Tour. She came a close second overall, just ten seconds behind the winner.
"It is so competitive to get into the national team, with 60 top athletes every year applying for a small number of places," said Abi, who is getting to know her new team mates at an induction training camp in Manchester this week.
"I was shocked to get in. I wasn't really expecting it as you have to be both a road and velodrome track rider, and I haven't really done much velodrome riding. But they said they could see potential," she said.
Abi, whose mother Ruth is an events organiser and father Stephen a forester, had to keep quiet about her news for several weeks, until the official announcement was made: "I was at school when the Academy called and couldn't tell any of my friends. That was difficult," she says.
Although the team is based at the Derby Velodrome, Abi will do most of her training in North Yorkshire: "I'll be spending about a third of the year training on my bike, doing road rides from school and with the local Moonglu and Clifton cycling clubs.
"I have spent the past six years doing sport every day, training around ten hours a week, so I'm used to it and will give it a go."
She says being on site at school all week is ideal: "The good thing about being a boarder is I can use all the sports facilities at school if I have to and because I don't have to travel every day, I have more time to spend on homework and in the gym.
"There are some good hills in these parts, like Lofthouse and Brimham Rocks. It's a new area that I'm really enjoying exploring."
Also a keen cyclist and swimmer, Abi has been competing in triathlons since the age of ten, taking part in National Super Series events all over the country, and regularly finishing in the top five.
She recently led her England team mates to a bronze medal win when she was first to cross the line for her country in the Under-17s Home International Mountain Running Championships in Ireland.
But she will be now putting running on hold to focus on cycling: "It's a bit sad about stopping the running. But out of the three sports in triathlon, cycling is definitely my favourite. And I think it will be easier to concentrate on one sport."
Taking PE, psychology, biology and geography at AS level, Abi hopes to study a sports-related subject at university: "I am quite a hard worker in school and have always enjoyed relaxing and letting off steam by going for a bike ride. But I am very competitive too."
PHOTO CAPTION: Abi heading off on a training run to Brimham Rocks from her boarding house at Ripon Grammar School
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Apr 27, 2018 The state mining board on Thursday again denied a local concrete quarry and moving the operation south of Little Turkey Creek Road.


text:
Like most open source projects, we ask that you fork the project and issue a [pull request](#pull-requests) with your changes.

We encourage small change pull requests, the smaller the change the quicker and easier it is merged.

## Dependencies

To build the Gulp Component Helper locally, you'll need to install:
 * [node.js](http://nodejs.org),
 * [Gulp](http://gulpjs.com),

## Workflow

1. Fork the project
2. Clone down your fork
`git clone git://github.com/skyglobal/spinners.git`
3. Setup your 'upstream'
`git remote add upstream https://github.com/skyglobal/spinners.git`
4. Create a topic branch to contain your change
`git checkout -b feature-my-feature`
5. Make sure [CHANGELOG.md](./CHANGELOG.md) includes a summary of your changes in a new version number heading
6. Make sure you are still up to date with master
`git pull upstream master`
7. If necessary, rebase your commits into logical chunks, without errors.
8. Push the branch up
`git push origin my-awesome-feature`
9. Create a pull request and describe what your change does and the why you think it should be merged.

## Running Locally

 * `gulp serve` :  Run server on port 3456

## Releasing (admin only)

`gulp release`

This will automatically bump the 'patch' section of the version number.

To bump a different area of the version number you can also use `major|minor|patch|prerelease` e.g. :

`gulp release --version prerelease`

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text:
Art in Your World
These are the avid ramblings of an obsessive reader, ambitious writer, and musical stalker.
Prince: The Beautiful Ones
Book Reviews	by caitlinrambling September 8, 2020 September 8, 2020
Prince would have never released this memoir. If you know anything about Prince, you know he was a creative perfectionist. Tinkering with songs until they were impeccable, throwing ideas around until they had real heft, practicing the guitar for hours on end, that was Prince's way. This patch-work story failed to meet Prince's standards and our own.
And to be brutally honest, it is entirely the 'editors' fault. Dan Piepenbring made a name for himself entirely off of someone else's work. He threw Prince's drafts together, added an introduction, and sent it to print. Not only is that something that Prince would never have done, it is an insult to his memory, and leaves a bad taste in the mouth. After reading this memoir, not only don't I dislike Piepenbring's character, but I refuse to read anything else he touches.
We all know that Prince died too soon. But he did not die without an ambition for his memoir. Something that Piepenbring attests to in his very long introduction. During those pages, Piepenbring recounts meeting Prince and the many ideas they talked about.
Prince wanted to discuss racism. And how controlling one's artistic rights is a form of liberation from capitalistic slavery. He wanted to talk about art in the eye of the beholder and how popularizing music styles was a form of rebellion and cultural integration. He wanted to showcase how his life was an example for other artists out there. Prince wanted to explain the mistakes he made from a business point of view and artistic one. He hoped others artists would feel the same freedom he had when he won ownership of his songs after a long and drawn-out legal battle. Prince wanted to tell a story that people could learn from and think about. Because Prince wasn't just a musician, he was also the embodiment of desire. Of all desires and of one specific zeal, he was the question, how can we make this world into what we want it to be?
As much as we all wish we could've read Prince's full thoughts on these ideas and questions, it's just not possible. But that doesn't mean we should ignore them as though they died with him. Prince as an idea is immortal and should've been paid that respect when compiling this memoir.
There were so many artists and friends and family in Prince's life. People he talked to, people he worked with, people he spent time with and admired, having some of those people write essays and the missing parts from his incomplete story would've been an easy and respectful way to complete his memoir with the purpose it desired. Alicia Keys, Barack Obama, historians, anthropologists, entrepreneurs, they were and are all great choices that come to mind.
If Piepenbring had done that, then maybe I would be saying something different about his work right now. But as it stands, this work, is not his. This memoir is exactly what Prince had fought against his whole life. Prince wanted to control his work and the quality of it, he didn't want others benefitting from his name, yet that's what Piepenbring did. He released the drafts of the stories Prince had been working on, something he would never have done himself, added an introduction to claim his right, and released it. I know I'm repeating myself when I say this, but the obvious disrespect Piepenbring brought to Prince's name is astounding.
I do not recommend reading this memoir or benefitting Piepenbring in anyway.
artsbiographycapitalismdan piepenbringlawsuitsmemoirownershippiepenbringprinceracismreviewstoriesstorythe beautiful onesworks
A Lotus Grows in the Mud by Goldie Hawn
More Myself by Alicia Keys
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text:
William S. Hart
HART, William S., 82, passed away Thursday, September 2, 2021. Born in Louisville, he retired from Ford Motor Company after 37 years where he was a Supervisor on the Assembly Line and was an Army Veteran where he served from 1956-1959. William also worked for Churchill Downs for over 20 years as a mutual teller. He was a member of Local Union #862, American Legion Post St. Andrews #229, Moose Lodge #13, Knights of Columbus, and Fraternal Order of The Eagles. He was also a semi-professional bowler at Thelma, Tin Pin, and Pee Wee Reese Bowling. After retirement, William moved to Cape Coral, FL. He was preceded in death by his parents, Lonnie and Thea Hart. He is survived by his children, Jill Gardner (Keith), Pam Young (Eddie), and Stacie Boles (Sam); grandchildren, JD Gardner (McKensie), April McGrath (Brad), Katy Jo Groft (Sam), and Nick Shannon; and four great-grandchildren. His memorial service will be at 7 p.m. Friday, September 10, 2021 at Owen Funeral Home, 5317 Dixie Hwy. Visitation will be from 3 p.m. until time of service Friday at Owen Funeral Home. Expressions of sympathy may be made to Disabled American Veterans (https://secure.dav.org).
HART, William S., 82, passed away Thursday, September 2, 2021. Born in Louisville, he retired from Ford Motor Company after 37 years where he was a Supervisor on the Assembly Line and was an Army Veteran where he served from 1956-1959. William... View Obituary & Service Information
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LONDON, Nov. 23, 2017 /PRNewswire/ — Premium car rental marketplace, Lurento, has appear the barrage of its account in the United Arab Emirates. Barter can now hire affluence and sports cars in Dubai and Abu Dhabi.
"Dubai is a arch area for affluence travelers and sports car enthusiasts alike. Our barter will acquire the befalling to acquire from a lot of models this anniversary season, forth with the best deals. In accession to top European brands such as Ferrari, Lamborghini, Porsche, Mercedes and BMW, Lurento now offers Cadillac, GMC, Lincoln and added exceptional cars from US brands," says Milan Krstanovic, Accomplice Relations Manager.
As the better affluence car rental service, Lurento offers an unparalleled alternative of exceptional cars, affluence cars, sports cars, and supercars. Launched in 2016, Lurento has bound added its European operation, and is now based in 80 cities beyond the continent. The barrage into the United Arab Emirates marks the abutting affiliate in the firm's agitative and aggressive amplification strategy, and is the company's aboriginal adventure alfresco Europe.
"While the exceptional and affluence car articulation is covered by acceptable car rental operators, the alms is added burst than the broader area with a cogent cardinal of smaller, absolute operators. This creates abrasion in the market, as absolute operators generally abridgement afterimage to entering travelers. Potential admirers may, on the added hand, be alert of ambidextrous with alien providers. Lurento bridges this gap through alms a aloof area for operators and admirers to interact, accretion afterimage for baby providers accoutrement this alcove articulation while facilitating the action and creating assurance for barter to hire their dream cars or specific, exceptional models," says Nicolay Nedrelid, Founder & Corporate Advisor at Nedrelid Corporate Advisory, an absolute consulting bazaar focused on the car rental industry.
As two of the world's best accepted biking destinations, Dubai and Abu Dhabi action a advanced ambit of activities for the acute traveler, with the Abu Dhabi Grand Prix aloof one of the abounding highlights affairs in sports car admirers from about the globe.
"With such able accumulation and a lot of requests from our clients, we've absitively to acquire accomplice companies and accomplish their account accessible for barter worldwide. It will additionally serve as head for a cardinal of appearance we'll analysis to advance our account and accommodate the absolute rental acquaintance for our customers," says Mihailo Dhoric, CEO.
The abutting bristles years are advancing to be a aeon of fast advance in the arena too, with the government announcement projects such as The Dubai Marina development to added add to the region's tourism credentials. While VAT will be alien in 2018 at a amount of 5 percent, it is not accepted to acquire a cogent appulse on the car rental sector.
Europe's arch exchange for affluence and sports car rental redefines the car rental acquaintance for companies, admirers and fast cars enthusiasts. Powered by technology, abstracts and bogus intelligence, Lurento has bargain the admission amount into the affluence car rental market, authoritative celebrated cars accessible to a added audience. Lurento helps bounded car rental companies advance bare inventory, anticipate annexation and artifice and get admission to admirers worldwide.