10 Reasons Why You Should Attend DataContent 2013

DataContent 2013 is only 14 days away. Here are 10 reasons why you should not miss DataContent 2013:

1. Learn – how to grow your data business from the most respected and dynamic publishers, and media companies and data experts in the business such as IDC, BrightScope, BIZO, RetailNext, Content Analyst, PrivCo, Capital IQ, Buyers Lab, Information Evolution, Connotate and many more!

2. Connect - and do business with more than 130 executives already confirmed to attend from companies such as: Swets Information Services, Farm Journal Media, Leadership Directories, Inc., LexisNexis Group, Asset International, Inside Mortgage Finance Publications, FactSet, Blue Book Building & Construction Network, Meister Media Worldwide, Hoover’s, Inc., Dun & Bradstreet, Northstar Travel Media, Buyers Lab, Moody’s Analytics, Reed Business Information, CFO Publishing, Columbia Books & Information Services, and many more!

3. Models of Excellence – Meet the minds behind the Models of Excellence award recipients, Enigma, Equilar Atlas, Entelo, FindTheCompany, RepariPal, Relationship Science, Segmint, and Stella Service. These are the InfoCommerce Groups’ picks for the most well-executed, creative, enriching, and astonishing data information products of the year.

4. Network, Network, Network – Take advantage of all the networking opportunities–Speed Networking, Welcome Reception, Models of Excellence Networking Dinner, and several networking breaks–to connect with your next partner or customer.

5. Thought Leaders – Hear from Jeanette Horan, CIO, IBM talk in her keynote on Using Data to Drive Growth for your business.

6. Strategies for Success – Find out about cutting-edge success strategies you can implement and execute on BEFORE your competition does.

7. Boot Camp – Attend the Data Marketing Bootcamp to learn where data fits in your future, and get prepared for the rest of the conference!

8. Discover New Technologies - to develop and deliver smarter, deeper, and timely data strategies for your specific data and publishing business.

9. Roundtable Discussions – Brainstorm with key executives who lead the InfoCommerce Group and SIIA.

10. All About Data – Take part in the only industry event that delivers the ideas, contacts, strategies, and products that define YOUR world.

Whether you need ideas, intelligence or implementation, DataContent will deliver it to you.

Register now so you don’t miss out!

2013 Model of Excellence Companies Unveiled

For 10 years, the Model of Excellence program has answered one question: who is re-setting the standards for data excellence?
Each year, the InfoCommerce Group, reviews the data industry landscape to identify the data products that are pioneering or perfecting new business models, exhibit best practices or offer technological innovation. The results are the Model of Excellence that are honored throughout the DataContent Conference.
During the “Excellence in Action” showcase session, we’ll present to the audience both examples of companies with intriguing business models that can offer insights and inspiration to other publishers, as well as new ways to think about and apply data. The session is designed as a showcase, so presenters are encouraged to provide a brief overview of their products and talk about their businesses generally. Here are a few teasers to get started:

  • Equilar is based on public domain data, and will describe what’s involved in normalizing and enhancing it so that it can become premium-value content.
    Equilar MOE Profile
  • Segmint will  highlight the power and value of this real life example of Big Data at work, with near-real-time analytics and predictive models (and how this technology can be applied to other markets and databases). Segmint MOE Profile
  • Enigma provides consolidated access to thousands of public domain databases whose owners generates immense amounts of high-value data at little or no cost, but have no real incentive to make it easily accessible. Enigma MOE Profile
  • FindTheCompany mixes public domain,licensed and harvested data, yielding deep profiles and insights that many publishers have talked about but few have delivered.

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SIPAlert Daily – Guidelines for your paywall strategy

One day, the Toronto Star newspaper launches a paywall—a “new paid digital subscription program that will allow readers to receive full access to all of the award-winning content on our website across all devices…” says publisher John Cruickshank. Another day, the San Francisco Chronicle drops its paywall after just two months. “The SFChronicle.com site will continue to provide readers with an online version that replicates a newspaper experience and reflects the changes in the news…”

This summer, the Sun, Britain’s largest newspaper, launched a new digital subscription package that turned their website into a paywall, where you have to take out a membership to access. It was called exciting at the time. Two days ago, it was called “disastrous” in a blogpost in The Guardian. (Monthly site visits down by 62.4% from 37.3m visits in July to 14.4m visits in August.) Something about codes in the newspaper that could be redeemed sounded way too complicated.

In specialized publishing, the landscape is also varied. Joe May of Pro Farmer told me that they are going to offer more free content in hopes of lead generation. Others prefer to keep most of their content behind a wall/gate/enclosure. Regardless, you can see that there is no consensus on what works best. After an excellent discussion on the SIPA Member Listserv a couple months ago, Molly Lindblom, principal of Business Transformations, adeptly and kindly wrote up the following: 

A Guide to Formulating Your Paywall/Free Content Strategy

1. Define the objective. Are you trying to drive traffic to support an ad model? Generate leads? Upsell? Build a community? Lots of ways to go. Defining your objective will help you determine your strategy and ways to measure success. Let’s go with Generating Leads.

Strategies:

- Consider your target. A high level decision maker (VP,CEO, CFO) may require a different offer such as a white paper or strategic industry analysis, etc. A director/manager may find news or analysis on a very specific topic rings their bell.

- Require something in kind. Contact info (name, title, company name, email) and/or other commitments such as spending 10 minutes on a call to provide feedback on a new product or answering a five-question survey. Not only does this help you achieve your goals, it’s a way to reinforce the value of the content that is being given away and moves the sale along.

- Don’t let them get their fill through a freebie. Limit free trial duration and restrict content access. There needs to be incentive to purchase.

- Build awareness/drive traffic. Email, SEO/key words and highly targeted paid Google ads are just a few ways to do this.

- Name it well. The name should reinforce the value of paid vs. free. A few options:

** Levels: Silver, Gold and Platinum or Value vs. Premium 

** Description: Today’s Headlines vs. In-depth Analysis 

** End Benefit: Quick Tips vs. Insight

- Always brand. Include your brand—such as MDM Premium. If you get nothing else, you will build brand recognition.

2. Define next steps. Sales or customer support should follow up on leads within a few days if not same day so they don’t go cold. Sign up for a free offer is an indicator of immediate need for your content. If you are entirely marketing driven, nurture the lead to build knowledge of your offerings, benefits and special incentives. This can be time consuming but it generally pays off.

3. Metrics. Make sure you have a measurable goal so you can determine what worked/didn’t work (opens, click throughs, time spent on site, bounces, leads generated, alignment of leads with target market, content accessed, sales driven) so you can determine how to modify your campaign going forward.

 

To subscribe to the SIPAlert Daily, create or update your SIIA User profile and select “SIPA interest.”


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 a variety of topics before joining SIPA in 2009 as managing editor. Follow Ronn on Twitter at @SIPAOnline

Excellence Revisited: Past Models of Excellence speak at DataContent 2013

During the “Excellence Revised” Session at DataContent 2013, we will hear from past Model of Excellence honorees on how these companies adapted to industry-changing trends. BrightScope, DemandBase and WAND were among the first to be singled out for producing exemplary data products over 5 years ago. That was pre-cloud. Pre-social. Pre-crowd. Pre-analytics.

 

  • BrightScope took public domain data, but rather than simply selling it as sales leads like so many others, it flipped this data to make a useful and valuable benchmarking product that helps companies and their employees compare the quality and performance of their 401(k) plans.
  • DemandBase was billed the “iTunes store of business contacts,” aggregating data from a number of reputable data providers, adding several layers of value including prospect scoring, and allowing user to buy just the number of records they needed – no need to buy access to the entire database.
  • WAND sold a database publishing platform but with two unique twists: clients add listings and sell enhancements in their own markets, creating a vertical market online directory that also becomes part of WAND’s global directory. And to add a further level of value, all companies were coded against a sophisticated product/service taxonomy developed by WAND.

 What this session has come to underscore is the pace of change and innovation. It is also known as our “open the kimono” session, where the top executives from past InfoCommerce Model of Excellence companies review both the intervening years since they received their recognition, and their entire company history to answer some of these burning questions:

  • Is the product you initially came to market with the same one you are offering now and if not, what changed and why?
  • Just how easy or hard is it for an online start-up to compete with legacy print publishers and/or create entirely new product categories?
  • How has your mix of revenue sources changed over the years?  Is it much the same as at launch or have you found the mix is dramatically different from first envisioned?
  • As you built your business, did you discover unexpected revenue opportunities? If yes, did you pursue them, are they material to your revenues now, and what are the trade-offs involved in being opportunistic? 
  • What kinds of curveballs did you encounter along the way, and how did you deal with them?
  • What are the most important “lessons learned” you can draw out of your years at this venture?
  • What were the easiest aspects of launching your business and what were the hardest?
  • Could you start the same business you have now from scratch in 2013, or are things too competitive, too developed, too risky, etc.?
  • What’s your advice to both start-up entrepreneurs and established companies looking to launch new products in the near future?

What we’re interested in bringing out in this session is not just “what went right” but what went wrong, what didn’t pan out, what turned out surprisingly (either good or bad), how your business has evolved since it was started. Our goal is to leave the audience with useful insights and lessons they can apply to their businesses and new product launches.

During DataContent 2013, you will also have a chance to meet the 2013 class of the Models of Excellence program, network and have some fun at our annual Models of Excellence Networking dinner held at Cuba Libre.

Register Now

The Future Is Not Free

Russell Perkins, ICG

Post by: Russell Perkins, ICG

In a speech at the D2 Digital Dialogue conference yesterday, a top Macy’s marketing executive, in a true “I’m mad as hell and I’m not going to take it anymore” moment, made the following statement:

“Consumers are worried about our use of data, but they’re pissed if I don’t deliver relevance. … How am I supposed to deliver relevance and magically deliver what they want if I don’t look at the data?”

This question speaks directly to the larger issues facing the publishing industry today: how to make money in a world where today’s consumer wants everything … and nothing. Consumers want their content free of charge, free of advertising and free of tracking. And what do content providers get in return for all this freedom? Well, freedom from revenue.

Read more here

 

SIPAlert Daily – What’s the one thing each of your subscribers will love today?

 

There’s an interesting post today on the Nieman Journalism Lab site by Adrienne LaFrance. It’s a bit of a throwback, if you excuse the pun (she focuses on a new digital baseball newsletter called The Slurve). She’s here to say that newsletters can be to the 2010s what blogs were to the 2000s.

Rather than creating an intensely focused blog, LaFrance wants publishers to deliver more quality, personalized information directly to a subscriber’s inbox. “Why settle for hyper-targeted coverage that caters to millennials nostalgic for Dawson’s Creek who may or may not see your work, for example, when you can deliver content to an audience of individuals who feel like you’re writing directly to them, right in their inbox?”—or in baseball terminology, their wheelhouse.

To be fair, this is more than just Everything Old Is New Again. The examples that LaFrance cites of quality “newsletters” are not called that by their creators. She points to Nieman which calls theirs Daily Email Updates; Ann Friedman who publishes the Ann Friedman Weekly. Gwyneth Paltrow’s Goop is a “weekly publication.” The Washington Post’s Aaron Blake simply calls his Aaron Blake’s Mailing List. Regardless of what we call them, they engage and involve, target specific audiences and are sent to subscriber inboxes.

This is also what The Slurve does. Started by Michael Brendan Dougherty, formerly of the American Conservative and the Business Insider, it delivers baseball each morning to several hundred subscribers. It tries to distinguish itself by taking the time to be both original and a window to other excellent, original content. He charges $4 a month or $36 a year, “a rate that felt affordable enough to draw subscribers, but high enough to keep people interested each day,” he said. And it’s working.

“I find a newsletter personal—more personal than a blog,” Dougherty says. “It is addressed to you.”

Some elements Dougherty is capitalizing on:

* A hard paywall. Non-subscribers can only see a couple sample issues but nothing from today, no scores, no comments, no highlights. You have to pay to play.

* “Daily” is an engaging word. It scored an impressive 27% positive variance on open rates in a recent subject line survey—and even more in click-thrus.

* Differentiation is good. His daily stands out—people know what they’re getting each day.

* Social media. His Twitter following continues to grow—more than 2,200 followers including some big hitters with much larger followings

On the site Contently, Evan Randall wrote, “By creating original content and curating everyone else’s work into one place, Dougherty is part of a change in how we think about content. Alan Jacobs of The American Conservative asks for a ‘Slurve’-type newsletter for every topic—such as one that covers soccer, or the world of academia—and even suggests that this could have been the answer all along: ‘It may well be that we came closer to getting the problem of digital news delivery right fifteen years ago.’”

“A generalist fan may love just one thing a day,” Dougherty said. “I make sure The Slurve always finds that one thing.” After an original opening, he gives links to stories and highlights that he has found after hours of research. He does his part for gamification with a Trivia quiz, and then even gives us box scores, one of the last reasons true sports fans will give for subscribing to the print paper.

People “don’t have the time or inclination to sift through lots of junky or parochial content on the Internet to find the best writing,” Dougherty said.

Has Dougherty reinvented the wheel? Hardly. But he seems to be taking what’s best from the new and old schools—call it Moneyball meets the smell of shoe leather. Let’s face it—time is not on our side any more. There’s just not enough of it. The more you can do to create a one-stop shopping place for your niche subject, the better. Now play ball.

To subscribe to the SIPAlert Daily, create or update your SIIA User profile and select “SIPA interest.”


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 a variety of topics before joining SIPA in 2009 as managing editor. Follow Ronn on Twitter at @SIPAOnline

Do not be Embarrassed

Russell Perkins, ICG

Post by: Russell Perkins, ICG

”If you’re not at least a little embarrassed by something you just launched, you probably waited too long to start it.” So says Alexis Ohanian, founder of Reddit and a number of other high profile web media products.

This statement, provocative as it is, actually is little more than a smart synthesis of the current state of play in the world of online product development. You no doubt hear variants of this theme regularly, sometimes expressed as ”minimum viable product,” ”rapid iteration,” and even ”fast fail.” They all embody the philosophy that it’s more important to launch a new product quickly than launch a really good new product. I credit Google for raising this practice to high art by teaching users that the word ”beta” appended to any product name excused the product from delivering much value, or even working properly, for an often extended period of time.

I certainly agree that there is an imperative for speed in the world of online content. We’re surrounded by hordes of competitive start-ups, many of them explicitly attempting to disrupt market incumbents. But before we decide to emulate these companies, it’s important to note their typically distinctive business models.

Read more here

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