Gaining New Readers Through Chat Platforms and Text Alerts

Since June, this appears at the end of stories on the Oxford (UK) Mail website:

“Do you want alerts delivered straight to your phone via our WhatsApp service? Text NEWS or SPORT or NEWS AND SPORT, depending on which services you want, and your full name to 07767 417704. Save our number into your phone’s contacts as Oxford Mail WhatsApp and ensure you have WhatsApp installed.”

A good article on the Journalism.co.uk site chronicled the reasons why the Oxford Mail has gone to WhatsApp to reach more readers. (The fact that WhatsApp has 450 million users each day may be a good start.) I first downloaded WhatsApp about six months ago to communicate with a friend in Singapore and have continued to use it with friends and on trips overseas. It instantly recognizes the people in your contacts who also have WhatsApp and then uses the Internet to send the texts.

“It’s much more direct in turning around saying ‘come and read our story,’” Jason Collie, assistant editor of the Mail, told Journalism.co.uk. “Instead of hoping that yours is the one out of six or seven potential competitors that will be picked up by the readers.”

In the first two weeks they gained 200 followers. The Mail is careful not to overwhelm them, sending out only a morning and evening broadcast, plus maybe one more if there’s breaking news. A member I was speaking to at an INFO local dinner last night also warned me about sending out too many correspondences. He might have even used the word “desensitised,” which Collie does as well. There’s a point where we may turn off, the member told me.

The WhatsApp “alerts all link back to a story online,” Collie said, “so the website can only benefit.” Traffic announcements, appeals about missing persons, and breaking news provided the most click-throughs in those first couple weeks.

This also adheres to one of the new rules—that publishers are better off if they can get readers to tell them what they want. I just spoke with Andrew Leighton at Aroq Limited in Worcestershire UK, and he said that they are doing very well at getting many employees in their member companies—especially in their automotive vertical—to engage with them. The reasons for this are free trials and an email alert service that they just launched. “That caused a dramatic jump in usage,” he said. “They’re flexible, and the customer can choose the frequency” and the sectors they want to know about (there are about 40 of them).

“It’s all about meeting different demands,” Collie said. “There is not just one homogenous Oxford Mail reader who might buy the paper or might read the website or might see [news] on Twitter. There are different people who get their news in a different way and we’ve just got to supply it.”

Sending multiple messages to multiple lists can, of course, get complicated—blacklisting has to be constantly guarded against—but it’s essential to keeping users engaged. I was told last night that there is now a blacklisting program that measures on engagement and usage, so it’s vital to clean your lists and target as much as you can.

In April, BBC News India sent users of WhatsApp and WeChat information about the elections in India. WhatsApp users received three messages per day as push notifications, while WeChat users were limited to one. “The ‘technology barrier’ for messaging apps is much lower than that of other social media as users can sign up more quickly and send content more easily than on other platforms,” said Trushar Barot, assistant editor of the BBC’s UGC and social media hub.

Publishers are definitely finding more usages for the chat platforms of late. Yesterday I wrote how Access Intelligence has started to use an online chat system in their ordering process. They’re going through a company called Boldchat, saying it’s not that expensive given the value it can provide to frustrated users (and revenue that might otherwise go lost into the clouds). Chat platforms may also allow easier paths for user content, which many publishers still covet.


Ronn LevineRonn Levine began his career as a reporter for The Washington Post and has won numerous writing and publications awards since. Most recently, he spent 12 years at the Newspaper Association of America covering diversity, Newspaper in Education, marketing and leadership before joining SIPA in 2009 , and then SIIA in 2013.

9 Ways to Get Technology and Marketing Working Together

“Is moving this graphic from here to here really going to make a difference in your market?” asked Rob Paciorek, senior VP/CIO for Access Intelligence, speaking at a session on The New CIO-CMO Partnership at the recent SIPA 2014 Conference. “I think not, but if you can give us a compelling reason why it would, then we’ll spend the time there. These are the conversations we have. We try to sort through the noise and put some measurements to it. Let’s do a test; let’s do one page where we move it and one page we don’t. Maybe that will help us answer this the next time.”

The key is communication, Paciorek said. He presented with his colleague Heather Farley, divisional president, Access Intelligence. After giving an example of the hard but rewarding work involved in bringing their departments together, Paciorek said with a chuckle, “There’s a reason that our offices are right next to each other; it hasn’t always been like that.”

Here are 9 highlights from this excellent session, available—like all the other SIPA 2014 sessions—to members through the SIPA website.

1. Improve engagement. “This is a huge issue for us,” Farley said. “We spend a lot of time on our web design and user interface. This is where it really starts. There’s a great team that sits in New York and they can go through our sites and say, ‘This is where your content is sticky, this is where people are spending the most time on—this kind of content. Here’s your heat map, here’s how people are moving through your site.’ [If you can] understand those things and be able to tweak both on design and the kind of content you’re using, that gives you that higher level of engagement.”

2. Find the right people. “The holy grail for my team is finding technology people who understand business,” Paciorek said. “For instance, one member found a little team of freelancers to work on things he couldn’t get to. So now he’s also a project manager. There’s a technology person willing to give up a little piece for advancement of the company.”

3. Use quizzes. Access has been very successful with quizzes, provided through a technology company called SnapApp. “These really test your knowledge and have been great engagement tools,” said Paciorek. “It’s fun content.” Farley added that they are also sponsored and provide page views for advertisers. “We also get tremendous feedback. Editors will hear from readership, ‘it’s too easy,’ ‘it’s impossible.’ I hear from our CEO when he gets 100% on his quiz.”

4. Ease conversion. “We’ve been able to use pre-populated forms so that when you come it’s easier for you to buy,” said Farley. “There also might be a way to pay through your Amazon account. The easier we can make it, the better.”

5. Facilitate online chats. Shopping cart abandonment, they both said, can be frustrating. One answer has been the implementation of an online chat service. Paciorek said that might be something you identify more with a Verizon, but it only costs about $200 a month. “And we don’t have a huge customer service team—just 3 or 4 people man the chats for all of our websites, so it’s something you can manage.” He showed a chat that produced a subscription. They use a company called Boldchat.

6. Foster retention. Farley said that not enough attention is paid to renewals. “In our world, we’re totally focused on analytics at the corporate level. Technology needs to work with marketing more on this. It’s the difference between nice to know and need to know. This is what marketers care about. We need more of this [engagement] data. How do we take this piece [of information], boil it down and make it consumable. It helps to get our marketers focused. How do you bring them up the spectrum to understand what the important numbers are?

7. Hold get-togethers. “It’s not always easy,” Paciorek said. He talked about a time when a relationship between a key technology person and key marketing person was broken. “It was costing productivity for [Heather’s] and my team. So we got the best people together for half-day team meeting. We gave both teams the opportunity to express what was happening. There [emerged] a better understanding of what the problems were. We shared expertise. The marketers were impressed by a digital person who said, here’s a cool project I do on my own time. A marketer said here’s all the revenue I drive. The key is we recognized something wasn’t working.” They’ll try to hold these once a quarter now.

8. What if your organization doesn’t have a CIO? “You have to make sure somebody is managing technology,” Paciorek said. “Reach out to all of your friends who found technology solutions. How did implementation go? Did you use a consultant? Create some other kind of group in your company. Use SIPA conferences for this. Reach out. And try to find your own references at SIPA…Do your due diligence.”

9. The new challenge. Farley said that they’ve talked about launching a series of micro-sessions for their employees. Technology might give a demo or show how to analyze a piece of data. “With the goal of moving people up the technology chain,” she said. “Folks under age 35 are so sharp, but technology is the marketing [for them]. Technology can’t be your strategy. So it’s more of a challenge,” especially as more people from that generation join your company.

Again, here’s the link to this excellent session and others like it.

To subscribe to the SIPAlert Daily, go to the SIIA website.


Ronn LevineRonn Levine began his career as a reporter for The Washington Post and has won numerous writing and publications awards since. Most recently, he spent 12 years at the Newspaper Association of America covering diversity, Newspaper in Education, marketing and leadership before joining SIPA in 2009 , and then SIIA in 2013.

Two Research Studies Reveal Keys to Working Better

Think small. And work together.

That may be the conclusion coming from research in two recent studies. The first was conducted by University of Houston marketing professor Melanie Rudd, and reported on in the Science of Us department of New York Magazine.com.

Rudd gave 50 adults a 24-hour challenge: One group was asked to do something to make someone happy, while others were told to make someone smile. After accomplishing this, the people who had made someone smile said they felt both happier and more confident that they’d actually achieved their goal than the people who’d simply tried to make someone else happy. Rudd found similar results when she asked people to try to save the environment versus increase their own recycling efforts for one day.

“If you can meet or exceed your expectations of achieving a goal, you will be happier than if you fall short of your expectations,” Rudd explained. Common sense? Not so fast. “A separate experiment in the study showed that people incorrectly predicted that they’d feel happier by going after the bigger, more abstract goal of trying to make someone else happy than they would after trying to make someone else smile,” wrote reporter Melissa Dahl.

This certainly can apply to our everyday business life. I am going to be much better off trying to write two Member Profiles and one Member News column a month rather than just saying, “I need to increase the spotlight on members.” In my personal life, I’d like to blog more about the arts but have had trouble getting started again. I think I’m looking at it wrong, saying, “I need to start blogging every day now”—intimidating!—instead of, “I need to write a post about this movie I really liked.” And then feeling good after writing it.

Another interesting theory comes from Priyanka Carr and Greg Walton of Stanford University. As reported by Heidi Grant Halvorson on the Harvard Business Review Blog, they found that we respond positively to the idea of working together, regardless if we actually do or not. Two groups were formed to solve a difficult puzzle.

“People in the psychologically together category were told that they would be working on their task ‘together’ even though they would be in separate rooms, and would either write or receive a tip from a team member to help them solve the puzzle later on. In the psychologically alone category, there was no mention of being ‘together,’ and the tip they would write or receive would come from the researchers.” In both groups, people actually worked alone.

The people in the together category “worked 48% longer, solved more problems correctly, and had better recall for what they had seen. They also said that they felt less tired and depleted by the task.” The puzzle also proved more interesting to them when working together, “and [they] persisted longer because of this intrinsic motivation.” The word “together” can have a huge impact on us. We connect, we belong, we have the same goal.

I’m working on a new information outlet for members. An email this morning from a colleague in New York who is working on the project with me went a long way to settling my stomach. And, of course, he’s not doing the work for me, but it just sounded like he is supporting me, and yes, we are in this together.

“Executives and managers would be wise to make use of this word with far greater frequency,” Halvorson concludes. “In fact, don’t let a communication opportunity go by without using it. I’m serious. Let ‘together’ be a constant reminder to your employees that they are not alone, helping them to motivate them to perform their very best.”

To subscribe to the SIPAlert Daily, go to the SIIA website.


Ronn LevineRonn Levine began his career as a reporter for The Washington Post and has won numerous writing and publications awards since. Most recently, he spent 12 years at the Newspaper Association of America covering diversity, Newspaper in Education, marketing and leadership before joining SIPA in 2009 , and then SIIA in 2013.

Member Profile: Carola York, Managing Director, Jellyfish Publishing, Reigate, Surrey, UK

IIN: How is your structure set up?
CAROLA:
We have three main business units—Jellyfish UK and Jellyfish US, plus Jellyfish Publishing which works specifically with publishers. We took on our first publishing client in 2002 and now work with a range of consumer and B2B publishers in the UK, US, Australia and South Africa, running both domestic and international campaigns for them. Across the business we have more than 180 staff in four offices: Reigate and Brighton in the UK, Baltimore in the US, and Durban in South Africa.

What kind of work does Jellyfish Publishing do?
Jellyfish Publishing is a digital marketing agency which primarily works with publishers to acquire qualified leads and paid subscriptions using a variety of digital channels. We create a dedicated microsite for each brand we work with, and then drive traffic to the site using a wide range of marketing channels—PPC search, display, email, Facebook, LinkedIn, YouTube etc. There are other digital marketing agencies out there, but it’s our specific publishing knowledge and expertise that sets us apart. And we offer a full digital marketing service covering SEO, social, creative (including video) and development as well as PPC search and digital display advertising, all of which supports our lead and subscription generation offering.

Why do you create microsites?
Typically, if you go to a publisher’s own website, you’ll see banner ads, free editorial content, promotions for events/awards etc., all of which can distract a prospective customer from the reason they might have initially landed on the site—ordering a subscription. So using a dedicated environment, with every page on the microsite focused on selling a subscription or encouraging the visitor to sign up as a lead, we get higher conversion rates—which generates both a higher volume and a better ROI for our clients.

How do you optimize your digital marketing campaigns?
We write new content and create specific landing pages for specific keywords. For example, for a boating publication, if we spot that there are a lot of searches around keywords such as “boat design” and “latest innovations in boat design”, we will create a landing page featuring specific content all around boat design and also explain how the publication covers this in its regular content. So we offer quite a bit of free “editorial”, but it’s designed as a teaser to encourage sign up.

And you mentioned that testing is big at Jellyfish.
Testing is fundamental to what we do. Our mantra is test, analyze and refine. We test every element involved in a campaign—different keywords, different landing pages, wording on the call to actions, colors on buttons etc. Once we have attracted a potential customer [to a site], we want them to stay and then sign up. And we’ve learnt that beautiful doesn’t always work. A designer might say that the creative needs a full overhaul, but in reality, the existing creative can work better, with just a minor tweak. What’s key is to split test and look at the results. The numbers ultimately tell.

Doesn’t it take time to do that much testing?
That’s what we get paid for. We monitor all the key statistics every single day. The closer and better you manage a campaign, the more you get out of it.

What are some reactions?
That acquisition cost is too high. How do we bring it down? Or that was a fantastic response—what can we do elsewhere like that? We’re constantly looking at how we can optimize campaigns to get the best results.

I see that you do some blogging.
We try to do a few a month, and it’s the members of our team who are hands-on running the digital campaigns who write the blogs. We don’t have a dedicated person blogging. But unless we have something worthwhile to share—new initiatives from Google, a new area we’ve tested and want to let publishers know about—we don’t blog for the sake of it. We’re not a publisher but an agency wanting to share best practices, good ideas, case studies and things we’ve tested.

How do you view the Information Industry Network?
It’s been good so far. It’s trying to be different. SIPA has some history here, but we’re in the early days of create the brand, understand what it is we’re trying to do, and how we can help and support publishers. The emphasis is on learning, connecting and sharing.

8 Lessons Learned from Profitable Free to Paid Model

“We recently had a nice training with journalists and an SEO instructor,” Helmut Graf, CEO of VNR Business Media, in Bonn, Germany, recalled at the end of the recent session he presented at SIPA 2014, Free to Paid and Everything In Between. (The audio with slides is available to members.)

“During the lunch break, a young journalist approached me and said, ‘Helmut, SEO means just good writing?’” Graf’s voice went up an octave or two in excitement. “I said yes, he got it. A good article doesn’t need any SEO—well, probably some adjustment [is needed…] and you have to add some keywords.”

Graf appeared with his colleague, Nam Kha Pham, to talk about their very successful free content site Experto.de. As Graf tells the story, they needed to find new customers for VNR’s 200-newsletter business and were impressed by what About.com was doing, even visiting them in New York. They wondered if something similar could be done in the German market.

It could and about 5 years later they have 54,000 content pages and 500 experts writing across 200 topics (B2B and B2C). That brought in more than 3 million unique visitors last year, 36,000 top 10 rankings in Google search and $2.3 million for VNR—67% of that internally through conversions to paid subscriptions and 33% through external sources—banner ads and the like.

Here are 8 lessons learned:

1. Build it right and they will come. From the beginning, the focus was on strong content in areas VNR represents. The subscribers and online ads (and Google Ad Sense euros) followed. “We were surprised when the German market discovered us,” Graf said. “That was not our [original] intention. We just wanted to create content linked to products and product areas we are interested in.”

2. If you can do it cheaply… They are able to pay writers just $28 an article. “They write for reputation,” Graf said. “They get traffic back to their website” and full search optimization of their 500 words. “These are a new style of authors. They understand that by becoming an author they can create a face for that subject. A lawyer may discover that [through this and] social marketing he becomes a known specialist in labor law—or an insurance person who may [specialize in] liability for small programmers. That can be a huge field.”

3. Focus on areas where you are strong in. Nam said that in the health market he lets the writers write what they want, but in technology and financial, he is more likely to give them keywords to focus on.

4. Use exit floaters. “As they’re leaving the site [after getting free information], people want to say thank you,” Graf said. “I’m always surprised when I’m [on other websites], there isn’t an exit floater, and they don’t ask for your email. You lose 1/3 of subscribers that way. In direct marketing, you have to follow small little details. We learned this from a previous SIPA session.” Pham also said that his Facebook fans went from 2,500 to 7,000.

5. Cleanse your lists. “We have a policy if someone doesn’t open an email in 30 days, we eliminate [him or her] from our list,” Graf said. “It’s an ongoing process. We don’t delete those names but take them off our active list so our open rates aren’t influenced by old names. You have to know the cleaning process.”

6. Be aggressive early. With new free subscribers, they had two choices: put them on a special welcome list or just on the regular subscriber list. Graf said that after getting advice from Agora, they put them on the welcome list. He calls it a trigger process. “That list is specifically designed to convert this hot name into [a paid] order. Within the first 30 days, we make 50-60% of our revenues. After a couple months they get tired. It’s important to be very aggressive at the beginning.”

7. Do external sales. Graf said that even Amazon told them that they were crazy not to do more for external revenue. Now the 30-40% external revenues allow them to invest more in new technologies. Needless to say, they are much more aggressive in reaching out.

8. A penny saved…Experto.de sent about 200 million emails last year, earning an average of a penny from each email. Graf salivates at the prospects of doubling that—“double a penny means a huge impact.” To do that, he knows he will have to increase traffic even more to at least 4 million unique visitors. He will also try to save on emails sent. They can save $20,000 by going from .004 cents to .003 cents for every email sent.


Ronn LevineRonn Levine began his career as a reporter for The Washington Post and has won numerous writing and publications awards since. Most recently, he spent 12 years at the Newspaper Association of America covering diversity, Newspaper in Education, marketing and leadership before joining SIPA in 2009 , and then SIIA in 2013.

Using Crowdsourcing and Focus Groups to Gauge Audience

Should niche publishers be using more crowdsourcing and focus groups? In the UK, HarperCollins’ Authonomy site has more than 100,000 registered users and more than 15,000 manuscripts uploaded to be evaluated. Each month, HarperCollins editors read the five that have received the highest marks. But, according to Alexandra Alter’s recent New York Times article, only 15 of the novels have been published.

“We know there are some best sellers in there,” said Rachel Faulkner, a HarperCollins editor. “We just need to stir the pot a bit and get the best ones to rise to the top.”

In the U.S., two sites are building a good argument for letting groups or “crowds” have their say. Swoon Reads, a new young-adult imprint of Macmillan Publishing, uses crowdsourcing to select the titles they publish. “The fans and the readers are more in touch with what can sell,” said Jean Feiwel, senior VP of the Macmillan Children’s Publishing Group, who developed the idea in 2012. “They’re more at the pulse of these things than any of us can be.”

The Swoon Reads site has 10,000 registered users. Those users rate the novels from 1 to 5 hearts and vote on audiobook narrators (after hearing clips), book covers and the cities the authors will visit. On the site now there’s a book titled 5:48 by Chloe Cheng that has received 62 comments and five hearts. Then there’s the Swoonworthy choices that you can preorder—it even gives you the “Manuscript Status” like “In copyediting.”

The head of that Macmillan publishing group calls this “X Factor or American Idol meets publishing.” Sandy Hall, the featured author in the article, said, “Having it tested online, you can really tailor it to what people want to read. It gives you a little more confidence.” Alter also points out that the well-known author Walter Isaacson has posted a chapter from his new book The Innovators on the website Medium to get readers’ reactions.

Of course, testing is already a huge part of the B2B equation, but that’s impersonal. And many of us tend to sit back and wait for the analytics. I wrote about the Google News Publisher Center last week and was happy to see many hits on that link. But is that the best way to find out what members are interested in?

The second article came from my Rutgers Alumni Magazine and focused on Kevin Goetz, CEO of Screen Engine, an entertainment market-research firm that’s a leader in conducting test screenings. According to Allan Hoffman’s article, hundreds of movies a year are screened by Goetz in their early form before test audiences—and then 20 people stick around for a focus group. He then meets with the producer or director—might be a James Cameron (Titanic), Danny Boyle (Slumdog Millionaire) or Ron Howard—to deliver the verdict.

“People have worked years on this movie, and in one evening an audience response can just speak the truth,” Goetz said. “…I have to act not only as a researcher, but also, in many ways, more like a friend, consigliere, confessor, priest, and doctor. I have to give a diagnosis and prognosis.”

Obviously, these are entertainment entities, so focus groups are more than happy to partake. But with more niche publishers conducting live events, I wonder if they should be trying to get key audience members together for a chat session. What could you be doing more of to get in their everyday workflow? What’s their biggest need? How do they interact with your information and events?

Goetz gives his clients a 40-page report within 24 hours of a screening. Immediacy is so coveted these days. “I try to guide the filmmaker to arrive at the right answer,” he said. We talk so much about engagement—usage reports are becoming more standard—but that’s more responding to what we do. In these instances, the idea is to go to the audience first and then shape the product to their wishes.

Are we willing to cede that control? Let’s see—Goetz recently made a six-figure gift to Rutgers’ Mason Gross School of the Arts. He has been successful because the films he screens have turned out successful.

If you have tried focus groups, please let me know at rlevine@siia.net.


Ronn LevineRonn Levine began his career as a reporter for The Washington Post and has won numerous writing and publications awards since. Most recently, he spent 12 years at the Newspaper Association of America covering diversity, Newspaper in Education, marketing and leadership before joining SIPA in 2009 , and then SIIA in 2013.

Tips on 4 Key Subjects to Be Covered at BIMS Conference

SIIA’s Business Information & Media Summit (BIMS) takes place Nov. 10-12 at the Fontainebleau in Miami Beach. It will feature 4 tracks—Data Content, Marketing (Tactics and Sales), Media Sales, and Strategy. If you have loved SIPA’s Marketing Conference, you will only have more to love here.

Here are tips on 4 key topics that will be covered:

1. “Recruit, select, train, manage, motivate.” Those are the 5 steps that Bobby Edgil, director of sales for BLR, goes through to add new sales reps. Which of the five is the toughest, he was asked. “Select is the hardest thing,” he said.

“I just want you to be the rep that I interviewed,” Edgil tells them. He doesn’t like candidates just out of college, preferring them 3-4 years out after they’ve “skinned their knees.” He loves school teachers as sales prospects—“they’re always bright, have worked their tails off for not a lot of money and are very process-oriented.” One of his best sales managers was an English educator for 22 years before taking the job.

Edgil spoke of the 3-foot rule for coming into contact with good possible candidates. Who are you coming into close contact with during the course of the day? Your minister, your hairdresser? He also strongly encouraged you to get the best people possible around you. He compared it to the role of a football coach where the best usually have the best assistants.

Edgil will lead the session Hiring the Best Sales People, 4:30 p.m., Monday, Nov. 10.

2. “You may be hindering your message by blasting it across a variety of mediums rather than using particular social media avenues.” That comes from Jason Brueckner’s post on the SiteLogic marketing blog. He wants you to ask 4 questions about your use of social media:

a. Am I looking at the big picture?
b. Am I considering what goal(s) I have? “Remember that social media is not the end in and of itself but is a means to accomplish your goal.”
c. Am I surveying the facts of my traffic?
d. Am I able to say no to social media platforms?

Matt Bailey, founder and president of SiteLogic and a favorite speaker in the past, will present both the Social Media Boot Camp, 10 a.m., Monday, Nov. 10, and a session on Online Testing, 10:30 a.m., Tuesday, Nov. 11.

3. “One of the best rules of thumb for creating an effective landing page is keep it simple.” This comes from the excellent and active blog of Randall-Reilly, a publisher in the construction and trucking business. That recent post gave 3 Laws for Building Effective Landing Pages:

a. Get rid of the clutter. There is such a thing as information overload. The term refers to the difficulty people can have making decisions when there is too much information.
b. Create a clear call-to-action. You need them to take some kind of action (whether that be download, purchase, contact, etc.) and that means you need to tell them to take the action.

c. Think like the customer. People buy from other people; therefore, you should write like a human to humans.

Brent Reilly, president of Randall-Reilly, will present a keynote, Radically Transforming an Organization: The Good, the Bad, and the Ugly, 8:40 a.m., Tuesday, Nov. 11. A session titled Design and Optimize Your Landing Pages will take place 10 a.m., Wednesday, Nov. 12.

4. “Information companies are extending more deeply into their customer bases, offering solutions rather than standalone products and services,” writes Denzil Rankine, executive chairman of AMR International. In a blog post, he offers 3 components for creating enterprise value:

a. Enterprise value continues to be driven by proprietary data, and embedding within customer workflow; businesses which support high value decision-making are well placed;
b. Information businesses that can provide solutions as opposed to simple products or services will also enhance value;
c. Management should carefully plan technology investments to differentiate their business and drive value.

Rankine will moderate the session, Valuations and Your Company, 2:30 p.m., Tuesday, Nov. 11.

To subscribe to the SIPAlert Daily, go to the SIIA website.


Ronn LevineRonn Levine began his career as a reporter for The Washington Post and has won numerous writing and publications awards since. Most recently, he spent 12 years at the Newspaper Association of America covering diversity, Newspaper in Education, marketing and leadership before joining SIPA in 2009 , and then SIIA in 2013.

Curated By Logo