The economy is tough. Lots of industries are facing challenges. Our industry is saddled with … well, let’s not go there, as the problems are often discussed.

But there is so much to be proud of. So much that we can and should shout from the rooftops.

Newspapers are everywhere that consumers want them. We embraced devices that allow people to visit our sites: computers, tablets, e-readers, and mobile phones. And we did this fast and before other media.

We are empowering ourselves with social media. We have news on Facebook, Twitter, Pinterest, and more.

We are experimenting and getting out of our comfort zone. Some offer electronic books. Others undertake local events. We are strategically partnering with our newspaper competitor brethren – with initiatives such as sharing delivery and creating co-owned Web sites (e.g. for recruitment).

All this — and advertisements still work in newspapers. Our strength is the trust that consumers have in our editorial product. As such, they trust the ads in newspapers more than any other medium.

And they want the ads. They don’t want the TV ads. People go to great lengths to avoid them – digital video recording programmes so they can skip the commercials.

Augmented reality has brought “sexy” to newspapers. It has made us hot. It has upped our talk factor. Using a mobile phone or computer, a newspaper ad can be used as the trigger (using a QR code, symbol, or visual recognition) to feature sound, video, or an interactive element (e.g. allows you to park a car).

This is fun and it can be educational. And it is great for advertisers.

Our digital ads also benefit from the halo of trust that other media do not. And add to this the fact our newspaper sites also garner multiple visits in a day. Few sites have repeat business over a single day.

Our research tells us newspaper Web site readers visit 3.3 times a day. Those who read newspapers on a tablet visit 3.7 times a day. Those who use a mobile phone to get newspaper content, via newsletter or the site, are reached 4.3 times in day.

We need to engage our newspaper staff. Remind them that we are doing, trying, and achieving! Let our people tell our story.

As an industry, we must stop acting like victims and start talking like proud innovators … and winners.

© %%the_author%% for Digital Technology International, 2013. | Permalink | No comments | Add to del.icio.us
Post tags: Facebook, QR, TV

Feed enhanced by Better Feed from Ozh

The post Let’s stop being our own worst bully appeared first on Digital Technology International.

But how does an industry — one that traditionally has had a reputation for dancing like an elderly uncle with too many drinks under his belt at a family wedding — start busting a move like Timberlake or Beyoncé?

Below is a summary of the tweets and grabs that came out of the conference. Individually they made great headlines; but re-organised, they give us a great playbook for how we should be getting it on.

First of all, we need to recognise: “The future is here. It just isn’t evenly distributed.” (Rob Grimshaw, Financial Times)

And that’s because “You can’t run a $30 newsroom in a $2 world.” (Lewis D’Vorkin, Forbes Media)

Arianna Huffington (Huffington Post) touched on the fundamental shift saying we need to “Stop behaving like Mount Olympus” because it’s “all about participation, not presentation.”

If Mohummad won’t go to the mountain, the mountain will need to go to Mohummad. For centuries, newspapers have had a “build it and they will come” mentality about the mountain, but now mobile media ensures “there is no physical boundary to your product” (James McQuivey, Forrester).

This means a fundamental deconstruction of existing media businesses. What does that look like?

Well, “don’t be a publishing platform, be a curated network,” said D’Vorkin.

“Change your culture, change the rules, change your share and don’t stop” (Grimshaw).

Slash your variable costs and recognise your future is probably majority digital and minority print, said Greg Hywood (Fairfax Media).

But don’t freak out. Remember: “Quality journalism is a great business to be in” (Jill Abramson, The New York Times).

Incentivise your journalists to build their own brands (Grzegorz Piechota, Gazeta Wyborcza).

Don’t worry about control. Let them self-publish. Their personal brand as a journalist is worth more when it’s associated with your masthead (Abramson).

Encourage your reporters to add value to the community you serve — both your community of readers and your community of advertisers. And do that by solving problems for them (Huffington).

Realise “people are searching for meaning and wisdom, not just information” (Huffington). So, be a relentless product machine — launch something every week (D’Vorkin).

Feel a sense of comfort that “we are relevant and trusted to the mobile generation who are comfortable with paying for information from trusted sources” (Michael Lamb, McKinsey & Co.).

And don’t get too hung up. “Don’t build the future, build the next thing people need” (McQuivey). Instead “innovate the adjacent.”

Remember, “you don’t get there in one go, it’s a journey” (Hywood), because “structural change does not come in easy manageable steps.”

And if all of this sounds exhausting and impossible and beyond the power of your creative juices, switch off the devices and “get a good night’s sleep” (Huffington).

Because, as any parents of young children will tell you, when you’re tired, sexy is never coming back and no one gets any action. You know what I’m talking about.

© %%the_author%% for Digital Technology International, 2013. | Permalink | No comments | Add to del.icio.us
Post tags: costs, culture, journalists

Feed enhanced by Better Feed from Ozh

The post World Congress speakers offer playbook on bringing sexy back appeared first on Digital Technology International.

© %%the_author%% for Digital Technology International, 2013. | Permalink | No comments | Add to del.icio.us
Post tags: INMA

Feed enhanced by Better Feed from Ozh

The post INMA World Congress 2013 Recap appeared first on Digital Technology International.

So … are you ready?

Have you resourced appropriately?

Are you aligned with the right partners?

Have you fortified your position?

Are you armed for the attack?

And … how long can you hold out?

Because we know, when the Zombies come, there will be a lot of them. A never-ending sea of destruction with no remorse for the wake of death left behind.

Such is the life of legacy media.

Forgive the gruesome symbolism. I am a bit jaded by my love for the TV series “The Walking Dead,” but the threat is real. Digital startups and pure plays (the zombies) are popping up everywhere. They are faster than us, willing to take risks, and are focused on today more so than tomorrow.

Meanwhile, we continue to try new things, but haven’t quite figured out the plan. And the things we try are not very bold, nor do we give them enough time to bear fruit.

We are, however, really good at falling back on old reliable print — as if that’s the saviour to fend off the coming attack. How long do you think you will last waving a newspaper at a zombie? I mean, really?

I have written many a blog on the different approaches to take when facing the daunting challenge of digital transition. But today I want to take a step back. I want to focus on the one true commodity that we seem to exhaust without any real priority given to correction and improvement.

That would be time.

The time your salespeople have to conduct business in today’s landscape is being taxed. Monopolised by the powers that be that seem to think salespeople can pick up the slack on any task that for years was done by others.

On top of that, they are in a constant state of training on the new stuff, trying to figure out what to sell and what the priorities are, all the while facing changing compensation plans.

Our salespeople are the front-line defense against the would-be zombie attack. Sure, we give them tools, but only enough to make them dangerous. Bandwidth is taxed.

Sounds fun, right?

Fixing it will not be easy. It will likely require re-investment into the organisation and alignment with partners that can provide depth of skill in areas you are weak. Technology can and will be your friend.

Recently, I have seen a number of new technology and software providers that are focused on providing salespeople with more time to sell. More time to understand the needs of their customers and deliver true solutions. Streamlining systems with outputs in minutes that previously took days.

Sales enablement … that is where your focus should be.

Success will be limited by the time your salespeople have to close business. So give them more time. In fact, I challenge you to find an hour a day for each and every one of them. Five hours a week, 20 hours a month, 260 hours a year.

Take a deep dive into your pre- and post-sales process to understand how salespeople are filling gaps and taking time out from truly selling. You will realise that digital fulfillment takes a lot more time than print. Which can also explain sales reluctance.

Look at non-core sales activities and invest in systems and resources to take those tasks on, so salespeople can sell. Or look to outsource these functions to experts in that field.

Do the math, folks. If the average sales person in your organisation generates US$300,000 a year in revenue, that equates to US$144.23 of sales per hour. Giving that rep an hour a day back could deliver US$37,500 of revenue per year.

Doubtful you would duplicate that hourly sales rate, but surely you could produce a portion of that. In a time when we are scrambling for revenue, look no further than your own group. Time is critical. I can think of no better way to stimulate growth quickly in an organisation.

Give time to get time. The time it will take to truly make the digital transition. Be smart and provide tactical ways to execute your plans.

There is only one way to kill a zombie, but you can still stop the attack with the right approach.

So, again, I ask: The zombies are coming — are you ready?

© %%the_author%% for Digital Technology International, 2013. | Permalink | No comments | Add to del.icio.us
Post tags: culture, TV, US

Feed enhanced by Better Feed from Ozh

The post How to help your sales team fight off a zombie attack appeared first on Digital Technology International.

© %%the_author%% for Digital Technology International, 2013. | Permalink | No comments | Add to del.icio.us
Post tags:

Feed enhanced by Better Feed from Ozh

The post We are live at INMA World Congress 2013 NYC appeared first on Digital Technology International.

(As an aside, I recommend all executives make this an annual read. Mr. Buffett’s shareholder letters provide a wonderful tutorial in strategic thinking, economic wisdom, and humble stewardship.)

Back to newspapers. Yes, Mr. Buffett believes in the power of print. He also believes in the economic equivalence of print and digital — valuable content shouldn’t be given away for free.

Mr. Buffett’s letter also references a strong audience development credo, linking relevance and the perceived value among readers.

You can debate Mr. Buffett’s perception of what constitutes shrinking content when it’s disseminated across both print and digital platforms, but he’s right on point in advocating consumer pricing across platforms for highly relevant content.

Find the greatest points of relevance between readers and the newspaper. Then, promote them!

An excerpt from Mr. Buffett’s letter reads: “Charlie and I believe that papers delivering comprehensive and reliable information to tightly bound communities and having a sensible Internet strategy will remain viable for a long time.”

While Buffett’s company, Berkshire Hathaway, might focus on hyper-local markets, Buffett’s strategy applies broadly, as well. Value comes from relevance and an organisation’s ability to capitalise on that connection.

Relevance can be connecting a reader to his community, but it can also be the link between a Wall Street Journal reader and the business of life, or a New York Times reader and his desire to be connected globally.

No matter its size or scope, relevance is specific to a “tightly bound community” and articulated by the publication.

What are your newspaper’s points of relevance and how actively does your organisation promote them?

Translate that relevance to value with the help of the right platform.

Leverage relevance across digital platforms by tailoring design, content curation, and pricing reflect Mr. Buffett’s economic wisdom.

I suggest a slight nuance to his plea to not shrink content.

Rather, before considering cost savings from content reductions, consider cost effectively allocating the most relevant content to its appropriate platforms — be it print or digital. This may result in a smaller print product if digital platforms are strategically selected to showcase the content’s relevance.

• If a publication’s most relevant content relies on the ability to enjoy the serendipity of knowledge-gathering, it’s important for readers to feel they’ve read the full publication — front to back, or back to front. Print newspapers and tablets are the best platforms for this content.
• What if the relevant content relies on satisfying curiosity? A Web site, with its many connections to external content, is key.
• And, of course, if quick bursts of information, like high school sports scores, are highly relevant in a market, smartphone apps will satisfy this need.

The fundamental task is a discovery process for an organisation to understand its core relevance, or essence, and match that content to the appropriate platform. Doing so will reinforce consumer value and the ability to successfully “charge” for the content.

© %%the_author%% for Digital Technology International, 2013. | Permalink | No comments | Add to del.icio.us
Post tags:

Feed enhanced by Better Feed from Ozh

The post A lesson from Warren Buffett: Newspapers’ value rests in their relevance appeared first on Digital Technology International.

New research has revealed that advertising impact can be as powerful on tablets as it is in print editions, particularly if the digital edition of the newspaper carries over the overall look and feel of the original news brand.

Cebuco, the news media marketing organisation in Holland, has invested largely in editions for smartphones, tablets, and e-readers.

First, some facts:

• The penetration of tablets doubled last year.
• One-third of Holland’s people now use a tablet device.

With this growth, a huge market now opens up. In December of last year, 21% of the Netherlands’ population used the iPad for reading a newspaper … and this figure continues to grow daily. Research company Ipsos divided a sample of 2,500 readers into three groups:

• digital readers
• conventional (i.e. “paper”) readers
• combined (i.e. “print + digital”) readers

They were questioned about their reading behavioural patterns, their attention to the advertising, their brand recall, and their buying intentions as a result of the advertising.

The main summary was that the reading behaviour of print and e-paper is fairly similar. The pleasure and intensity of reading is practically the same as the engagement with the newspaper. Ninety percent said they enjoyed the edition and two-thirds said they read almost every page. The engagement is indeed high: 70% felt “connected” to the news brand.

Perhaps reassuring for advertisers is the fact the advertising impact seems just as powerful on tablet as it is in print. There seems to be no significant difference found in advertising reach.

What is also interesting is the differences that did come to light between platforms. For example, when looking at the same advertisement, Cebuco’s online readers felt a better impetus for ideas and originality, whereas the printed versions seem to realise more credibility for the advertised brand. In addition, the printed ads were perceived to get a much clearer message across.

The study also shows, perhaps strangely, that print is read more often in the kitchen, while the online edition is consumed more in the bedroom, in the study, at work, or “on the go.” Targeting for content and mindsets seems to be important here, too.

Readers who consume both print and online are more aware of the ads and, consequently, have better brand recall. This makes us realise the added value of the tablet; the online edition often causes a second exposure to the creative, which, in turn, makes the ad effectiveness grow.

Another significant finding in this research is the eagerness of digital readers. Sixty-two percent of the readers state categorically that they “feel the need to interact with the ads.” They like to click through to another action to experience further content (and while online newspapers don’t yet offer this functionality, it seems obvious there is an opportunity for both publishers and advertisers alike to look at this going forward?).

Once the commercial content is clickable, the effectiveness of the ads can then be enhanced, (backing up most research I have seen recently on how interactivity is expected and even demanded from this environment).

Online display ads get the message across, offer the opportunity to interact with more information, and might even offer the chance to order a service or product.

So, multiple platforms to market, different assets … but all have an important role to play. There’s that “print + digital ecology” mantra again. The mantra highlighted in INMA’s Outlook 2013 report so strongly.

© %%the_author%% for Digital Technology International, 2013. | Permalink | No comments | Add to del.icio.us
Post tags: INMA, marketing, Netherlands

Feed enhanced by Better Feed from Ozh

The post What’s the value of multiple screens? appeared first on Digital Technology International.

Advertisers just don’t believe they should pay the same dollars for reaching the same person digitally versus print, and the development and content procurement costs for multiple platforms is sky high.

The old days were, quite frankly, easy. Print products take much less time to produce – a picture and some words and a spot of ad copy, right? Then pop it on some paper, ship it to the newsstand, and, voila, you make a bunch of ad revenue.

Now, of course, it’s more than just pics and words. It’s pics and pixels, video, polls, social, interactive graphics, blogs, links, updates, more updates, training, night staff, day staff, support staff, back-up support staff, 24/7, faster, trending analytics, paywalls … the cost of enhancing and enriching experience just keeps climbing.

Moreover, the cost and resource impact of the new digital media economy impacts every department.

As the head of a medium-sized marketing department, I’m finding this new media economy is stretching us to the limit.

Admittedly, we don’t farm much stuff out to expensive agencies. Instead, our team of 10 creative designers develops the great majority of marketing materials in-house. Perhaps that is why we notice the changes even more acutely.

Gone are the days where a simple creative brief would result in two or three print ads or a direct-marketing leaflet and posters. Now, on top of the print ads, you have eDMs, postings, and re-postings on social media, iPad versions in different banner and island positions, mobile-optimised versions, mobile app versions, SEM buys, e-newsletters, landing pages, various format ad units for multiple online buys – all of which need to be “built,” not just “drawn.”

Copy needs to be continually adapted for different media. The workload and speed required to develop a single creative idea has expanded exponentially, with the time taken to develop an ad concept now requiring several days and probably 10 times as many different executions across multi-media platforms.

So where am I going with this?

Aside from bemoaning the loss of the good old days of simple advertising and highlighting the skyrocketing costs of marketing in the digital age, it’s time to draw attention to the demands on today’s modern media marketing team.

There are more products to promote and more need for promotions. The reality is, something’s gotta give.

It’s costing too much to do marketing, and too little money is coming back from advertisers. We’ve been given an abundance of exciting new avenues to plug our messages.

Yet in our enthusiasm to get the messages out everywhere to capture those transient and elusive eyeballs, we’re being overwhelmed by the amount of work demanded by the multitude of ad units across all platforms.

But it’s not like we need to screech to a halt on this. It’s all new and we are learning.

There’s a good chance that only 10% of the work we are doing is really effective. But without this long drawn-out learning period, we won’t know which 10% is delivering the numbers and clicks. Over time, it’ll become apparent what’s worth doing and what is just nice to have.

But remember — the media economy has been re-priced. Which means no one really knows what works yet.

There are no hard and fast rules. The only rule is that the last person standing is the one that collected the most toys, because chances are, they found more of the toys of value.

To collect the most toys, we will have to do more and suffer in silence for a while.

The key is to stay fully attuned to what’s happening in this new economy. To continually monitor effectiveness through the instant feedback tools afforded to us by digital media (which we never had with traditional media). And to capitalise on low-production-cost content marketing options, which leverage smart algorithms to target audiences and preferences.

It’s exciting to be learning again in this ancient industry. There’s never been a more exciting period with more things happening. At some point, we’ll hit a calmer, more learned period. But for now, it’s time to go a little overboard.

© %%the_author%% for Digital Technology International, 2013. | Permalink | No comments | Add to del.icio.us
Post tags: costs, marketing, SEM

Feed enhanced by Better Feed from Ozh

The post The new cost of marketing in a digital news world appeared first on Digital Technology International.

Paywall programmes for newspaper publishers are definitely in vogue, and my newspaper, the Toronto Star, has announced it will be joining the fray with the introduction of a paid digital content plan in the summer of 2013.

There are times when a business can benefit from being a “first mover.” But, in this case, I am happy to be a follower, learning from the mistakes of others, picking up the wisdom of experience, and benefiting from lower launch costs.

The Star has been planning this move for many months and has invested significant resources in understanding what makes for a successful paid digital initiative for a North American newspaper.

Here is my top 10 list:

1. Selling digital subscriptions requires expertise not normally found within the traditional newspapers’ circulation or marketing departments. It requires expertise in banner ad optimisation, landing page optimisation, and specialised digital direct marketing skills.These same skills need to be developed for selling print subscriptions, as well as digital subscriptions. You may need to hire external experts because you may under-perform if you try to get by with your current circulation or marketing resources.
2. Selling print, digital, and combination subscriptions requires significant and consistent presence on your Web site’s homepage, even if it means taking up valuable space normally allocated to news.
3. Digital subscription marketing requires specialised third-party resources, such as a paid-search agency and conversion rate optimisation consultants. You must budget for this necessity.
4. Plan for about 40% churn in digital subscriptions after your first full year in operation.
5. Expect the vast majority of digital-only subscribers to come from internal electronic sources. Plan for 85% of digital-only subscribers to come from or through the landing page or Growl. The remaining 15% will come through paid media, search, display, or e-mail.
6. Print and digital offers need to be presented to potential customers early. Set your meter at 10 articles, with a first message appearing after three articles have been accessed, then another after eight, and finally a gateway page at the 10th article.Although simplicity is key. And too much choice is counterproductive. Consumers need to see what their options are so they can compare – print-only, print with digital, digital-only.
7. Measuring reader engagement is critical to paid-digital subscription success. It’s easy to identify those digital subscribers who are at risk and market to them the content they say they are missing. Both The New York Times and The Wall Street Journal have significant efforts under way in this area.Links to the newsroom and technology resources become important in this area. Editorial and marketing should be using the same metrics to monitor success.Editorial should be using technology to encourage readers to stay on the site longer and read more. For example, it should have notations on items that say, “If you liked this item, read this,” with an accompanying link.
8. Someone must own this internally, someone who is losing sleep over the planning of the launch and year-one execution. That’s critical because digital-only subscription volumes can be significant over time, and you also can increase print volumes and revenues.
9. You have to spend money on marketing. A large metropolitan newspaper in the United States has a budget in excess of US$4 million in marketing digital subscriptions this year. Newspapers that invest are generating better results than those that fail to do so.
10. Setting the meter level is a key decision, but one in which most newspapers have erred on the side of caution. The New York Times originally set its maximum at 20 then reduced to 10.From all reports, the change was a non-event. Chicago just launched with a meter set at five, although with only certain types of content behind the paywall.

I’m sure there are other tips to help with a successful programme. I look forward to hearing about other ideas. In most cases, newspapers don’t compete with each other, so let’s continue to share ideas – both good and bad.

Although the path forward remains unclear, there is a future for newspapers

© %%the_author%% for Digital Technology International, 2013. | Permalink | No comments | Add to del.icio.us
Post tags: costs, marketing, United States, US

Feed enhanced by Better Feed from Ozh

The post Ten building blocks for a successful paywall appeared first on Digital Technology International.

The old business model is broken.

Disruptives are grabbing the revenues – but not filling the old civic mission. And the print consumers are dying faster than marketing directors can get younger subscribers to venture out on the brand-new digital toll roads.

In short: Legacy media is dying.

This picture of dystopia has been painted over and over again; no need to describe the gloomy status quo of our industry any further. But let’s linger on the question of how we actually ended up here in the first place.

Easter is the perfect time to reflect on topics like life and death. And, in a way, the old Christian teachings on capital vice offer some clues to why and where we went wrong. If you never went to Sunday school, tag along and I will try to explain the seven “sins” and how legacy media committed them:

1. Pride: The we-know-it-all attitude, predominant for much too long with media executives, as well as reporters.Born during the information monopoly days, when we thought we knew it all and had no lessons to receive from anyone. We owned multi-million dollar printing presses, prime property, and — even more important — the power to “package” reality, to decide who speaks and who doesn’t and on what topics.
2. Sloth: After decades, even centuries, of astronomical profits just rolling in without any serious business development or innovation efforts whatsoever, why roll up the sleeves and suddenly start working hard from scratch?
3. Lust: Instead of investing wisely, with a good return-on-investment (ROI) in sight, money has been poured into “sexy” events like jet-set galas, (organised just for the heck of sharing dinner tables with the Hollywood stars) and content strategies based on the news desk’s intuition about a cleavage click-monster (not on any actual data.)
4. Gluttony: Mergers and acquisitions might strengthen current operations; many have during the consolidation wave. But without a long-term vision and supportive strategies, some are starting to experience a certain hangover, now that the shopping spree has to be funded.
5. Envy: Oh yes, it’s so much easier for Google and Facebook, with world domination as their mission, thousands of talents applying for every open position, and no old business model to keep alive.
6. Greed: Print subscribers already pay serious amounts to us every year, but why should we give them the iPad edition for free?
7. Wrath: This might be the only capital sin that legacy media is not guilty of committing. However, the results of the above six might be enough to draw this kind of reaction from the customers, who are sick and tired of over-paying for under-achievements.

If you don’t recognise any of the above, or if you do and that brings you down, here is an Easter egg filled with good advice. A short list of don’ts, if you wish to bring the “capital” out of the sin:

• Don’t think it’s business as usual.
  It’s not. Today, any digital whiz kid can disrupt your business from her or his teenage room. Don’t fear failure.
  (Do: Invest in innovation. Try new business areas. Experiment.)
• Don’t place your organisation’s needs first — and the customer’s second.
  The client perspective has changed forever, as brilliant creative director Fredrik Strömberg of Bonnier put it: From “can get” to “want to have.”
  (Do: Change your strategy from digital or mobile first to “customers first.”)
• Don’t control.
  Control is dead. Any information you used to keep “secret” — news lists, prices, etc. — can and will be spread. Anything happening behind closed doors will be questioned. Within your organisation, as well as by the market.
  (Do: Work openly; you have nothing to hide. The transparency will make you better than ever, and it will help you keep the community’s trust.)
• Don’t let your old identity — as “information central” — block you.
  Let’s face it: What is the market value of a company that brings more information in an information-overload era?
  (Do: Find a new identity, together with your staff and your community, along the lines of what your founders had in mind, with a civic mission.)
• Don’t fill open positions with the competence that just left.
  If you do, you are repeating the past. And we know where the past will lead us…
  (Do: Give every new recruit a title and a work-description never heard in your organisation before. Make your HR strategy a vehicle of change.)
• Don’t get stuck in the silo trap.
  Don’t work linear or hierarchical.
  (Do: Try something completely different.The future is working cross-borders within the media house: sales, content, and ICT in an agile, start-up like culture.)
• Don’t forget the passion.
  A long time ago when I was in high school, we were offered professional guidance, and this expert on future careers asked me what I wanted to do in life. I told her I was going to become a journalist. “Don’t,” she said. “There are too many of those around. There is only unemployment ahead.” I remember telling this woman, probably 40 years my senior: “If you are really passionate about something, you will do it well. And when you do something really well, there is always someone prepared to hire you.”

I might have been young and cocky, but I haven’t had a day of unemployment so far. And I still believe that If you invest passion in what you do, if you truly put your heart into your work, you can make a difference.

So off you go, and sin no more.

© %%the_author%% for Digital Technology International, 2013. | Permalink | No comments | Add to del.icio.us
Post tags: culture, ICT, marketing

Feed enhanced by Better Feed from Ozh

The post The 7 deadly sins of traditional media appeared first on Digital Technology International.