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Twitter recently announced the launch of its new privacy policy with an innovative online game called “Twitter Data Dash,” conceived and directed by YML, and designed by Momo Pixel. The interactive, 8-bit style game was built to educate and engage Twitter’s global audience of 330M users around the importance of one’s privacy on the platform.

YML’s innovative approach has so far earned press from The Washington Post, The Verge, TechCrunch, Adweek, and an array of other publications.

“Few topics are as relevant today as privacy for both businesses and consumers alike, which is why we leapt at the opportunity to partner with Twitter and disrupt the category,” shared Ashish Toshniwal, YML’s CEO and co-founder.

When Twitter first reached out to us, Twitter’s Privacy and Design team was underway rethinking and rewriting their privacy policy so it presented itself to people as something other than a massive, relentless sledgehammer of text. They began by thoughtfully breaking it down. Structurally. Visually. Linguistically crafting in a way that no longer required you to acquire a Harvard law degree to understand.

Twitter brought in YML to deliver product innovation, and in less than three months, “Twitter Data Dash” was born, built, and launched.

“We quickly gravitated toward the idea of turning privacy — something people go out of their way to avoid — into something you’d be genuinely excited to look at, interact with, and share,” added Craig Kind, the YML Creative Director who led the project.

Formatted for mobile and browser, we spearheaded “Twitter Data Dash” from definition right through to final artwork, development and design. A feat that included both customizing in-game artwork and regionalizing the experience for 9 major languages.

The game itself brings the Twitterverse to life in 8-bit style. From a building in the form of a hashtag to a boat under water with a mast featuring the Twitter bird icon to stylized Internet trolls, we dove deep into the nuance and culture of Twitter and reflected it in “Twitter Data Dash.”

The game pays meticulous detail to accessibility, globalization, and characters with diverse backgrounds. That narrative was woven into the foundation of the game when we partnered with Momo Pixel, a visionary 8-bit artist, game developer, and designer whose work has already changed the industry, using the medium to comment on the black female experience in “Hair Nah”.

Momo Pixel, the artist who designed the game, shared, “Games are a great way to facilitate learning, so when Twitter and YML approached me with the opportunity to build a video game that can help make their privacy policy easier to understand, it was a no-brainer — I absolutely said yes!”

“Twitter Data Dash” is hosted on a website built by YML’s engineering team, which facilitated the technical architecture across YML, Twitter and Momo Pixel over the three month project. YML consistently ran usability and testing, QA, responded to daily changes of the experience, and ensured the experience was consistently fast and reliable across platforms.

Twitter’s business objective — our goal— was to design an experience that tackled a massive global problem in a way nobody ever had before. Launched less than a month ago, the game—and the subject of privacy—have been featured in countless major publications worldwide, and played by millions of people around the globe. Game over. Job done.

See more YML work here. Or get in touch to discuss your next project.

 

 

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Yariv Drori,
Chief Strategy Officer, Multiview

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The overwhelming concern and chatter about the demise of the 3rd party cookie is understandable because so much of our current data landscape relies on it. But, if we stop for a minute and regain perspective, it becomes evident that this change will ultimately be good for brands and their customers.  

MAKING HOT DOGS OUT OF PROBABILISTIC DATA

The amount of deterministic, high-quality data available in the marketplace, such as the self-declared information on your LinkedIn profile, has always been scarce and expensive. Demand for probabilistic 3rd party data, which assumes information about you based on articles you’ve read, was born in the shadow of that scarcity, and 3rd party cookies, that facilitate cross domain tracking offered cheap scale. Inevitably, the consequence of that scale was a compromise in quality, as algorithms generated an abundance of probabilistic data for marketers to act on. The problems started when speculative data became the go-to for campaign insights, usurping the higher-quality data that fuels better marketing.    

I like to use an analogy to the food industry. The amount of pricy solid-cut chicken and beef did not rise at the same rate as the total food available in the marketplace. To meet increasing demand, food processors found ways to turn 1kg of chicken breast into 5kg of “food” in the form of hotdogs, taco meat, and nuggets by mixing it with a cheap volume of corn, skin, gums, and sodium. Marketers have been making hotdogs by mixing strong, consented first-party data with high-volume (and affordable) probabilistic data, ultimately cheapening the effectiveness of their platforms.   

The internet, as we know it today, is a consequence of the value marketers put on targeting people based on speculative, processed data, with little regard to where the ads are displayed. The humble 3rd party cookie, which allows cross-domain tracking of people by hundreds of data aggregators, is the mechanism that enabled that cheap scale. Why pay $20 CPM on the New York Times when you can target people who have visited the NYT on some unknown site for a dollar? In other words – why pay $5 for a 1kg chicken breast when you can get 5kg of hotdogs for the same price?

WORKING WITH AUDIENCE SCARCITY  

As a B2B media company that helps thousands of businesses connect to their niche professional audiences, Multiview is well accustomed to dealing with audience scarcity. Finding the right people on quality media is the name of the game, but quality data that identifies professional audiences is scarce and expensive. Using data manipulation to create scale in B2B can easily result in a big waste of media dollars: algorithms designed to get scale can easily consider a person who’s searching for a ‘chair’ in the abundant broader category of ‘People in market for furniture’, which may sometimes be a legitimate tactic. However, that logic fails if a person is looking for something highly specialized, such as a ‘dentist chair’, for which the available data is very scarce. Challenging a scale algorithm to target people who search for ‘dentist chair’ could easily result in wasted media dollars spent on people who search for any piece of furniture or are looking for a dentist.

There is no doubt that the loss of 3rd party cookies creates the perception of loss of accuracy, scale, and transparency, but I would argue that what we are set to gain is more than what we are set to lose, because 3rd party data was never as good as the hype, just as processed food will never be better than a chicken breast.  

As a brand, the best data you have is the data you collect through direct relationships with people – think of it as raising your own chicken. The second-best option is to buy data and media directly from trusted publishers, like buying chickens from a local farmer you know by name.   

Knowing that, marketers should focus on three things as they prepare for the party after the cookiepocalypse:   

  1. GETTING CONTROL OVER 1ST PARTY DATA. Collect only what you need and do it consensually, while keeping it secure and current. Strike direct relationships with quality publishers that have direct relationships with their readers. 
  2. WEAN YOURSELF OFF THE THOUGHT DATA IS MORE IMPORTANT THAN PLACEMENT. And tighten your whitelist. Cheap scale is only for brands that have budgets to burn. It doesn’t matter how good your data is if you use it to buy an ad placement on an alarm clock app. 
  3. NREMEMBER THAT AT THE END OF THE DAY IT IS MORE ABOUT WHAT YOU SAY, THAN WHERE YOU SAY IT OR TO WHOM.  No data or savvy media strategy can supplant the great creative ideas needed to fuel modern marketing.

Life after the third-party cookie may be different, perhaps less convenient, and perhaps more expensive – but the detritus it will clear from the marketing stack will be better for clients and for internet users.

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Farid (Freddy) Dabaghi,
SVP, Media, MMI Agency

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Anyone in the world of digital advertising will doubtless have heard that Google last week announced the second delay in their plan to shut down third-party tracking cookies on their advertising platform, this time until late 2024. While consumers and regulators with internet privacy concerns might be justifiably displeased with the announcement, it is largely good news for marketing agencies and brands that advertise on the search giant.

Google – along with other big players – has been talking about a cookie-free web experience for some years, now, but they have delayed actually deprecating third-party cookies in Chrome, citing feedback from advertisers that have asked for more time to evaluate and test new tracking systems and solutions. Most notable in this arena is Google’s own “Privacy Sandbox,” an initiative launched in 2019 to explore and test alternatives to the cookie, which can track the apps that consumers use, the websites they browse and other personalized data.

A majority of advertisers have already had to plant one foot in this brave new world, as Apple began phasing out cookies in April 2021 with their “Ask not to Track” CTA, rolled out in IOS 14.5 and Safari. Google, however, given its ownership of Chrome and Android, is the biggest domino in the lineup.

While the newest delay offers some respite, advertisers are still wondering exactly what they need to do (if Google sticks to the latest timeline) once 2024 rolls around:

Make a Plan

In short, advertisers need to map out their “cookieless” plan, now, and stick to it, regardless of what future delays or other announcements may come. Key to these plans will be first party data, as leveraging this data for retargeting and seed audiences will drive more effective media tactics and should be prioritized. Brands, then, should continue to build out their first party data sets, whether they’re leveraged through eCRM/SMS programs, interactive website elements or deeper DMP integrations.

Creative is Key

Next, it will be critical to double down on breakthrough creative. As targeting abilities are eroded by the coming changes, creative will matter more than ever; make sure that it is engaging, compelling and drives a clear call to action. When possible, it will be particularly powerful to contextualize the creative to the source. For example, brands should leverage influencers & real people on social media and use high impact or rich media assets on programmatic advertising. It will be valuable, here, to take the opportunity to explore more organic options such as CRM & organic social to test creative before putting media dollars behind it.

Find Partners You Trust

Finally, brands should partner closely with their agencies & programmatic partners. Many partners are working on their own universal ID program to face the coming challenges. Given that the biggest player in the game is still testing what a cookieless world looks like, there is, as yet, no proven solution. Brands will be well advised, then, to evaluate options and tailor a solution that best serves their goals.

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Jared Randall,
Web Analytics, GALE  

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A comprehensive digital analytics strategy is vital to running a successful business today. The problem is — it’s not easy to get right. It’s complicated. But it doesn’t need to be. Here are four common problems and solutions to deal with them:

1. Your website or app doesn’t convert as well as you think it should.

You have built what you think is a good website or app after months of planning and development. You have put some marketing dollars behind it to increase acquisition, and you are seeing more people visiting your website or app than ever before. The problem is, they’re not converting as well as you think they should. New users are visiting and not buying your product, service, or signing up for your membership program.

Using tools like Google Optimize or Optimizely can let your users ‘vote’ between two or more options by how they use your website and permanently implement the options they like best. For example, your organization likes a white ‘Buy Now’ button, but your users buy more when the button is blue. You can now make that data-driven informed decision, and everybody wins! Improvement is an iterative process, and we help identify where the friction is and how to optimize those areas with your collaboration.

2. You can’t tell the difference between web and digital analytics.

It is important to understand the  difference between web and digital analytics and the importance of each source or platform in a digital strategy. A customer will interact with your brand through many different avenues; from email to search to social, each digital channel serves a purpose in interacting with your existing and prospective customers. Web and app also have their unique attributes and must be approached differently as well as holistically. 

A customer could interact with a company’s website and its app over their lifecycle, so why treat them as being two different user profiles? By using Google Analytics/Firebase Analytics you can integrate and build robust cross-device and cross-platform measurement plans for web and app platforms, helping to ensure strategies are customer-led.

3. You genuinely don’t know your customers.

Many businesses still don’t know the complete journey a customer takes once they visit their website or app before converting or what prevents a prospective user from converting. In terms of your business’s analytics maturity, you still might be stuck in the descriptive analytics phase and only able to answer questions like ‘What happened?’ but not why it did. It is important to be adaptive with your approach and understand the changing consumer landscape, as customers visit through a growing number of channels and don’t always take the path we want them to take.

With one of GALE’s ecommerce clients, we performed analyses to identify which key pages a customer visits on websites before they convert and where they fall out of the funnel to better understand how their customers interact with their platform. By understanding the most important pages to a user, we were able to set up a paid media strategy around driving users to these pages.

4. You don’t know what story to tell with your data.

You have tracking on your website or app, data is coming into your Google or Adobe Analytics console, and you begin reporting on some metrics you think are your KPIs. But there is no story, just a series of disjointed summary metrics. This could be for a few reasons: your implementation is filled with errors or incorrect data, you don’t know what these metrics say about your website, or you don’t have enough information to create a clear picture.

All data has a story to tell, but you need the right storyteller to extract it, interpret it, and communicate it effectively. It’s important to take time to understand the business, map out the critical interactions a user makes on your website or app, and create a robust plan to get the data you need to share it in a way that tells a story about your users.

Digital Analytics should be, and will continue to be, a part of your organization’s core decision-making tools. We’re continuing to reach further stages of Analytics Maturity as your ‘Good’ digital analytics strategy has become ‘Not Good Enough’ in a few short years. It’s time to be proactive and take control of your future.

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By

Geoff Edwards,
Executive Creative Director, GALE 

 

 

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GALE’s Executive Creative Director Geoff Edwards was selected to chair the Branded Entertainment category at this year’s London International Awards. Below he outlines the 3 things to keep in mind when creating work for this category.

I feel fortunate to have been chosen to chair the Branded Entertainment category at this year’s London International Awards. However, there’s a challenge that comes with judging this evolving category. Branded Entertainment represents the most inspired creativity that our Industry has to offer, but let’s be honest, it’s confusing at times, and amorphous. I’ve judged this category in a prior life and created successful content throughout my career for brands like Adidas, Microsoft XBOX, and Spotify, and the same questions surface: “Is it entertainment or is it marketing? Is it product placement or is it product integration? What is it? What isn’t Branded Entertainment? And what exactly are we judging?”

Here are 3 things to keep in mind when creating work for this category:

1) All marketing needs to be performance marketing.

No exceptions. This category is exciting, creatively rich, and tends to be entertainment focused, but the work still needs to communicate a clear and simple message about the brand and expand its audiences. Here’s an interesting stat: In 2021, worldwide digital advertising spending amounted to $455.3 billion. Statista estimates this figure will increase over the next couple years, reaching $646 billion by 2024. Considering this projection, social media marketing, email, mobile, and other forms of performance marketing will enter the fold more and more. This by no means implies that you shouldn’t shoot for the stars creatively and ambitiously, but at the end of the day the work we make, even Branded Entertainment, ‘should work.’ Trust me, your clients will love you for this! If you disagree, I hear Netflix is hiring.

2) Branded Entertainment needs its own marketing plan.

What your content strategy is, where your content lives, and who your content is created for is foundational to creating effective Branded Entertainment. In the past it’s been a clever or beautiful film dropped on YouTube. Or an influencer featured in a short series featuring a product or service. But today this simply isn’t enough. The most impactful work sits at the center of a brand narrative. And all communications must row in the same direction. Creating a piece of content with no support is no longer acceptable for clients. Branded Entertainment is a chapter in a bigger story. And that story needs to be supported by a multichannel marketing strategy.

3) Telling a better story starts with a better strategy.

Branded Entertainment exists to engage consumers without leaving them feeling sold to. Storytelling is and will always be the way we make that human connection. However, those are table stakes today. Brands are competing with entertainment and social content of all types, and this was never made more clear than during the pandemic. Our stories can’t be interruptive anymore, they need to be as exciting and engaging as the content that surrounds it. Or even be part of the entertainment itself. Last year’s LIA submissions were good but could have benefitted from equally creative media. I know we’re not judging media and strategy, but a great idea is inextricably linked to the way we see and experience it. Hard to separate the two. Telling a better story also requires developing a better strategy. Creating better content where the brand is integral to the storyline. Partnering with better ‘makers’ to create your film or your experience. This year, I hope to challenge the perception that Branded Entertainment cannot be also brand building. Not just a fast growing trend.

My most celebrated work has been Branded Entertainment.

I’ve worked at companies where creative was everything.

I’ve worked at companies where data was everything.

I believe the intersection of both roads is ultimately where brand success is.

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By

Barbara Laidlaw
Partner, Global Risk, Reputation + Public Affairs
Allison+Partners

 

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When an organization begins to expand globally, it often faces a new set of challenges that could mean adjusting current strategies that have yielded success on the domestic front. Economic, regulatory and operational factors are just some of the many considerations nascent global businesses must address to succeed on the international stage.

A less tangible but imperative concern is the organization’s reputation and how it will scale along with other elements of the business. Reputation takes years to build and only minutes to tarnish, making it one of the most precarious factors at play during expansion. Therefore, before pursuing an ambitious global footprint, businesses should consider how reputation management coexists with the following:

  • Cultural & regional differences: Global expansion will require the ability to adjust some aspects of how a business operates to meet the standard of wherever the expansion takes place. Consider how different factors, such as language barriers, lifestyle, cultural history, education and politics, impact business objectives from employees’ and customers’ perspectives. By developing a strong understanding of these components and how they may factor into the business’s reputation, an organization will be positioned well to avoid pitfalls and preempt potential damage from related issues.
  • Regulatory & political issues: Establishing an intimate understanding of how relevant political issues may affect the business is critical to avoid becoming trapped in them. Tapping into the expertise of third-party consultants and internal personnel within the region are just two ways a company can ensure it operates with the correct understanding of the political landscape. Strict regulatory compliance is another area in which businesses should invest resources to insulate themselves from running afoul of regulations or laws they may not have considered otherwise.
  • Social impact & ESG: As organizations expand globally, they will inevitably increase their global footprint and their environmental and societal one. Depending on the nature of the business, there could be additional social considerations to account for, such as human rights or political turmoil. Today, enterprises prioritize their societal impact more than ever. To continue to thrive, global organizations must navigate the complexities that come with the recent rise in investor and consumer activism.
  • Core values: As is true with any period of growth within an organization, maintaining core values is one of the most prominent challenges a business must contend with. This is only magnified when the company begins to expand globally. Upholding core values is essential to brand reputation and should be a priority item when considering further expansion. Emphasizing the importance of quality onboarding procedures, internal initiatives and other team-focused programs are ways a business can maintain its values as it grows.
  • Communications infrastructure: Ultimately, scaling communications capacity and capabilities to match company growth will provide a business with the fundamental infrastructure it needs to preempt potentially damaging issues and effectively react to them when they occur. Through regular assessments of an organization’s communications capabilities, the business can proactively address weak spots and build on areas of strength, resulting in a more robust global communications program that underpins every core function of the business itself.

Navigating the reputational complexities of a global business is a challenge. While organizations should always remain prepared to tackle known sources of risk to their reputation, there will always be unpredictable events or incidents that present additional risks. Environmental disasters, wars, political turmoil, supply chain challenges and regulatory issues are just some of the many hurdles businesses need to contend with and overcome regularly.

Ultimately, the most effective way to mitigate the potential fallout from known and unknown risks is to continually ensure the organization is operationally resilient and maintains a robust communications infrastructure that it can leverage before, during and after an adverse event.

Barbara Laidlaw brings 25 years of experience developing and running programs that help companies prepare, protect and defend their brand reputations through global and national events, recalls, litigation, data breaches, regulatory issues and labor disputes.

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Ray Day
Stagwell Vice-Chair 

 

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“It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.” – Warren Buffet 

Today, corporate reputation means more than mastery of the marketplace. Reputation is a measure of what all stakeholders – including consumers, employees, shareholders, and more – think about a company.  

Contrary to “brand” – which measures a company’s products & services, typically among specific consumer segments, a reputation is earned not created.  

Reputation is comprised of your company’s performance + its behavior in the marketplace, reflected through its internal and external marketing communications. When reputation is curated, it has the potential to build business value and can help mitigate risks. Companies with excellent reputations are more likely to garner positive outcomes, such as advocacy, community expansion and purchase intent.

Today’s corporations and CEOs have greater permission from the public to address complex social issues – within bounds. Reputation today is evolving today to reflect more than just a product or service set, but a businesses’ commitment to serve society.  

In recent years, geopolitical, economic, and social developments have created a society in transition and turmoil. Consumers have more expectations of corporations in this environment – not least because of declining trust and expectations in institutional actors such as governments and municipalities. As measured by Stagwell’s 2021 Reputation Quotient, brands across nearly every business sector experienced a reputational boost during the height of the pandemic as consumers looked to the private sector for solutions where public officials were failing to create them:  

CEOs, and in a limited capacity other star of the C-Suite such as CMOs, are rapidly gaining reputational capital within the market and with consumers. They influence sales, perceived product/service quality, and signal the strength of an organization’s culture. As CEO reputation extends outward, when to exert influence in society becomes more calculated and more important. Americans say CEOs most affect reputation, ethics, and financial success for today’s organizations. CEOs also have a growing public awareness and influence on consumer sales; half of Americans report changing buying habits due to the actions of a CEO. 

More traditional C-suite players like Jamie Dimon at Goldman Sachs leverage influence in quieter, more sustained ways – Dimon’s annual letter is a bellwether for the future of global financial markets, with wide-ranging through leadership implications for businesses within and beyond the financial services category.  

With that reputational capital comes the burden of leadership: the public believes CEOs should stand on issues where they have credibility, not where they don’t have a voice or authority. Ultimately, core values should be the navigator of social issues. Alienation is a risk in a highly polarized society, but so too is the risk of stakeholders who perceive CEOs as indifferent or in conflict with the company’s principles. This is especially true among younger and Black Americans. While standing down is expedient, a generational and cultural divide is growing that will make decisions more difficult and polarizing.  

Corporate and CEO reputation is changing quickly. Stagwell is a leader in global reputation tracking and management; learn more about the Reputation Quotient, an annual collaboration between Stagwell, Axios, and The Harris Poll tracking the most visible companies in America. Register to receive our 2022 research when it releases in May.

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This piece is part of Stagwell’s Marketing Frontiers series on the Creator Economy, Influencer Marketing, and Social Commerce. 

From new monetization channels for Creators to content formats to experiment with, Web3 will unlock a new chapter for the Creator Economy. Just as fast as influencer marketing hit its stride, this next era of the internet is forcing the players of the modern Creator Economy to rethink how influence can drive results. Authenticity, deep consumer-to-creator connections, and compelling content will still be the bread and butter of good influencer strategy. But how will Web3’s focus on a decentralized internet impact the ways creators, agencies, and brands interact? How can Creators help brands explore meaningfully in the budding Metaverse – and bring consumers along for the journey? Explore POVs from Stagwell’s marketing leaders on where the Creator Economy is headed in the Metaverse.

A New Class of Creators

John Doyle, Colle McVoy  

It’s difficult to imagine how the Metaverse will transform human existence writ large, much less how it will impact creators. To anchor speculation in something solid, it’s helpful to focus on three current aspects of the creator economy that may change the most when we turn on headsets, join in the Metaverse, and drop out of our IRL lives: expression, intimacy, and ownership.

Expression — Today, we may not think of event planners, architects, industrial engineers or sound designers as creators because our current social media access points don’t reward this type of talent. But in the Metaverse, it’s easy to imagine a new class of creators who at once will be able to plan an event, design an environment in which to hold the event (including lights and sound), and sell proprietary virtual products.

Intimacy — Following creators on social can feel like keeping up with a friend. As we interact in immersive, live experiences where creators exist in front of our goggled eyes, an already intimate experience will likely become even more so.

Ownership — The Metaverse will likely rewire the economics of how creators get paid. In a business with so many competing players — including tech platforms, talent agencies, and brands — creators have been subject to unfair business practices. They have formed non-profits to help restore balance in a still-forming industry. Like reinvented Bowie bonds, creators and their fans may co-own a creator’s work and the value it creates — in the spirit of Irene Zhao, an Instagram Influencer who explains why she created a DAO token to offer her fans.

Web3: Enter the Age of Virtual Avatars

Donetta Allen, HUNTER 

One of the issues that most creators face today is the indirect way that they earn compensation for work – they work tirelessly to excel in the industry and in turn increase the ad revenue and stock prices for the social platforms that can flip the switch on an algorithm at any time, significantly impacting the potential income of creators. Web3 and its central premise of creating a decentralized internet will provide a more direct link between creators and their fans. Expect this to increase the influence of creators who take steps to establish their footholds in this space now. These technologies, including virtual and augmented reality, machine learning, artificial intelligence, blockchains, smart contracts, and cryptocurrencies, provide the tools to be fairly compensated for their work and allow creators and their communities to curate and claim ownership of their creations.

Ultimately, new business models centered in Web3 will lead to a more immersive, decentralized metaverse. As digital worlds evolve beyond simple games and marketing campaigns into fleshed-out worlds with avatars, digital goods, and experiences, the curious will seek guides to make the most of the experience, just as consumers currently look at Pinterest to plan a trip, or purchase items based on trending TikTok videos. Smart creators will adapt and prepare to meet – or lead – us in these digital spaces, pushing the boundaries of their current content and tapping emerging technology with the mindset to sell (or gift) it directly to their fans. Can you imagine a personalized birdwatching tour with a creator in a yet-to-be-created digital world or the opportunity to own the copyright of the first-ever video your favorite creator edited in the Metaverse? These unbelievable experiences are here, and creators and collaborative brands will lead the way in making these attainable to those who are currently only passively curious or dismissive of the vast opportunities – and income – available in future digital worlds.

 

Web3 and the Power of Nano-Influence

Sophia Fraioli, KWT Global 

The future and the way we connect is changing rapidly. The terms Web3, NFTs, and cryptocurrency inherently bring up many questions surrounding money and how we will “pay to play” in the digital future. To adequately talk about Web3, we first need to understand Web1 and Web2. While Web1 focused on the consumption of information, Web2 concentrated on creating and sharing information under a 3rd party-controlled system. Web3 has set to disrupt this system, bringing power back to creators and individuals by decentralizing the internet.

What does that mean for the creators and influencers that dominate the spaces Web2 has created? Estimates suggest U.S. influencer marketing will surpass $4 billion in 2022, leaving some to wonder if the practices and apps of Web2 will fall by the wayside once the “switch” to Web3 has become a reality.

However, the switch for these influencers from Web2 to Web3 may not be as complicated as it seems. With the decentralization of the internet that Web3 promises to bring, there are new opportunities for creators to make a name for themselves outside of the platforms that made them famous. DAOs (Decentralized Autonomous Organizations) will allow creators to make money directly from their fan base without the middleman profiting off their efforts. NFTs, tokens, and cryptocurrency will enable fans to fund creators and potentially upend the existing relationship between creators and brands.

Trustworthiness is increasingly one of the most critical aspects of an influencer’s success, and with that in mind, it’s the nano-influencers who may gain the most under this shift. Authenticity is at the core of what Web3 promises. It will potentially be a place away from the control and persuasion of big business and those who find success in this new digital world will be those who are trusted most by their audiences.

Many say that those who profit most under Web2 will likely profit the least under Web3, but as Web3 unfolds, it’s up to agencies to pay close attention to this shift and see where we can fit into this new space. The best practices we have lived by for all brands in Web2 may be far more complicated in the Web3 space. NFTs will become a huge revenue source for some brands, while others may want to focus instead on activating their presence and engaging in the Metaverse. The change to Web3 won’t be a “light-switch” moment, but now is the time to start discussing and advising clients to be ready and stay close to their agencies as we look to succeed in this new digital universe.

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Jen Wood
SVP, Integrated Marketing
Allison+Partners

 

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When NIL legislation became law in July 2021, it opened the floodgates for college athletes to partner with companies and monetize their success. Historically, NIL opportunities were talked about in terms of appearances and autographs. But unsurprisingly, the bulk of all NIL deals to date have leaned on the success of digital solutions from social media posts and content to NFT creation.

The first nine months of this marketplace have seen a flurry of activity, but have also exposed a few opportunity areas:

  • Despite NIL legislation being touted as benefitting all college athletes, recent data from the platform Opendorse shows 51.1% of all NIL compensation has gone to college football players and 72.6% of all compensation has gone to male athletes.
  • Many experts say this imbalance is a result of systemic inequities that exist in sports. Brands could help correct this imbalance by purposefully crafting NIL programs that highlight a diverse representation of athletes across both men’s and women’s sports.
  • Even though there’s a desire from all stakeholders to have uniform NIL standards, there’s currently no governing body overseeing this. Depending on your industry, it’s still a bit of the Wild West in terms of who you can partner with. Rules differ by college and conference, leading some conferences to allow NIL partnerships with alcohol and sports betting companies, for instance, while other conferences and schools do not.
  • Brands must do their due diligence before approaching an athlete and hire an agency, especially if they’re in a highly regulated industry, to help navigate the constantly changing landscape and make recommendations around the athletes who can help achieve their goals.
  • There is great variability in the savviness and experience of those negotiating these deals, with some athletes represented by traditional agents and other athletes left to negotiate on their own. Some universities, such as Ohio State’s NIL Edge Team, have formed expressly to help athletes navigate this void. This creates inconsistencies in how services are priced and opens the door for certain athletes to be taken advantage of.

Partnering with a college athlete, as with any influencer, comes with risk. Not only are proper vetting and contract structure essential to a successful partnership, but athlete deals have more visibility than traditional influencer relationships. This heightens the opportunity for brands to be called out for unfair practices. Using tools, such as A+P’s Influencer Impact Score, helps provide consistent vetting and pricing guidance to ensure each deal is approached equitably.

One thing is for certain  the NIL marketplace’s size and influence will continue to grow. And athlete brand-building efforts will continue to be a huge focus, taking an even larger role in recruitment efforts. Not only will colleges seek to recruit college athletes who are already influencers and can bring that follower base to their school, but they’ll also look to market their institutions’ ability to help athletes build their personal brand by playing at the university. Expect athletes across all college sports to become savvier about their marketing potential and create an exponentially larger industry marketplace.

Jen Wood is senior vice president of Integrated Marketing at Allison+Partners. She’s spent the past 10-plus years of her career in Sports Marketing and Sponsorships overseeing all aspects of her clients sports marketing efforts – from sponsorship strategy development and partner identification, to negotiating multi-million-dollar sponsorship deals with collegiate and professional sports organizations and athletes, partnership activation, and ultimately measuring asset utilization and performance. She’s passionate about the opportunities sports marketing provides and is always ready to chat with an interested brand.

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