The New Generation Of Smart TVs Will Reinvent Online Shopping

Main Entry Image

As was seen at this year’s Consumer Electronics Show in Las Vegas, the newest generation of smart TV consoles is reinventing the way consumers watch television and shop online. According to Strategic Analytics, smart TVs represented one-third of all global flat panel television shipments in 2013 and is expected to grow to 73% within the next three years. It’s clear to see that smart TVs will dominate as the standard household entertainment device by the end of the decade.

This is important to retailers because smart TVs give consumers the freedom to kick back and enjoy the ultimate convenience of shopping online while watching their favorite programming. For example, if they see something they like in a commercial, the path to purchase is through a simple click. “Our consumer survey data shows that around 50% of Smart TV owners across the USA and major European markets are currently using their TV’s Internet capabilities, so vendors must continue to add compelling applications and services to entice consumers to utilize their platforms,” Eric Smith, analyst (1). So along with ecommerce and M-commerce, T-commerce will be joining the fray in retail shopping innovation (2,3).

 

Source: http://www.huffingtonpost.com/

advertising.aol.com  | by  John Gregory

 

10 Corporations Control Almost Everything You Buy

(Click to enlarge)

Ten mega corporations control the output of almost everything you buy; from household products to pet food to jeans.

According to this chart via Reddit, called “The Illusion of Choice,” these corporations create a chain that begins at one of 10 super companies. You’ve heard of the biggest names, but it’s amazing to see what these giants own or influence.

(Note: The chart shows a mix of networks. Parent companies may own, own shares of, or may simply partner with their branch networks. For example, Coca-Cola does not own Monster, but distributes the energy drink. Another note: We are not sure how up-to-date the chart is. For example, it has not been updated to reflect P&G’s sale of Pringles to Kellogg’s in February.)

Here are just a few examples: Yum Brands owns KFC and Taco Bell. The company was a spin-off of Pepsi. All Yum Brands restaurants sell only Pepsi products because of a special partnership with the soda-maker.

$84 billion-company Proctor & Gamble — the largest advertiser in the U.S. — is paired with a number of diverse brands that produce everything from medicine to toothpaste to high-end fashion. All tallied, P&G reportedly serves a whopping 4.8 billion people around the world through this network.

$200 billion-corporation Nestle — famous for chocolate, but which is the biggest food company in the world — owns nearly 8,000 different brands worldwide, and takes stake in or is partnered with a swath of others. Included in this network is shampoo company L’Oreal, baby food giant Gerber, clothing brand Diesel, and pet food makers Purina and Friskies.

Unilever, of soap fame, reportedly serves 2 billion people around the world, controlling a network that produces everything from Q-tips to Skippy peanut butter.

And it’s not just the products you buy and consume, either. In recent decades, the very news and information that you get has bundled together: 90% of the media is now controlled by just six companies, down from 50 in 1983, according to a Frugal Dad infographic from last year.

It gets even more macro, too: 37 banks have merged to become just four — JPMorgan Chase, Bank of America, Wells Fargo and CitiGroup in a little over two decades, according to this Federal Reserve map.

The nation’s 10 largest financial institutions hold 54% of our total financial assets; in 1990, they held 20%. As MotherJones reports, the number of banks has dropped from more than 12,500 to about 8,000.

The numbers are stark, and the charts visualize the mind-bending reality. This is the world we live in.

Source: http://www.policymic.com

Seminário e Workshop – Samsung Smart TV Development

SAMSUNG-WKS01

A Universidade Lusófona e a Samsung Portugal, realizam no dia 6 e 7 de Novembro um seminário e workshop sobre Smart TV Development no campus da universidade, direcionado a alunos, professores e empresas parceiras.

Direcionado a um setor de mercado em franca expansão, que alavanca um enorme conjunto de oportunidades de mercado, a Universidade Lusófona e a Samsung Portugal trazem a Portugal uma equipa de formadores de desenvolvimento

O seminário e workshop, também direcionado a parceiros, é gratuito mas o número de inscrições é limitado.Smart TV para apresentar novas tendências e promover não só o conceito de desenvolvimento de apps para esta área, mas também para partilhar conhecimento e experiência no desenvolvimento concreto de aplicações, que será desenvolvido num workshop onde os participantes irão ter uma verdadeira experiência de desenvolvimento com recurso ao Software Development Kit da Samsung.

 

The Smart TV App Revolution Is Coming: Here’s What You Need To Know

SmartTVFeatures

The app store phenomenon, centered on smartphones and tablets, has been the biggest story in software for the past five years.

Its next logical destination: the living room, via smart TVs and set-top boxes connected to the Internet. Smart TV apps would represent yet another threat to the struggling pay TV industry.

 

In a new reportBI Intelligence looks at the data and trends behind the TV app market, explains why it’s still nascent and messy, and why significant growth seems inevitable. A successful TV app platform could significantly shift the balance of power in entertainment, and allow for much greater probabilities of success among newcomers versus incumbents.

 

 

Access The Full Report And Data Including The PowerPoint Version By Signing Up For A Free Trial Today >>

Why is an apps-enabled living room so exciting?

Consider the market:

  • There are some 800 million pay TV households worldwide, according to MRG.
  • In America, the average person still spends more than four hours per day watching TV, and more than five hours per day engaging with all screens, according to Nielsen.
  • TV also still represents the majority of worldwide ad spending: $350 billion last year, or 63% of all ad spending, according to Nielsen.

 

Innovation in the TV space is inevitable:

  • Consumers want it: A survey by Nielsen and YuMe found that 17% of Internet connected TV users plan to decrease or cancel their cable subscription in the coming year.
  • TV is ripe for app-led innovation: The old guard, represented by cable and entertainment conglomerates, will not be able to fend off improvements and user experience innovations like those that apps are bringing to mobile phones.
  • The devices are there: the Smart TV revolution will not just be led by new TVs with built-in Internet connections. Consumer will also adopt less expensive game consoles and set-top boxes like Roku and Apple TV, which transform traditional TVs into Smart TVs with access to app stores. At least 20% of U.S. consumers already have their TVs connected in one of these ways.
  • The operating systems and app stores are thereTVs would offer mobile-based apps a new screen to conquer. Apps would be able to sync across PCs, tablets, smartphones, and TVs. Smart TVs and set-top boxes will likely run on mobile operating systems, iOS and Android.
  • The players are in place: Apple and Google seem like logical smart-TV leaders — Apple through its skill of designing and marketing great platforms, and Google through its prowess in digital video and advertising. Also, pay attention to Samsung and Microsoft, among others. But consumers won’t gravitate to smart TV apps until the app stores are stocked with well-curated collections of great software.

 

But there are plenty of barriers to a successful TV-based app ecosystem:

The report is full of charts and data that can be easily downloaded and put to use.

 

In full, the report:

  • Looks at data on Internet connected TV adoption among consumers
  • Digs into new video consumption behavior and explains how an app-centered TV will leverage the trend toward digital video
  • Discusses the cast of characters — from media and cable conglomerates to manufacturers and software giants — trying to get into the smart TV space, and who will likely win
  • Looks at what consumers are doing on their app-enabled TVs
  • Juxtaposes alarming trends in the pay TV market, with healthy growth in Internet-enabled TV usage
  • Examines what needs to happen for smart TVs to emerge as a key app development platform

For full access to the report on Smart TV Apps as well as our archive of over 100 in-depth reports and hundreds of charts on mobile computing, digital video, and the Internet, sign up for a free trial subscription today. 
DAN FROMMER OCT. 5, 2013, 11:15 AM   in http://www.businessinsider.com

Appetite For Smart TV Grows

A new U.S. study into the impact of Smart TV advertising and consumer behavior, by YuMe and LG Electronics, to better understand how consumers are engaging with ads within Smart TVs, includes data on the Smart TV audience’s behavioral, lifestyle and psychographic profile. With global Smart TV shipments reaching 12.7 million units in the first quarter of 2013, the appetite for Internet-connected TV is growing among consumers, creating a thriving platform for brand advertisers, says the report.

The study examined consumers within a natural living room environment, interacting with and sharing their perceptions of different Smart TV ad formats, while testing brand metrics including recall, favorability, and purchase intent. 67% of respondents indicate that they have engaged, or would consider engaging with, a Smart TV ad because it advertises products/brands they are interested in.

Youngjae Seo, Vice President of Smart Business Center at LG Electronics, says “Smart TV… a unique and exciting opportunity for consumers to interact and respond directly to an ad in-screen… brand advertisers find better ad campaign effectiveness and ROI on Smart TVs… accompanied with traditional TV…”

Big screen convenience is the most common primary advantage, say the respondents.

Advantage of Smart TV AD
Benefit % of Respondents
Big screen more convenient to watch

45%

Large variety of different types of ads

14%

Can purchase the product right away

13%

More trustworthy

11%

More informative

7%

Ads are intriguing and interactive

6%

Ad format is innovative and interesting

5%

Source: YuMe/Nielsen, August 2013

Picture in picture ads on SmartTV leads to increase in most campaign metrics.

Key Campaign Metrics
  (Positive Response; % of Respondents)
Measurement Traditional TV SmartTV
General recall

42%

52%

Brand recall

34%

66%

Message recall

26%

44%

Ad likeability

54%

64%

Purchase intent

66%

58%

Recommendation

66%

70%

Source: YuMe/Nielsen, August 2013

The Smart TV is being used for more than just TV. Many users report high app usage and 17% are likely to decrease or cancel their cable subscription in the upcoming year, a 13% increase from last year.

Features Used At Least Once A Week
Feature % of Respondents
Watching free Internet video content

61%

Browsing the Internet

60%

Watching paid Internet video content

50%

Connecting to social network service

34%

Use application

31%

Playing online games

29%

Downloading application

24%

Using video telephone (Skype)

23%

Source: YuMe/Nielsen, August 2013

90% of Smart TV owners are satisfied with their devices and 81% prefer using a Smart TV over a traditional TV set. 63% would like a 2nd Smart TV for bedroom.

Viewers of Smart TVs are generally young, higher income professionals. Smart TV users are tech savvy, professionals with an influential role on household purchase decisions. They are also likely to pay a premium for the latest technology and brand names.

Respondent Profile

  • 42% under 40 years old
  • 35% over $120K HH Income
  • Most Smart TV households are multiple person dwellings
  • Smart TV purchasers have high purchase decision responsibility within their household
  • 78% are Married or Living with partner

 

Age            % of Respondents

  • 25-29     15%
  • 30-34     14
  • 35-39     13
  • 40-44     12
  • 45-49     12
  • 50-54     12
  • 55-59     13
  • 60-64     10

Source: Source: YuMe/Nielsen, August 2013

The report indicates that users of Smart TVs can be categorized in four distinct user segments, finding that affluent technologists and social youngsters were most receptive to Smart TV advertising. The four segments are described as:

  • Affluent technologists
  • Social youngsters
  • Traditionalists
  • Mid-life families

Segmentation Overview

Affluent Techie (22 %)

  • Enthusiastic about new technology and entertainment
  • Willing to pay more money on new products and technology
  • Younger and well educated
  • Higher household income
  • Have strong responsibility for supporting family
  • Make good use of Smart TV features and react actively towards Smart TV ads
  • Have purchased products advertised

Social youngster (25 %)

  • Interested in new technology and entertainment
  • Regard social bonding important and use social network service frequently
  • Younger and well educated
  • Medium household income
  • Sometimes use Smart TV features
  • Accept Smart TV ads by searching more info. of the products advertised

Traditionalist (19 %)

  • Don’t have a lot of interest in technology
  • Less focus on family and social network
  • Don’t want to pay much additional money for new products
  • Older and lower household income
  • Sometimes watch TV alone
  • Use Smart TV like traditional TV (concentrate more on only TV, don’t use Smart features often)
  • Rarely click on Smart TV ads

Family oriented midlife (35 %)

  • My family is always first
  • Don’t have a lot of knowledge in technology
  • Purchase goods for family
  • Practical in spending
  • Older and highest household income
  • Spend more time watching TV and satisfied with current TV
  • Don’t use Smart TV features skillfully
  • Rarely click on Smart TV ads

Michael Hudes, Executive Vice President of Emerging Markets, YuMe, says “… results… affirm a growing Smart TV market… opportunity for advertisers to increase brand engagement through Smart TV… understanding how people engage with Smart TVs… “

For additional key findings from the YuMe-LG study, as well as methodology and a copy of the full report, please visit here.

by , Yesterday, 17 September

Smart TV – Smart experiences!

Um novo território a ser conquistado.

Smart TV – Smart experiences!

O mercado das novas tecnologias tem registado nos últimos anos uma grande evolução, quer do ponto de vista da própria tecnologia em si, quer na forma como os utilizadores experimentam novas sensações e emoções que levam a novos desenvolvimentos, melhorias e a uma constante geração de valor.

Este facto sente-se sobretudo ao nível dos smartphones e tablets, com uma predominância para a solidificação de conceito emergente de equipamentos “smart” – equipamentos multifuncionais capazes de melhorar a nossa experiência no dia-a-dia, aliando os fatores mais utilitários da vida pessoal do utilizador à vertente profissional e do entretenimento. Desde ouvir música, à visualização do e-mail, passando pela gestão de tarefas do dia-a-dia, trabalho e cooperação em redes de trabalho, acesso a noticias, leitura de livros, aceder a redes sociais, ver filmes e uma vasta oferta de diferentes tipos de jogos, tudo é acessível e assente num conceito de APP – aplicações que agregam em si as diversas ações possíveis que o utilizador pode aceder comodamente a partir do seu equipamento.

Todo este campo experiencial acabou por sedimentar a ideia de que para tudo pode haver uma APP, ou que há uma APP para tudo e mais alguma coisa, à distância de um click na palma da nossa mão, justificando cada vez mais esta tendência de SMART Users, que usam equipamentos SMART num novo estilo de vida também SMART.

Este processo acaba por alavancar outras áreas das indústrias criativas que encontram assim várias oportunidades de desenvolver conteúdos SMART, para os diferentes tipos de equipamento, assente numa visão abrangente de desenvolver conteúdos de uma forma integrada, para estar disponível e ajustado a vários equipamentos, sob o conceito a que também se pode chamar SMART Media.

A televisão, a caixa que mudou o mundo, continua a surpreender numa altura em que muitos já haviam ditado a extinção da sua relevância, aliando-se a esta tendência SMART, seguindo as boas práticas e o sucesso de outras áreas, procurando o seu espaço e criar o mesmo tipo de ligação afetiva, utilitária e de entretenimento com os utilizadores, permitindo até, muitas vezes, ser uma extensão de todos os outros equipamentos que o utilizador já usa, como é o caso do Smartphone e tablet.

Embora as SMART TV’s, não tenham a mobilidade que os smartphones e tablets têm, estas permitem outros tipos de experiência complementar proporcionada através de um ecrã maior com uma maior profundidade sensorial e um tipo de relacionamento com o equipamento mais prolongado, bem como a visualização de outro tipo de conteúdos, potencialmente mais ricos.

Aqui também o processo de interatividade é um campo cada vez mais aberto de possibilidades, onde o simples manuseamento de um telecomando pode ser substituído por comandos de voz ou gestos, permitindo explorar outros campos sensoriais do utilizador e ao mesmo tempo, abrir outras áreas de interesse de cariz mais utilitário e de companhia num espaço mais intimista, familiar e privado como é a nossa casa.

Mais do que a atividade de desenvolver aplicações, é importante pensar numa lógica de gerar valor, gerar relacionamento e adoção por parte do público e dos utilizadores, e de criar um compromisso entre o conteúdo e o seu lado prático e utilitário, para assim lhes disponibilizar informação, conhecimento e entretenimento através de um equipamento que há muito tempo faz já parte dos lares.

Com o elevado incremento das possibilidades interativas que a SMART TV disponibiliza é também crucial a análise e estudo sobre a usabilidade de cada aplicação, tendo em conta o público-alvo, os seus hábitos e estilos de vida, os seus comportamentos, identificando também eventuais limitações que possam existir.

No entanto, embora as questões tecnológicas, o lado inovador de interação e a respetiva usabilidade aplicacional sejam muito importantes, o conteúdo em si continua a ser o mais relevante e é isso que move os utilizadores para dentro da SMART TV e para dentro das aplicações. Existem inúmeras aplicações tecnologicamente perfeitas e do ponto de vista de usabilidade bem desenvolvidas, mas que nunca viram a luz do sucesso, entenda-se, grande adesão por parte do público, devido aos fracos conteúdos. Tal como no revés da medalha, existem inúmeras aplicações com um conteúdo relevante e interessante, mas cuja usabilidade e funcionalidade aplicacional compromete a experiência de consumo do conteúdo.

É por isso importante balancear bem as questões de desenvolvimento tecnológico da aplicação, apostar numa boa usabilidade e facilidade de utilização e num conteúdo relevante para os utilizadores, e procurar evitar o erro de ter demasiado texto, que obrigue o utilizador a uma leitura demorada, afinal, perante uma televisão, espera-se uma experiência televisiva, com conteúdos de imagem em movimento, com conteúdos multimédia.

Não se pode esperar que o utilizador de SMART TV procure o mesmo tipo de experiência de navegação e de utilização de um smartphone ou de um tablet, como por exemplo navegar na internet, aceder a redes sociais ou a outro tipo de conteúdos tradicionalmente acedidos por um PC. Embora em alguns casos possa até ser semelhante, a experiência de utilização da SMART TV, a relação com o conteúdo é à partida diferente e deve-se entender como um elemento complementar à experiência dos outros equipamentos, procurando até a sua integração e explorando o conceito da existência de um segundo ecrã com o intuito de intensificar e melhorar a experiência global.

Desenvolver aplicações para SMART TV é assim um desafio multidisciplinar, onde temos a necessidade de unir várias valências que vão desde a programação, passando pelo design e estudo de usabilidade e pela produção ou agregação de conteúdos segmentados, objetivos e devidamente selecionados para os públicos-alvo, dando a opção ao utilizador de controlar a forma como e quando quer visualizar o conteúdo.

Ao contrário do que acontecia há alguns anos, as pessoas paravam apenas perante a televisão, ouviam pontualmente rádio e liam jornais para se manterem informados, ou para meramente disfrutarem de momentos de ócio, recorrendo a conteúdos que aí eram disponibilizados. Com o aumento e dispersão de novos meios, assim como a dispersão da atenção por parte dos públicos, é necessário ganhar novamente terreno no relacionamento com o público, o que significa em si um novo desafio e um novo trabalho de marketing em identificar e segmentar novos territórios, próximos de uma nova geração de SMART Users, que necessitam de ser conquistados.

Mário Cardoso
CICANT – Centro de Investigação em Comunicação Aplicada, Cultura e Novas Tecnologias
Centre for Research in Applied Communication, Culture and New Technologies

Professor / Researcher

Grupo Lusófona

Os segredos da psicologia da cor

MULTIMEIOS

04 de julho

Pode a cor do logótipo de uma marca afetar as suas vendas? Tendo em conta que a visão é o sentido mais desenvolvido do Homem, pode. Especialmente porque cada cor transmite sensações distintas – o preto traduz poder, credibilidade, força e profissionalismo, o verde remete para a natureza, juventude e ecologia, o azul traduz credibilidade, limpeza, saúde e tecnologia.Embora as escolhas das cores possam parecer aleatórias, não são. As marcas conhecem os significados e as cores são criteriosamente escolhidas. Ainda assim, nem sempre o significado da cor está na base da escolha. O Facebook, por exemplo, é azul porque o fundador Mark Zuckerberg não distingue o roxo e o verde. A The Logo Company criou uma infografia que explica as escolhas de marcas célebres.

As características da empresa são importantes, mas as do público-alvo também devem ser tidas em conta na escolha da cor, revela uma análise da KISSmetrics. Para as mulheres, o azul, o roxo e o verde são as mais indicadas. Laranja, castanho e cinzento devem evitar-se. No caso dos homens, a aposta deve recair no azul, verde e preto, enquanto o castanho, o laranja e o roxo são de evitar.

Uma experiência realizada pela Performable, centrada na diferença entre o verde e o vermelho, demonstra que o verde está relacionado com a natureza, o meio ambiente, a ideia de seguir em frente, como nos semáforos. O vermelho, contrariamente, associa-se ao verbo parar, à excitação, à paixão, ao sangue e ao perigo e é eficaz a captar a atenção.

Fonte: Marketing Directo

Retriado do site: http://www.ligateamedia.pt

10 Lessons From Steve Jobs That Every Marketer Must Learn

by Dan Lyons

DateJune 3, 2013 at 11:35 AM

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steve jobs photoSteve Jobs led the greatest turnaround in corporate history, taking a near-bankrupt Apple and turning it into one of the largest and most profitable companies in the world … but he didn’t look that great on paper. He wasn’t an engineer. He couldn’t write a line of code. He didn’t have an MBA. He had no college degree at all. He wasn’t a great manager, in the conventional sense. When it came to the bureaucratic aspects of running an organization, he was useless.

So what made him great? His gift, simply put, was marketing. In the words of Guy Kawasaki, who worked under Jobs at Apple: “Steve was the greatest marketer ever.” Here are 10 marketing lessons you can learn from him.

1) Find good mentors.

Jobs may have been a genius, but he was also smart enough to find people he could learn from. One of his first tutors was Regis McKenna, a legendary Silicon Valley marketer. Jobs sought him out even while Apple was still just a two-man operation in a garage. McKenna helped Jobs bring on Mike Markkula as Apple’s first angel investor and marketing guru. Markkula was an engineer by training but had worked in marketing at Intel. He joined Apple as an employee (for a time he was CEO) and created a set of founding marketing principles to which Apple still adheres today, 35 years later.

Later, Jobs befriended advertising expert Lee Clow of TBWA\Chiat\Day, who created Apple’s famous 1984 commercial and “Think Different” campaign. Clow became a lifelong advisor and friend to Jobs. Lesson: No matter how good you are, learn how to spot people who know more than you do, and then listen to them.

2) Make a great product.

Kawasaki, who worked as an evangelist at Apple, says, “What Steve did that few marketers understand is that he first created a great product. It’s hard to market crap. Most marketers take whatever crap is thrown at them and put lipstick on the pig. Steve’s ‘secret’ was to control the product and the marketing, not just the marketing.”

3) Stand for something.

When The Apple Computer Company launched in 1977, Jobs and Markkula outlined three core company principles. First, Apple would empathize with customers. Second, Apple would focus on doing a few things really well. Third, Apple would impute its values (simplicity, high quality) across everything it did — not just within the products themselves, but also through the packaging of products, the look of its stores, and even the way Apple created press releases.

Jobs did a remarkable thing at Apple by insisting on a consistency of design and taste across everything Apple did. Think that’s easy? Look at your company’s website. Do all the sections look like they were made by the same invisible hand? Or does the site look like a digital Frankenstein monster, with different sections cobbled together that all bear the look and feel of whoever happened to make those pages when that part of the site was built? And even if your website looks consistent, does it mesh with your press releases? With your storefront? Your trucks? Your product packaging? That unity is exactly what Jobs pulled off.

4) Spend money.

Jobs was a natural showman and a fan of big gestures. One great example was the 1984commercial for the new Macintosh. As always, Jobs decided to go big. He hired Ridley Scott, the director of Alien and Blade Runner, and spent $900,000 making the 60-second spot and $800,000 to run it one time during the Super Bowl. (That $1.7 million spend would be $3.4 million today.) This was a huge risk for the company, especially since it wasn’t clear that the ad would succeed. In fact, Apple’s board hated the ad so much they didn’t want to run it at all.

But the big bet paid off. The ad generated as much coverage as the Macintosh itself.

5) Create experiences.

Apple described the 1984 commercial as a form of “event marketing,” meaning a campaign where the promotion itself is so revolutionary or unique that it gets covered as an event in its own right. Soon after the 1984 commercial, Jobs pulled something similar when he spent $2.5 million to buy the entire 40-page advertising hole in an edition of Newsweek. Other examples of event marketing were the “Think Different” and “I’m a Mac” campaigns. Yet another: every keynote Jobs ever did, with fans lining up overnight as if they were going to a Beatles reunion.

Jean-Louis Gassee, a former executive at Apple whose roles included running worldwide marketing, says Jobs understood the importance of storytelling, and used it again and again in things like the “I’m a Mac, You’re a PC” campaign. “We all want stories,” Gassee says. “That’s why there is so much whining about Apple and [CEO Tim] Cook right now. No story.”

6) Keep secrets and build mystery.

The reason people lined up at Apple events, aside from Jobs’ rock-star charisma, was that he was a master of suspense and surprise, and there was always the hope that he might unveil something amazing. Months before a big product launch, Apple would start leaking information. First a hint, then a rumor, then other rumors that contradicted the first rumor. Most of it was misinformation, but it drove people into a frenzy of speculation.

By the time Jobs got up and showed off the iPhone, the world had been buzzing about it for a year, with people passing around photos of supposed prototypes and designers creating their own imaginary versions of what an Apple phone might look like. Jobs was also famous for his “One more thing” gesture, where, just when you thought a press conference was over, he’d say, “Oh, one more thing,” and then pull out something that blew everyone away. The lesson: Most marketers rush out to tell everyone as much as they can about their product. Jobs did the opposite — he held back information to get people excited.

7) Find an enemy.

The first rule of storytelling is that drama requires conflict. And the first rule of propaganda is that you need to have a bad guy. For Apple the original bad guy was IBM. Then the boogeyman became Microsoft. More recently, Jobs made Google and its Android operating system the villain. In each case, Jobs’ message was the same: The bad guy wants to take over the world and destroy it, and we are the noble underdog that can keep this from happening. (Check out this great clip of Jobs painting IBM as an evil empire that “wants it all,” that will create “an IBM-dominated and controlled future” while Apple is “the only hope” and “the only force that can ensure … freedom.”)

A lot of marketers shy away from this kind of rhetoric. They’re afraid it will rebound and hurt them. They act, very often, like needy children who want very much to be loved by everyone. To be sure, it’s definitely risky to create an enemy, especially if you choose an enemy that’s big and powerful. But Jobs believed that to sell product you had to first lead a movement. If you’re going to have a revolution, you need to have something or someone to rebel against.

8) Turn customers into evangelists.

Possibly the biggest thing Jobs did was turn customers into passionate advocates for the Apple brand. Those people who line up outside Apple stores every time there’s a new iPhone? Even when it’s just an incremental improvement on the last iPhone? They’re not there for the phone. They’ve come to show their support for the team, the way sports fans show up hours before a game wearing the team colors. Apple fans don’t think of themselves as customers. They feel as if they’re part of a movement, a mission, something larger than themselves.

9) Don’t talk about products.

The 1984 commercial contains not a single image of the Macintosh. There’s a mention of Apple and the Macintosh in the last 10 seconds. Same for “Think Different,” where the ads weren’t about products but rather the kind of people who would use the products. In the “I’m a Mac” campaign Jobs removed the computers and replaced them with people — two characters who serve as proxies for two different kinds of computers. Or consider the ad just below here, which you’ll note doesn’t contain a picture of a computer.

apple

10) Use pictures, not words.

The ad above contains 10 words. Even today, on its website and in its advertising, Apple devotes tremendous effort to saying things in as few words as possible. Partly that’s aligning with the core value of simplicity at Apple. But it’s also because Jobs realized that images are much more powerful storytellers.

My favorite example of this was the introduction of the MacBook Air, where Jobs came out on stage with a manila envelope and slid the slim laptop out of it. There’s a video of it just below. Listen to the crowd when he does this. That one simple gesture blew people away and said more about the product than thousands of words could.

Or look at this recent ad for the iPhone’s camera. First of all, the ad is about only a single aspect of the iPhone — its camera. And the only marketing message in the entire 60-second spot is a five-second voice-over at the end that contains 13 words: “Every day, more photos are taken with the iPhone than any other camera.”

Or look at this one for the iPhone, featuring only its abilities as a music player. The ad has only 14 words in the last few seconds of a one-minute spot: “Every day, more people enjoy their music on the iPhone than any other phone.”

We all know the saying that “less is more.” And I suspect most of us completely agree with the sentiment, especially when it comes to words. So why don’t we do it? Probably because it’s hard work. As Mark Twain once said, “If I had more time, I’d write shorter.”

That may be the ultimate lesson about Steve Jobs — that a great deal of his success came from the fact that he was willing to take more time and work a little harder than most of us mere mortals.

Image credit: acaben

SOURCE: http://blog.hubspot.com