第 268 期:十亿效应

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Affleisure:富裕休闲。Showtime 的热门剧集《Billions》讲述了 911 事件幸存者鲍比-阿克塞尔罗德(Bobby Axelrod)的一生,他从一个普通人成长为亿万富翁对冲基金投资人,却与美国检察官查克-罗兹(Chuck Rhoades)建立了竞争关系。阿克塞尔罗德的原型是对冲基金经理史蒂夫-科恩(Steve Cohen),被描述为一个出身卑微的人。这就是电视上最两极分化角色的魅力所在。而他只是高端有线电视最受关注节目的一部分。

如果你打造了一个伟大的产品,你就需要一个受众。如果你已经拥有了一批忠实的受众,你就需要一个伟大的产品。对内容 与商业 的研究不应局限于数字出版。 我们身边随处可见媒体对商业产生影响的例子。因此,分析师不能忽视《十亿》 ,尤其是达米安-刘易斯扮演的 "鲍比-阿克塞尔罗德 "对服装消费者的影响。

从历史上看,媒体属性的影响力证明是推动广告收入的衡量标准。由于向流媒体的转变,像 Showtime 公司这样的媒体集团将以新的方式来衡量这些数据。即:这一媒体属性将如何推进我们的订阅业务? 

该剧在各个平台的平均周收视率在 450 万到 500 万之间,拥有一批非常忠实的粉丝,他们通过口口相传,帮助该剧的收视率逐季增长。在第二季中,该剧周日晚间的收视率从首播到终播增长了 35% 以上。而第三季的首播收视率也创下了该剧的最高纪录,3 月 25 日的首播收视率比去年增长了 23%。

粉丝们热爱《福布斯

Showtime 注意到流行文化趋势在影响力基础上的病毒式传播,认识到有机会在标准媒体订阅和活动赞助(拳击等)之外带来额外的收入来源。


以下是以下内容的回顾 第 252 期:内容 x 超级商业力量:

Billion'sAxe Capital 是电视上最引人入胜的虚构公司之一。在曼哈顿的春日里,我偶然发现了一些穿着这些品牌对冲基金马甲的成熟金融人士,这并不奇怪。他们是在开玩笑。

不过,Showtime 不仅仅是在兜售知识产权,更是在进行创新。他们的商务软件能够在播放过程中在屏幕上叠加商店内容。

Connekt 的 T-Commerce 专利通过将消费者档案与已有的注册服务相结合,实现了无缝、安全的观众参与和结账。

Showtime 正在为苹果电视驱动的娱乐世界做准备,在这个世界里,购买产品就像授权你的 iTunes 账户花 44.95 美元购买鲍比-阿克塞尔罗德(Bobby Axelrod)穿的连帽衫一样简单。

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随着媒体和品牌的不断融合,对许多行业参与者而言,控制生态系统是关键所在。2PM 的基本信念之一是,商品销售的成功是出版商现有社区口碑增长的首要指标。而且不受善变的社交网络或日渐衰弱的广告业务的影响。

推特上的网络史密斯

Bobby Axlerod 正在影响着白领足球老爸们。每个人都穿着从头到脚的全黑商务休闲装。

这就是文化影响发挥作用的地方。与收视率和电子商务销售额不同,文化很难量化。但很明显,该节目正在影响其目标人群:24-39 岁的男性。

在谷歌上输入 "鲍比-阿克塞尔罗德",跳出来的第一个推荐就是 "鲍比-阿克塞尔罗德连帽衫"。为了满足你的好奇心阿克塞尔罗德先生,Showtime 的《Billions》系列剧中酷得像阿拉斯加冰立方体的主角,穿着 Loro Piana 拉链衫。它们是羊绒的,如果你真的有兴趣穿得像 "Billions "中赚取数十亿美元的人一样,每件售价为 2295 美元。 

如何穿得像亿万富翁,《华尔街日报

在硅谷、洛杉矶、纽约,甚至中西部的大都市,中上阶层的剧迷在服装风格和色调上都发生了明显的变化。各品牌开始与 Showtime 合作,以充分利用这一点。

上周,布鲁克林的Greats 品牌发布了一款超限量版的阿克塞尔罗德鞋;100 双高级意大利绒面革鞋在不到 17 分钟的时间内销售一空。观众被道貌岸然的鲍比-阿克塞尔罗德所吸引,纷纷以他的名义购买鞋子。

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2018 年 5 月,"亿 "字的搜索流量达到峰值

GREATS 品牌(2PM 第 73 位)首席执行官 Ryan Babenzien 在为这次合作辩护时这样说道:

鲍比-阿克塞尔罗德出身卑微。为了摆脱困境,证明自己的雄心壮志,他多年来兢兢业业。再加上不小的狡猾,阿克斯最终成为华尔街最有权势的人之一:一个名副其实的亿万富翁。我们钦佩阿克斯的雄心壮志,同样也钦佩他的行事风格。他喜欢穿一条破旧的牛仔裤和 Metallica T 恤,而不是显而易见的劲装,他的自信和低调优雅正是我们 GREATS 所欣赏的。以 Axe 为灵感来源,我们与 Showtime 合作,打造了迄今为止最丰富的 Royale 系列。

亿万富翁》(Billions)实现了一个电视里程碑,在此之前只有少数几部剧集能做到这一点。它重新定义了白领的商务休闲(特别是高价休闲,从而影响了男士时尚。Babenzien 的上述言论完美地概括了这一角色的魅力。这次鞋履合作进一步确立了该剧文化的影响力,以及围绕每周剧集的饮水机话题、媒体讨论和搜索流量的良性循环。巧合的是,最近的周日晚是该节目三年来最火爆的一天。

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By Web Smith and Meghan Terwilliger |About 2PM

第 266 期:《哈里斯 X 报告

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The must-read HarrisX report is 53 page deep dive into what is quickly becoming an inevitability. Big tech is facing regulation and if it happens, digital advertising efficacy may suffer with it. The most recent member brief included higher-level action steps for brands and agencies that may have to adjust to a digital advertising space without the targeting capabilities that we have today. We’ve narrowed the entire report to a few key takeaways.

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According to the report, 83% of Americans believe that the government should enact tougher regulations and penalties for breaches of data privacy. Additionally, 67% support major legislation in the U.S. The closest of which is the GDPR act in Europe. The GDPR limits the free flow of information between tech companies and advertisers. Below, I have included the three largest areas of concern.


From Member Brief No 9

What would the regulation of Facebook look like?

Look no further than Europe’s General Data Protection Regulation Act (GDPR) set to go into effect on May 25, 2018. There are three areas of interest that will be scrutinized:

  • Sensitive info: sexual preference, religious views, and political views will no longer be accessible to advertisers.
  • Facial recognition: banned in 2012, facial recognition will be made available. But the government will monitor intrusive use cases.
  • Data collection across the web: The GDPR reduces Facebook’s ability to track you across the web.

Facebook, Inc. may outlast Congress’ efforts to regulate their data collection practices but it is smart to prepare for a future without it.


Other eye-catching polling data:

(1) 65% of Americans supporting an Honest Ads Act requiring political advertisers to reveal their funding sources.

(2) 59% of Americans believe that children 16 years or younger should have control over their online profiles. Their data should be permanently deleted.

(3) And lastly, a bi-partisan 53% believe that large tech should be regulated much like the big banks are.

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If the push for regulatory action continues in America, the implications will be felt across ad-reliant digital publishing, advertising agencies, and the vertical brands that benefit from the data farm that’s powered Facebook to outsized profitability. It’s likely that we may begin to see the largest brands in the DNVB space pursue a greater share of offline advertising spend. This, especially as brands begin to reconsider how they a) reach top-of-the-funnel customers and b) retarget potential customers.

Read the Inaugural Tech Media Telecom Pulse Survey here

第265期DNVB 能否实现现代奢华?

Om Malik and Lean Luxe‘s Paul Munford had a thought-provoking exchange. Does the modern luxury go-to Lean Luxe (and the industry as a whole) have a grasp on what luxury means in online retail? On its face, a physical product that makes itself available to the masses cannot be a luxury product.

Lean Luxe on Twitter

@om Sure, by the old definition of luxury – you’re correct. But don’t judge modern luxury brands’ bonafides using the old set of luxury rulebooks. More here: https://t.co/ZLjoBdxYUz and here: https://t.co/uHYOPzsI9n

There are very few products, if any, that digitally vertical native brands (DNVB) sell that would qualify as traditional luxury goods. Here is Munford’s definition:

The key strength of a modern luxury brand is its emphasis on the entire package, rather just the product (or logo) itself. It’s a different mode of operation that takes some getting used to, but it disperses with the conventions of the old, blingy version of luxury, and is best optimized for today’s new consumer behaviors and expectations.

The fact of the matter is that competing on product quality alone leaves a brand open to exposure. MLCs have smartly understood that a better overall package or bundle — in an open market like today’s — can be far more compelling to shoppers than just product alone can.

Lean Luxe

Munford makes an important point that I’d like to take a bit further. Lean Luxe tends to maintain a narrow focus on hard goods and the packaging that they arrive in. But what about the purchase process and the attentiveness to customer happiness? And what about time?

The definition of luxury: an inessential, desirable item that is expensive or difficult to obtain.

Luxury, however you define it, is a brand’s embodiment of characteristics that make it desirable. Historically, those characteristics have been more ‘What’ features like quality, exclusivity, and cost. You can still define luxury as characteristics that make a brand desirable, but those characteristics have shifted. Quality is table stakes.

The characteristics that make brands more desirable are ‘how’ features like excellent customer experience (how do I experience the brand), meaningful brand mission (how do they give back/make a difference), and community engagement. Is it artist-created and excessively expensive? Maybe not. But if it is a product, or even an entire experience that is highly desirable, it can be considered a luxurious brand. DNVBs just so happen to possess a great infrastructure to support the characteristics that define modern luxury.

Luxury is always relative; it is loosely defined to meet the times and the market. If you walk through a great mall in the United States, you will visit brand experiences that will provide a luxurious taste. Take Ohio’s Easton Town Center as an example. The indoor / outdoor mall features Burberry, Tiffany and Co.,  and Louis Vuitton. However, your perception of luxury changes when you walk through the Bal Harbour Shops in North Miami Beach.  Bal Harbour is considered the finest mall in America. Both malls are considered “luxury” malls but neither are as luxurious as Dubai’s mall.

But can a DNVB be a luxury brand?

The notion of luxury is often applied to tech fashion brands. I partially agree with Om Malik’s statement here.

[Lean Luxe] is again confusing smoke / mirrors marketing and what is really luxury. All I know is that AllBirds and Brandless and Casper are not luxury, And no amount of your linguistic gymnastics will convince me of what is luxury, FWIW, LV is not luxury either. Too common.

AllBirds, Brandless, and Casper do not make luxury products but Munford isn’t suggesting that their products-alone are what classifies them within the modern luxury space.

Louis Vuitton was first hired as a personal box maker and packaging expert for the Empress of France. He was charged with “packing the most beautiful clothes in an exquisite way.” It was the practice that helped him to gain influence among the elite and royals, catapulting Louis Vuitton’s namesake to luxury status.

Louis Vuitton began with an early product and the two advantages commonly seen in the DNVB space:

  • Packaging
  • Maniacal focus on customers

The definition of a DNVB: a brand born online with a “maniacal” focus on the customer experience. A DNVB may start online but it often extends to a brick-and-mortar manifestation. Digitally native vertical brands control their own distribution.

Luxury brands don’t always begin as purveyors of luxury products. And due to a macroeconomic consumer shift from materialism to investing in luxury experiences, there are a large number of consumers who prefer DNVB’s luxury-experience over traditional luxury products. For many in the business and wealth classes, it’s a symbol that their money is better spent on even finer things than goods. The definition of luxury is changing.

Here are two relevant passages from 1994’s The Idea of Luxury:

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购买体验胜过购买消费品是奢侈品群体的一种趋势。对于那些有能力和意识在DNVB品牌购物的顾客来说,奢侈品一词的含义完全不同。斯基弗特(Skift)的最新研究表明,高端游客对更具变革性的旅游体验的需求发生了明显转变(Skift / 2017年5月2日)。过去,昂贵的产品是消费者的愿望:而现在,产品、社区和服务扮演着促成体验经济的角色。

Pine-Transformative-Travel-1

Many DNVB products (see the database here) are marketed to enable this type of consumer: Mizzen+Main (No. 86) is for the traveling business class male. Ministry (No. 91) is for the well-educated, urban millennial. AllBirds (No. 56) is worn by the business casual, aspiring member of the investor-class. Rogue (No. 8) turned a garage into a coveted space in a home.

Digitally vertical native brands are founded with these basic questions:

(1) How do we make a great product?

(2) How do we build a community around it?

(3) How do we provide an elegant solution for commerce?

(4) How do we enable customers to save time and focus on what matters?

“One fundamental trap that people run into when assessing the merits of a modern luxury brand is the tendency to judge that brand using the ‘best-in-class’ framework,” says Lean Luxe’s Paul Munford. Lean Luxe’s definition is mostly right. Munford discusses packaging as part of the bundle: “[These brands] offer a better bundle to offset [traditional definitions of luxury] — more convenience, transparency, connection, better messaging, pricing, etc.”

But a selection of modern luxury brands are also marketing time as part of the proverbial “bundle” and that’s the only place where Munford and my thoughts differ.

It’s no longer sufficient to define luxury products by how difficult they are to attain. Time is the scarcest resource and the ultimate luxury. Being a modern luxury brand is about being self-aware. These brands sell time as a scarcity and then build products around it.

There may be no greater example of the community / product / service paradigm than Peloton, a DNVB that Malik’s True Ventures joined back in 2015.

Peloton is now shifting gears with a new financing program ($97 per month for 39 months for both the bike and subscription service), an ad campaign that’s more relatable to a diverse consumer base and an NBC Olympics sponsorship. Peloton counts NBCUniversal among its investors, and has raised nearly $450 million in total funding to date.

“We had this idea of a very affluent rider who many of our early adopters were,” she said. “We realized, through conversations with our community, that there was a huge opportunity with people who thought $2,000 was a huge investment but were [buying] it over and over again because the product is so important to them.”

How Peloton is Marketing Beyond the Rich

Peloton is not a traditional luxury product, but it shares consumers with traditional luxury brands. Think about the type of living arrangement necessary to house a wi-fi enabled bicycle or a $4,000 VR treadmill. It’s a brilliant piece of hardware that blends community with product and service. The brand’s proposition explicitly states that the purpose is to free the owner to focus more on experiences.

Peloton’s value proposition is as much about what you can accomplish away from the treadmill. Why take the time to travel to a gym? That time could be better spent elsewhere. This is the mark of a modern luxury brand.

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By Web Smith and Meghan Terwilliger | About 2PM