Building brand loyalty requires more creative tactics for the Web
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Ad agencies are in the brand-building business, but sometimes their efforts transcend the kind of process automation that intermediaries such as Google and MSN introduce to Web advertising. How can online creativity be bottled and distributed?
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Faced with an explosion of communications tools such as wikis, blogs and instant messaging, companies continue to wrestle with the logistics of compliance and control. Some enterprises, however, are finding a positive path.
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Letters: On the need for a code of behavior for the Internet.
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A site for cut-rate Apple products has amassed a loyal following by taking the unusual approach of relying on readers for bargain-hunting tips. By Leander Kahney.
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Advertisers are struggling to adapt to the migration of millions of highly sought after young consumers who are being drawn away from conventional TV and print to a new form of TV, video and social networking on the Internet.
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The inventor of the World Wide Web told a technology conference yesterday that making the Web more useful hinges on a familiar challenge: getting the players behind the technology to agree on standards governing how computers communicate with one another.
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Marketers are finding that specialty Web sites that almost disguise their sponsors can sometimes be more effective than outright product placements.
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Web 2.0 techniques enhance a military problem-solving site promoted by a defense contractor.
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The e-tailer, seeking users' input, invests in online collaboration.
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Digital technology changes from workhorse to entertainer.
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Revamped website signals desire for broader customer base
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Boosting the bottom line isn't always about cutting costs or improving distribution channels. One company found success by building a better online community.
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The always provocative Brad Templeton, who hung out with a large cadre of geeks at the Internet Identity Workshop (IIW, or IIW2007) last week, has some cautions about new identity systems, even if they are all &quot;user-centric&quot;. These cautions lie in a paradox: &quot;The easier it is to give somebody ID information, the more often it will be done. And the easier it is to give ID information, the more palatable it is to ask for, or demand it.&quot; The italics are his.  Here he hits on the problem of market power asymmetries (vendors strong, customers weak) that have been with us for the whole Industrial Age, and are with us still. I think we have a way to overcome those, and that Brad's Paradox may provide exactly the conceptual hurdle we need to see before we can make progress. \
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The more precisely you can target a Web viewer according to his browsing habits, the more likely you are of converting him into a customer. Few dispute this, but some are arguing today over whether this level of targeting is a job they'd happily outsource.
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Back in the go-go â90s, business meetings were awhirl with arcane buzzwords clearly inspired by last-minute visits to Dack.comâs Web Economy B.S. Generator. IT workers were often left to raise a brow and wonder just how much commitment was required to feel fulfilled in a virtual partnership.
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WalkerInformation, a 65-year-old company that focuses on surveying customer brand loyalty, released its 2004 study of IT vendors this week, entitled, âCustomer Loyalty Management for Information Technology.â
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Too often, retailers' Web sites don't work right, if at all...and they keep chasing after new customers instead of trying to retain their current ones. Are some big online retailers focusing too much on the competition at the expense of their own evolution?