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Gary Schwartz
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“I recall one of the first North American QSR mobile promotions fifteen years ago was around Valentine’s Day and pizza,” said Gary Schwartz, president and CEO of Impact Mobile, New York. “The call-to-action was SMS your ‘cheesiest pickup line.’

“With Snapchat and Facebook Live, there is richer media integration, but the goals remain the same: viral sharing. Valentine’s Day is a couples’ celebration and a tremendous opportunity for the brand that can facilitate, or even accelerate, communication to a partner and then to its extended community as an ‘Aaw–shucks’ share.”
Dunkin’ Donuts is stirring up sales ahead of Valentine’s Day by promoting its love-themed digital gift cards and featuring its heart-shaped donuts in a live stream session on Facebook, paving the way for food and beverage brands to capitalize on major holidays.
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Marty Cooper is considered the "father of the cell phone". He conceived the first handheld mobile phone (distinct from the car phone) in 1973 and led the team that developed it and brought it to market in 1983.

Marty talks with me about the future of the phone and communications.

https://www.thinkwire.com/p/-K99U2Lrzm_okeEZh-fX
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“For as long as I have been in the mobile marketing world, Time Square has been its mobile circus ring,” said Gary Schwartz, president and CEO of Impact Mobile, New York. “From asking a VW car questions via SMS to Forever 21 and the Disney store competing for augmented reality crowd engagement off their billboards.”

“Of all the hot or not ideas, I think this campaign is perfect for the brand, it has an authentic cultural spin and drives loyalty for existing users and adoption for those who want a chance at ‘Lucky Money.’”
WeChat is bringing the Chinese custom of Lucky Money to New York pedestrians, enabling Times Square passersby to shake their smartphones in front of the billboards and have digital money placed in the messaging application’s mobile wallet.
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“Whenever you gamify a promotion, you drive repetitive consumer engagement,” said Gary Schwartz, president and CEO of Impact Mobile. “This, by definition, becomes an omni-screen and thus a mobile experience.

“Bracketology, like its NCAA patriarch, drives needed brand viability with fans. Dog fans are as fanatical and will drive this same gaming loyalty.”
Purina Pro Plan is raising awareness for the upcoming Westminster Kennel Club Dog Show by rolling out its first-ever mobile-optimized bracket contest, enabling consumers to predict the winning breeds for a chance to win $1 million.
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The Save-a-Butterfly Movement

Proud to have launched SAVE A BUTTERFLY with my seven-year-old and ten-year-old daughter.  As you may know, the Monarch Butterfly population is on a steady decline. Most simply starve to death as farms and homes are killing the Milkweed plant which the butterflies require to live.

There are many wonderful resources out on the web but they all cater to teachers and parents. Save-a-butterfly is by and for young kids. The site facilitates simple activities that associate the milkweed plant with a butterfly. 

Plant a Milkweed for mom on Mother's Day or Dad on Father's Day. Plant Milkweed as an activity at a Birthday Party. The site has turnkey steps for the kids to follow. 

Please become involved with your kids and send images of the activities and the results!

Best, Gary
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FINALLY, GOOGLE INVENTS THE MOBILE BROWSER

Self-driving cars? Hot-air balloon Internet-delivery? Alchemy-tech projects from Google X’s laboratory in Mountain View, CA? Now, finally the tech scientists at the search giant launch a moonshot project that has immediate impact on our digital economy: the invention of the mobile browser.

Google X’s ability to “stream” application functionality without requiring the user to download the heavy app chassis is a watershed technology. It is the first step in delivering the mobile browser content experience that we, the diehard mobile consumer, deserve.

It also is the first salvo on the sanctity of the App Store in the same way that streaming music services are forcing iTunes to reinvent its business model and Wi-Fi in the car is the death knell for satellite radio subscription services.


When you click the “stream” link on nine beta app partners, including the Weather Channel, Hotels Tonight and The New York Subway, the content will render in the cloud, as it does on a Google’s Chromebook. The phone simply pulls down the resulting visual data from Google virtual computing platform.

Invention of the browser
“Invention of the mobile browser?” you ask. “We all have a super-app called a browser on our phone.”

Well, you are correct.

There is a search portal on billions of phones globally that opens up mobile-friendly responsive media to a small-screen consumer.

Chrome, Firefox, Opera Mini and Safari lead the phone-top browser wars. However, for the iOS an “open” browser does not provide a market advantage.

The open browser search portal has been out-gunned by the marketing muscle of Apple. It knows all too well that content-sells-hardware and the company that can show more apps exploding from its billboards wins.

I have always said the Apple SDK for its App Store is the best marketing investment the company ever made outside of the legal dollars it spent on patent grandstanding.

The fact that Apple – and grudgingly Android and even more grudgingly Windows – has a segregated digital portal of mobile apps (many clunky, forever updating, getting lost in folders and soon forgotten after the impulse download) seems to be an accepted evil.

Many apps are built using Web technology such as PhoneGap or React Native, packaged as a native app with considerable complexity and are being live-streamed back into Web search with considerable complexity. Unquestionably, Apple has a unnatural chokehold on content distribution.

Apple does not want to give up its content control to the universal browser – which would be an attack on its Big Data and differentiation and thus loosen its walled-garden hold on its customers.

Heavyweight to featherweight champion
The app developer community sees as a great “preview” opportunity Google’s ability to “stream” app functionality without requiring the user to download the heavy app.

Audiences can find and taste test their apps via a simple search. However, ultimately, this has to be Google’s first attack on the legitimacy or outright pragmatism of many heavy app downloads.

Initially, streaming apps are limited to Wi-Fi connect devices due to the large amount of data transferred in a virtual rendering. However, it is a stepping-stone to completely rethinking the traditional Web application.

AngularJS and other frameworks enable client-side developers to build powerful and compelling user interfaces – the hallmark of the heavy mobile app.

As the mobile browser matures to allow UI moves to the client, the server becomes simpler, and owners can manage the totality of the app. Using App Engine Datastore access and OAuth authentication, developers can focus on business logic instead of backend technology.

The first phase is tying native apps to browser-based search.

Google has gone to great lengths to get its app community to “index” its content to be searchable and allow for deep links. Google now can search inside the app for deals and news.

Second, is the ability to view a rich app experience through the browser without the usual slimmed-down, reductive UI of the browser.

Initially, the streaming data will not be optimized but as developers see this as an opportunity to become more searchable and more accessible without mandating the multi-megabyte initial download to the phone, they will design for cloud functionality.

While the service may appear to cannibalize the market for app developers, there is an inevitable shift in the way the mobile consumer finds data.

THE STREAMING APP maybe a half-step, as my developer friends tout: it is part of an evolution.

Mobile CPUs and Javascript compilers, newer Web technologies such as service workers, webgl, canvas, hardware-accelerated animations and local storage as well as fantastic performance debug tools in Google Chrome have enabled new Web apps to closely match the potential of native for many applications.

Perhaps the native shopping app is soon to be the vinyl of the phonetop.
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6 mobile-oriented services to complement the live operator experience

Until 2015, business process outsourcing (BPO) was based on a simple math formula: outsourcing non-core services including customer call centers to more cost-efficient partners and markets to reduce spend. 

When technology was deployed, it was predominately committed to optimizing the BPO infrastructure and managing "bums in seats." BPO suppliers focused on solutions that could mitigate operational costs and driving process efficiency.

However, as the end consumer becomes increasingly mobile, equipped with smarter devices and, most importantly, higher customer service expectations, Corporate America needs to address how best to service this new customer. 

In 2015, BPO needs to move beyond managing call center bodies. This is particularly important to inbound call centers. 

As the vast majority of consumers use their always-ready mobile phones to reach the call center services, providers need to revisit their call center architecture and develop mobile-centric efficiency throughout the lifecycle of the call.

BPO companies have traditionally differentiated their services by providing workers at a lower cost. 

Historically, operations focus on large-scale transaction processing beating the clock on handling times: i.e. average hold time – AHT, or average speed of answer, ASA. These business models need to be revisited.

As in other verticals such as retail, health and finance, the consumer is now at the center of operational design, and customer satisfaction is the new and key performance index. 

The challenge for many providers is executing on this vision.  

Designing mobile hooks and leveraging new APIs to enhance the existing call flow and creating omnichannel content delivery is outside the scope of most call center operations.

We see this shift in national and municipal services such as Next Generation 9-1-1 in the Canadian market and Next Generation 3-1-1 service in cities such as Chicago and New York where the incumbent call center now offers onmichannel interactions catering to the mobile user. 

SMS-based call flows allow for instant information. Operator text chat via SMS and application layers allow for on-the-go convenience as well as operational efficiency and cost savings for the call center. 

The goal is to move away from an intelligent Siri-type system to an anticipatory GoogleNow-type approach. Delight the customer by anticipating their preferred channels and their time-sensitive needs.

This is no easy task. 

For more than 20 years, BPO call center performance was measured, in large part, on cost-per-call or by the number of seats in a call center. This simplistic math led to globalization of services with early adopters such as GE and American Express moving operations to India in the early 1990s.  

The Philippines’ BPO sector is the fastest-growing industry in the country with 900,000 Filipinos employed full time in 2013, providing an estimated 1.3 million new jobs in the IT/BPO sector by 2016.

However, as we move into 2016, the consumer is demanding smarter services from legacy call center IVR and live operators. 

At its core, the call center will continue to focus on availability, information accuracy and consistency.  

While voice communication will remain the call center's pillar, here are a number of key next-generational services that can complement and enhance the live operator experience:

1. Mobile triggers (calls to action, or CTA) to reach the call center. This has become a standard creative ad unit in mobile advertising. Traditional media also has leveraged mobile # or * services. This quick mobile access needs to become ubiquitous.

2. On-hold omnichannel selection. When customer security authentication is not a concern, providers can use the hold time to offer options to mobile callers that mitigate high abandonment rates (AAR) and optimize their on-the-go mobile requirements. Jumping into a text-based chat is an example.

3. Disconnect mitigation strategies. If the call is dropped, push text-to-queue services to make sure the customer is reentered into the priority line or trigger a callback service with instant SMS notification.
 
4. End-of-call informational push. Send end-of-call informational summaries – virtual sticky notes – via SMS to mobile callers with time sensitive information.

5. Customer satisfaction surveys. Always move a live call into a mobile C-SAT survey that can be completed at the customer’s convenience. Text-based multiple choice questions result in much higher response rates than IVR surveys. 

6. CRM push follow-up. Acquire an opt-in to future communication from the caller. This allows for timely follow-up engagement/closure using the request channels to delight the customer.

THE BUSINESS FLOW can be made asynchronous, allowing the mobile consumer to jump into her preferred communication channel before, during and after the call. 

Increased use of cloud-based technologies allow call center operators to differentiate their services and ultimately become Big Data and analytics shops providing insights to drive their clients’ business objectives.

This move will enable providers to participate in the business goals of their clients –a far cry from simply answering the phone cost-effectively.
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This past week, the media happily announced that Echo was "all grown up.” An astounding adulthood spurt given that Echo is mainly relegated to kitchens and has the key functionality of telling you the weather and managing your Spotify account while your fingers are full of cookie dough.

On a lazy Sunday with my Echo and americano, I thought I would ask a few questions about my listening friend.

Echo is a latecomer to world of personal assistants.  The voices of Siri, Google Now and Microsoft’s Cortana had already personalize data and become synonymous with search. They truly opened up the world to thick-thumbed, car-bound, errand-challenged consumers. They made assistants increasingly central to our connected home, self-driving car and fast-growing Internet of Things-enabled universe.

As author Anthony J. D’Angelo wrote, “Always be nice to secretaries. They are the real gatekeepers in the world.”  

A digital butler or personal assistant’s prime goal is to anticipate our needs. To service their master, they need to understand every whim, every idiosyncrasy. While each artificial intelligence system has its own approach, there is only one winner: data.

Siri sass

Smart voice recognition was always an aspirational feature for Apple. In 1987, Steve Jobs’ team developed a prototype sketch called the “Knowledge Navigator” that gave a prescient glimpse of a voice-driven world: an ideal blend of computer meets human.

Twenty years later, Apple found its voice-recognition based personal assistant. It was a small startup called Siri, a humble download from the App Store powered by Nuance’s speech recognition engine that had successfully integrated to Yahoo Local, Yelp, OpenTable and MovieTickets. It was an Echo-type service that helped you find a taxi and reserve a meal as well as a ticket for the after-dinner movie show.

When Apple bought the startup voice recognition software company, it disappeared from the App Store and reappeared as a “super app” bundled on a voice-driven search and dictation features directly into the new smartphone. 

Inspiring Spike Jonze’s movie “Her,” there was a pop-cult bond to Siri. We all fell in love with Scarlett Johansson: a voice that really understood and personalized our needs.

What Apple launched, Google has advanced.  

Since July 9, 2012 appearing in Android's Jelly Bean operating system, the Google Now voice assistant proactively delivered to users information that it predicted. 

Google Now could successfully anticipate, in a human way, based on the wealth of data Google had on its consumer via calendar entries, email content and search behavior. The new assistant was so much on its game in its first year that Popular Science named Google Now the "Innovation of the Year.”

The Google assistant's success was not only attributed to technology but to its command of data.

Marty says, “Data rules”

Google’s edge is that it can leverage its Knowledge Graph project that provides a semantic-search algorithm based on a wide and widening array of sources. 

The Knowledge Graph seeks meaning and connections between its users’ common locations, repeated calendar appointments, search queries as well as public alerts, nearby photos and activity summary.

This universe of smarts is growing. 

In January 2015, Google Now opened up to third-party applications including Airbnb, eBay, The Guardian and Lyft, allowing these partners to inject personal content – or info "cards" – into the semantic search. This graph becomes an artificial intelligence leviathan.

My friend, Marty Cooper, who is considered the "father of the cell phone,” conceived the first handheld mobile phone in 1973 and led the team that developed it and brought it – affectionately named the Brick for it size, weight and shape – to market in 1983. 

I asked Mr. Cooper about the future of the phone, communication and data in this interview. 

Mr. Cooper said, "Our society is overwhelmed with data. Intelligent and strategic analysis of data makes the difference between success and failure. 

“The future cell phone will be a collection of personal devices and personal applications specifically tailored to its owner,” he said. “It will be distributed on optimum locations on the user's body and will automatically and continuously optimize its configuration and yet, there are only so many megapixel, megabits per second and megaHertz that can be useful to people.”

According to Mr. Cooper, we do not have the time or ability to ask Siri, no matter how smart she is, the right questions. Data needs to be customized and tailored to our needs. 

Mr. Cooper said information needs to be "automatically and continuously optimized” to make it accessible and, importantly, useful.

Echo: Q&A, Q&A, Q&A

Amazon has data. It commands our one-click checkout. It owns our commerce trust and has a wealth of purchase behavior stored in its data bank. 

However, all Amazon’s data forays outside of commerce have flopped. Fire Phone was a two-time quiet failure. Moreover, we do not calendar or email with Amazon. 

When Echo launched as a personal assistant in 2014, it had the Siri bravado. It adopted a persona, Alexa, and bundled an SDK hoping the developer community would build value for the startup.  

With the failure of the Fire Phone, it played on Echo's independence from the smartphone community. It opted for the kitchen and the living room as opposed to the consumer's jean pocket.

Niche, but nice. Echo makes perfect sense as an artificial intelligence control for your music and on-demand questions related to weather or sports. 

Spotify, Uber and Domino’s make sense. However, without deep and smart data, Echo is an also-ran Siri without the omnipresence.

As Apple, Google and Amazon vie for a clientelling relationship with their customers, each can leverage it to their strengths. 

Amazon will play its premium streaming service for the home. Along with its Dash for impulse purchases, Echo becomes a home utility. Its on-demand nature makes it a strong Internet of Things contender for the connected home. 

For this reason Echo has become a best-selling electronic product on Amazon.com. The device has more than 30,000 reviews with a fan rating of 4.5 out of 5 stars.

While I love this connected speaker, its owner, Amazon, is data challenged and ultimately will lose its edge as the home becomes smarter and less gimmick driven. 

GOOGLE IS ultimately positioned to win the trust of the consumer because it can anticipate the answer before the user needs to ask the question.
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Google’s self-driving car AI can qualify as a driver.
WASHINGTON/DETROIT (By Paul Lienert and David Shepardson, Reuters) -- U.S. vehicle safety regulators have said the artificial intelligence system piloting a self-driving Google car could be considered the driver under federal law, a major step toward ultimately winning approval for autonomous vehicles on the roads.
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“In Quaker's omnichannel digital promotion, Twitter is relegated to a simple media buy,” said Gary Schwartz, president and CEO of Impact Mobile. “Quaker, like many CPGs, is using Twitter's customer targeting services (keyword, demographic, intent, etc.) to generate click-through. 

“However, brands need to tackle each channel as a separate engagement opportunity. While uniquely customizing each channel is not easy and requires more brand resources; the ROI justifies this added effort.”
PepsiCo’s Quaker Oats brand is rolling out Promoted Tweets prompting consumers to visit a campaign microsite on their smartphones where they can combine ingredients to design a new oatmeal flavor, showcasing how marketers can augment awareness by asking fans for direct input on products.
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RETAILERS: HEADS UP!: Google Just Invented The Mobile Browser

Self-driving cars? Hot-air balloon Internet-delivery? Alchemy-tech projects from Google X's laboratory. Now, finally the Mountain View scientists launch a moonshot project that has immediate impact on our retail economy: the invention of the mobile browser.

Google X’s ability to "stream” app functionality without requiring the user to download the heavy app chassis is a watershed technology. It is the first step in delivering the mobile browser content experience we, the diehard mobile shoppers and conscientious shopkeepers, deserve.  

It also is the first salvo on the sanctity of the App Store, in the same way that streaming music services are forcing iTunes to reinvent its business model and Wi-Fi in the car is the death knell for satellite radio subscription services.

When you click the “stream" link on nine beta app partners, including the Weather Channel, Hotels Tonight and The New York Subway, the content will render in the cloud (as it does on Google’s Chromebook). The phone simply pulls down the resulting visual data from the Google virtual computing platform.

Of course, this does not mean that the app store is about to crumble and vanish. However, for retailers with an app strategy and retailers that are contemplating how to leverage the app store, this may steer resources or, at the very least, have the CMO thinking about the browser as a viable destination for further development.

Invention Of The Browser

"Invention of the mobile browser?" you ask. “We all have a super-app called a browser on our phone.” Well you are correct. There is a search portal on billions of phones globally that opens up mobile-friendly responsive media to a small-screen consumer.

Chrome, Firefox, Opera Mini and Safari lead the phone-top browser wars. However, for the iOS an “open” browser does not provide a market advantage. The open browser search portal has been outgunned by the marketing muscle of Apple. It knows all too well that content-sells-hardware, and the company that can show more apps exploding from its billboards wins.

I have always said the Apple SDK for its App Store is the best marketing investment the company ever made (outside of the legal dollars it spent on patent grandstanding).

The fact that Apple (and grudgingly Android and even more grudgingly Windows) has a segregated digital portal of mobile apps (many clunky, forever updating, getting lost in folders and soon forgotten after the impulse download) seems to be an accepted evil.

Many apps are built using web technology like PhoneGap or React Native, packaged as a native app (with considerable complexity) and being live-streamed back into web search (with considerable complexity). Unquestionably, Apple has an unnatural chokehold on content distribution.

Apple has fought back offering Bluetooth shopping beacons that tether the native app to bricks-and-mortar shopping. However, many CMOs are unaware that the mobile browser can be tied to the store Wi-Fi and used as a powerful beacon leveraging SMS to drive the proximal consumer into deals and other rich media. 

It is clear that Apple doesn’t want to give up its content control to the universal browser.  Losing its lock on the app store would be an attack on its big data strategy and market differentiation, ultimately loosening its walled-garden hold on the consumer.  

Heavyweight To Featherweight Champion

Google’s ability to "stream” app functionality (without requiring the user to download the heavy app) is presently seen by the app developer community as a great “preview” opportunity. Audiences can find and taste test their apps via a simple search. However, ultimately this has to be Google’s first attack on the legitimacy or outright pragmatism of many heavy app downloads.

Initially Streaming Apps are limited to Wi-Fi connect devices due to the large amount of data transferred in a virtual rendering.  However, it is a stepping stone to completely rethinking the traditional web application.

New technology frameworks, such as AngularJS, enable the retailer’s development team to build powerful and compelling user interfaces — this front-end spit shine is the hallmark of the native mobile app. As the mobile browser matures to allow a slick user interface on the phone top, the server development becomes simpler.  Using App Engine Data store access and OAuth authentication, developers can focus on business logic instead of backend technology.

The first phase is tying native apps to browser-based search.  Google has gone to great lengths to get its app community to "index" its content to be searchable and allow for deep links. Google now can search inside the app for retail deals and news.

Second, is the ability to view a rich app experience through the browser without the usual slimmed down, reductive UI of the browser. Initially the streaming data will not be optimized but as developers see this as an opportunity to become more searchable and more accessible without mandating the multi-megabyte initial  download to the phone, they will design for cloud functionality.

While the service may appear to cannibalize the market for app developers, there is an inevitable shift in the way mobile consumer finds data. The streaming app maybe a half step as my developer friends tout: it is part of an evolution. The power of mobile CPUs, newer web technologies, local storage as well as fantastic performance debug tools in Google Chrome have enabled new web apps to closely match the potential of native for many applications.

Perhaps the native app is soon to be the vinyl of the phonetop.
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SHOUTING SO LOUD, WE LOSE OUR VOICE

We tend to be nostalgic about the past. Media and news are good examples. We often romance the content and integrity of publications and television outlets. However, the vast majority of us have always consumed our world through one-line headlines and conversations overheard, often misquotes or dubiously represented.

Perhaps contemporary social media is simply a celebration of this human penchant for thin data and lots of it.

Social Haiku
Twitter became successful because of its wonderful ability to tap into Churchillian sound bites. It made people quotable and, most importantly, consumable. We – read as I – spend gobs of time in Wi-Fi-enabled cafés, fashioning that perfect sharable, letter-pinching constrained line.

The Facebook post, Instagram image and Snapchat story, has moved the Tupperware home or water-cooler office flow of ideas and information into a digital version on an incredibly large scale. 

Like a global game of tag-your-it, social memes rise and fall. The Web is now a news barometer with headlines reading, “Twitter’s Highs on the Presidential Debate” or “Tweet Storm on Jose Bautista’s Bat Flip.”  

We should not be surprised with the Pew research results on news consumption.  

Sixty-four percent of United States adults use Facebook, and a whopping half of those users get their news there and nowhere else. That means that more than 30 percent of the general population gets their news from a social media network. When you add YouTube at 10 percent, Twitter’s 8 percent share and Reddit’s 2 percent, it is not surprising that traditional media outlets are under siege.

There is further pressure from news-entertainment platforms such as John Oliver's This Week Tonight. 

Mr. Oliver has taken over the leadership role of the Daily Show, which along with the satirical publication, The Onion, managed to create a new category of reductive and highly consumable news content. Search the "Daily Show" on Google or Verizon, AOL TV or TiVo and the warning reads that it is “not a news program and only uses newsworthy stories as a jumping-off point."

So where does the average consumer find “newsworthy stories”? Incumbent news publications and broadcasters are losing their audience and, without eyeballs, ad revenue has drained from the physical and digital pages and channels. 

While a few content providers are able to command a paywall, the vast majority of news providers are desperately trying to diversify, sign partnerships with Facebook and Twitter for distribution and advertising, generally sliding down a greased skid to irrelevancy.

For the publisher that cannot repatriate the power game and own the relationship with the consumer, it will have to hang tight to its brand in the hope that the consumer will remember it within a generation.

Lost art of thinking
But can social media provide the same value proposition as our incumbent news media? 

A hashtag can attempt to sew together ideas and trends. However, while good for a chatroom environment, it is a challenge to focus discussion and hard to drive editorial content and oversight.

Twitter has defiantly fought to hold to its 140-character constrained tweet. While powerful for one-liners and hyperlink, it is ill suited for narrative. Because of this limitation, Twitter has become a Bitly to longer articles and thoughts dotted about the Web.

Reductive sharing is ubiquitous across social. Whether its adding a “Je Suis Paris” filter to your profile picture on Facebook, upvoting a meme on Reddit, or uploading an infographic on Pinterest, the conversation is horizontal and there is no structured editorial oversight. 

When social readers want more roughage, there are longer-form social platforms – the Mediums, WordPress and Tumblrs that offer a microphone to reader and writers. 

While these long-form social tools democratize publishing, they continue to undermine the incumbent punishing infrastructure – similar to self-publishing on Amazon, undercutting the author/agent/publisher vetting process and creating a marketing place challenging for a reader to navigate.

There must be more.

Unquestionably, social media provides profound value. It has given rise to citizen journalism and defiantly fought for the right to challenge the status quo. 

However, in the process, it has weakened the strength of the editorial voice. I discussed this issue with my colleague, Ethan Zimmerman at MIT, the democratization of news. How each person now can be instrumented for information. A citizen can even carry a biosensor kit with herself so a person in London can report information on pollution and a person in Fukushima on nuclear levels. We all become content beacons. It is as if a person is an Internet-of-Things thing.

We have the ability to access the raw news data. The challenge is the curation of this data and the discovery of this data.

"People are hardwired to pay attention to the people who are in our inner circle,” Mr. Zimmerman said. "It's one of the strongest and best-documented social forces. We pay attention to the people to those who are in our immediate social network.” 

Conversely, we tune out information and opinions from outside this circle.

While this is not a new phenomenon – a Republican reads the New Republic and a Democrat reads The Nation – our circles become ever smaller with fewer external experts to guide the dialogue.

Reintroducing an expert
There are tools that help brands and publications aggregate this content: Storify, Rebel Mouse, Mass Relevancy. They cherry-pick the past. I call this forensic social. These are powerful platforms but they are more archival and less editorial.  

These tools tell an effective story about a brand’s past and the ability to moderate their present. However, they do not let the brand editorialize their future.

For many publications and brands creating new content socially is dangerous. A publication may throw in a Disqus platform to capture its readers’ comments below its curated content seemingly to play lip service to a social voice. 

A brand may actively manage a hashtag. However, there is noise on the Web that brands often find daunting to navigate.

Shelly Palmer, a tech blogger based in New York, wrote very pointedly in response to social hate posts: "The good information must be programmed better than the bad information, and it must be propagated in overwhelming amounts. We can select the social media world we want to live in and social-engineer our way back to safety.”

So how can we structure social to be a little smarter? We have models in the physical world that we seem to respect and continue to support. 

For example, when we go to an industry conference, the content chair has arranged a keynote and a few panels on relevant topics, maybe a fireside chat with a pundit.

From TedTalks to a PBS electoral debate, there is a universal model of knowledge transfer: there is stage and an audience. The stage has microphones with thought leaders that have spent their lives becoming experts on an idea. 

On the stage there is, hopefully, a smart moderator who can move the ideas around, challenge and weave the narrative.  The audience can tweet and ask questions that the panel can, in turn, field.  In the digital world, we run webinars using the same virtual formula.

However, in social we have few expert stages.

There are structures to build on. 

ScribbleLive has developed real-time tools for delivering content for publishers. Thinkwire is a startup that is pushing the boundaries of creating an editorial stage while allowing for a social “lanyard" for audience participation.

AS WE LOSE the traditional curators of content, we need to build more digital stages for expert editorial narrative and, in the words of Mr. Palmer, "social-engineer our way” forward more effectively.
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Author: Mobile Technology & Shopper Behavior
Introduction
Over the past 15 years, Gary has played a leadership role in the mobile industry founding, investing and managing a number of companies in the health, marketing, social media, automotive and fintech verticals. Gary is the author of "THE IMPULSE ECONOMY" and "FAST SHOPPER, SLOW STORE" published by Simon & Schuster, Atria Imprint.  Gary is presently writing a book on the Internet of Things called "IF THINGS COULD SPEAK."

Gary is the Global Director of the Location Based Marketing Association. He is the recipient of the Macromedia People Choice Award,  Retail Touchpoints Customer Engagement Award, as well as the Dodge Foundation award for innovation. Gary is an Asia and Japan Foundation Fellow. In 2013, Gary was recognized by Mobile Marketer publication as the "Mobile Commerce Evangelist of the Year" and in 2014 was awarded the "Retail Innovator of the Year."

In 2002, Gary ran the first cross-carrier short code campaign in North America. In 2006, Gary founded and chaired mobile committee for the Interactive Advertising Bureau (IAB) helping to establish a joint task force between the IAB, Mobile Marketing Association (MMA) and the Media Rating Council (MRC) to develop global, auditable mobile measurement standards for which he received an IAB award for industry excellence in 2009.

Gary was elected for three terms as the Chairman of MEF North America (www.mobileecosystemforum.com) with a remit to develop a mobile commerce practice to service payment vendors, retailers and content owners for which he received a MEF award for industry excellence in 2010.

Gary is alumnus of Columbia University in New York and the Stanford University Center in Yokohama, where he was the recipient of the Asia and Japan Foundation Fellowships.


"An incredibly well thought out account of our mobile past, present, and future. Must read for anyone interested in how mobile commerce really works." —Erik Vlugt, Vice President of Product Marketing, VeriFone

"Mobile services are changing the way shoppers shop. Brands need to think outside of traditional advertising options to reach this new consumer. Gary's book is a perfect resource for any retailers and marketers looking for options." —Martin Lange, Executive Marketing Director & Worldwide Lead for Mobile Ogilvy

"A crash course in making mobile work. The Impulse Economy is a must read!" —Shelly Palmer, NBC Universal host of “Live Digital with Shelly Palmer,” leading author and blogger on digital media.

"Gary hits at the heart of the mobile shopper. Gary's observations and insights build upon the lessons of the past in creating a unique consistent user experience across all modes of marketing and caution readers from repeating the mistakes of the past with a bespoke approach to mobile." —Tim Heffernan, VP of Innovation, NCR Corporation

"Compulsory reading for anyone who wants to understand how mobile is changing our shopping behavior.” —Arne Zimmerman, Former President of Revlon & Avon

"Mobile technology is changing the way brands connect with consumers. As an early adopter and passionate evangelist for mobile, Schwartz inspires and drives our thinking and strategic planning offering a glimpse of the future and a path to it. His book spotlights his experience & imparts tremendous confidence in how we’ll navigate the future of mobile." —Jessica Rotnicki, VP Global E-Commerce, Estee Lauder Companies

"As mobile devices expand payment and proximity marketing capability, new methods to interact with buyers are emerging for brands and retailers. The Impulse Economy provides a comprehensive view of these channels and offers expert insight to anyone interested in understanding this new world." —Gavin Kim, Vice President of Samsung Mobile Content & Services and Enterprise Mobility

"Mobile marketing and commerce is impacting the way the industry designs across all screens. The Impulse Economy is an essential roadmap for all marketers."—Joe Lalley, VP of Digital Products at MTV Networks

"Gary identifies the new mobile drivers that are completely changing the interaction between content and consumer. The Impulse Economy identifies mobile business strategies, that are guaranteed to grow your mobile business and commerce." —Ralph Simon, Chair Emeritus of the Mobile Entertainment Forum and father of the ringtone.

Education
  • Columbia University
3 reviews
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1975 brunello.
Public - 2 months ago
reviewed 2 months ago