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NMDC keeps ore price unchanged in May

Written By Unknown on Minggu, 05 Mei 2013 | 21.03

Moneycontrol Bureau

State-run miner NMDC 's board has decided to keep iron ore price unchanged for the current month and will continue to sell iron ore lumps in the range between Rs 4500-Rs 4700 per tonne, while fines will be sold at Rs 2,610 per tonne.

The firm revises iron ore price each month after aligning with the landed cost of the imported raw material and also depending on demand. The firm has cut prices nearly six times since October due to an overall slowdown when steel demand hardly grew in the year gone-by as end-users such as auto and construction firms witnessed sluggish environment.

Read This: UBS upgrades NMDC to neutral, shares extend gains

NMDC had lowered the price of lumps by about seven percent last month and by 2.5 percent in February. It did not tweak the prices of fines (having iron content of less than 60 percent) for quite some time now

It is also rumoured that the state-owned miner may bring down the price of the steel-making raw material in sync with the international prices of iron ore, which has softened in recent times to USD 130 per tonne against USD 145 per tonne in recent past.

In terms of quantity, NMDC's sales of iron ore had declined by 17 percent to 5.3 million tonne (MT) in the third quarter of 2012-13, while the production was down 25 percent at 5.4 MT during the period.

The company has a total production capacity of 32 MT per annum at its mines in Chhattisgarh and Karnataka.

( with PTI inputs)



21.03 | 0 komentar | Read More

Police seize property documents of Saradha Group

The police seized documents relating to the property of the Saradha Group on Saturday. "We have seized property documents relating to the investigation into the Saradha Group," Arnab Ghosh, deputy commissioner (DD), Bidhanagar City police told PTI here.

Saradha group chairman Sudipta Sen, along with two others Debjani Mukherjee and Arvind Singh Chauhan are currently in 14 days' police custody. Sen has been accused of duping thousands of investors in Bengal . The police on Friday took Debjani Mukherjee to the main office of the group and seized important documents.



21.03 | 0 komentar | Read More

Cheering social entrepreneurship: How Lok Capital did it

Investing in a social enterprise in India has become quite the in-thing and the definition of who is a social entrepreneur seems to be changing as well. Rajiv Lall, Vishal Mehta and Venky Natarajan, founder of 'Lok Capital' who started their journey in 2004 explains the opportunities and challenges of making investments in the Indian social entrepreneurial space.

It was the proverbial urge to do something more that bought the team at Lok Capital together. Then a Managing Director with Warburg Pincus in New York Rajiv Lal and Donald Peck of the Commonwealth Development Corporation and Actis setup Lok Capital in late 2000 with a grant from the Rockefeller Foundation. The idea was simply to find a way to facilitate entrepreneurs who wanted to address the inclusion challenge in India.

"Because I was in the private equity business, the idea of creating a fund that focused on making investments that didn't seek necessarily to maximise profits but rather to satisfy his profits and when I say satisfy his profits its an economist term which basically means, it is an optimisation of the profit motive. So, it is the profit motive tempered with wider objectives and the wider objectives being objectives that go beyond the simple bottom-line but seek to have an impact and make a difference in other measurable terms to the people that you are serving," Rajiv Lall, Founder, Lok Capital said.

Today Lok Capital manages two funds and has over USD 85 million under management. While Fund one was focused only on the microfinance sector and counts amongst its investments some of the best performing microfinance institutions (MFIs) in India like Janalakshmi Financial Services (JFS), Ujjivan, IFMR Capital, Satin Creditcare Network (SCNL) and BASIX.

The second fund worth USD 65 million raised in 2011 has taken a broader view of inclusion - investing in education, livelihood and healthcare as well. With four successful exits so far from fund one, with internal rate of return (IRR) between 15-35 percent and only one major write-off the learning's from the hits and misses have been important for the team at Lok Capital.

"Social Enterprises does invoke kind of a Robin Hood image and it is very easy in this space for people to get into a premature celebration mode and that can sometimes take the focus away from the business, these are very tough businesses. Working in rural areas, working in that kind of infrastructure and then policy and regulatory hurdles add all of that, this is a very tough space. So, focus as I said is one challenge that we see. Also, we have seen premature scaling as one of the other challenges where before establishing your proof of concept in one particular geography there is a tendency to go and scale it up prematurely," Vishal Mehta, Co-Founder, Lok Capital said. 

Lok Capital has learned it lesson from the crisis. With their second fund the team has revised some of its investment parameters like the ticket size and the stake taken in a company to guard against conflicting ideas of growth that might creep in.

"Initially in our first fund we used to take 5-10 percent stakes. What we realised is in order to maintain the social fabric of the investment and until the business model is stablised we need to have liked minded, aligned investors being part of the company. So, in the second fund our biggest learning has been take 25-30 percent stakes to begin with and as the company evolves as a business model matures, as they become more and more profitable we also have the capability to bring in some of our limited partners as co-investors who are completely aligned with us," Venky Natarajan, Managing Partner, Lok Capital said.



21.03 | 0 komentar | Read More

Indian PC, mobile mkt not much different from China: Lenovo

Lenovo, the personal computer, smartphone and tablet maker is all set to grow its presence in India and aims to become a numero uno vendor for PCs and smartphone. The company which has already achieved a very strong market presence in China is now setting its feet firm in India and is establishing strong distribution network to fulfill its goal.

Milko Van Duijl, the head of Lenovo for Asia region that covers India, Japan, Hong Kong, Association of Southeast Asian Nations (ASEAN) countries, Taiwan, Korea,  Australia and New Zealand in chat with Senthil Chengalvarayan of CNBC-TV18 discusses the company's plans for India, trends in PC and smartphone market and some of newly launched products.

Van Duijl said that Indian PC and smartphone market is not much different from China. "Indian market is not much different from the China market in terms of its vastness, in terms of its tier-I, tier-II, tier-III, tier-IV, tier-V cities, that is the same as in India," he said.

PC market has been seeing some declining trend with increasing popularity of smart hones and tablets. But Van Duijl believes that 'PC is anything but a dying breed'

"Although the market may not be growing or even slightly shrinking as we have seen in International Data Corporation's (IDC) numbers the PC market is still huge. Over 350 million PCs will have been shipped in the calendar year. So even when the market is not growing that much or even shrinking by 2 percent it is a huge market," he said.

Below is the verbatim transcript of his interview

Q: You are coming from a fairly good quarter as far as your PC shipments were for Lenovo worldwide. So PCs are not a dying breed as a lot of people seemed to think. What is the future for PCs?

A: You said it very well. PC is anything but a dying breed. Although the market may not be growing or even slightly shrinking as we have seen in International Data Corporation's (IDC) numbers the PC market is still huge. Over 350 million PCs will have been shipped in the calendar year.

So even when the market is not growing that much or even shrinking by 2 percent it is a huge market. When you have 15 percent as we now have, to gain 5 points of market share over the next couple of years which we think we can do that would still add on about 17 million PCs, so that would mean about USD 10 billion of extra revenue. So it is a big market.

Q: It is a big market, yet companies like HP and Dell are struggling to keep their PC business. There are lots of rumors that they could sell off and industry sources tell us that they really keep those businesses on because it gives them a foot into the enterprise business. You could have an enterprise business. What keeps you in the PC business?

A: What keeps us in the PC business is our belief that this industry of providing the individual with a productivity tool which has become almost an extension of one's personality, is very important and for us to turn that into a global business.

Becoming the leader in the PC business has always been our big driver and our protect and attack strategy has worked now for about three years. We continue to grow profitably in China in our think business, the commercial side of the business for large account and then growing very fast in emerging markets and specific markets like India where we want to get to number one and we have achieved to do so.


This news has just come in and complete details will follow shortly. We can send you an email alert when the details come. Register for your alert here.

21.03 | 0 komentar | Read More

Personalising ads further, challenge to advertisers: Google

Emphasising on the vital role a marketeer plays in any given business, Nikesh Arora, senior vice president and chief business officer, Google says given the change in consumers' perspectives, a marketeer's fundamental task is to relate to the consumer and know where the consumers are.   

With evolving technology, compact devices getting smaller and better and an excessive importance on consuming media, marketeers are constantly looking for ways to evolve marketing tricks. Arora believes the challenge to marketers today is to figure out ways to make advertising more individualised, more personalised.

Also read: Indian PC, mobile mkt not much different from China: Lenovo

Anant Rangaswami, senior editor, Firstpost and Durga Raghunath, vice president products and executive news producer, Firstpost.com interviewed Arora on Story Board on CNBC-TV18.

Below is the edited transcript of the interview. 

Rangaswami: To begin with I am trying to look at things from the marketer's point of view and just when they think they know they think they know everything that the internet has to teach them and ready for the next step you come out, you as in the internet or Google with something new and you got to start all over again and you suddenly feel like an idiot.

Arora: One thing which is constant even though stories change. Before we think at marketing you have to look at consumers and what consumers are doing. In that regard we could learn a lot of from what is happening in different parts of the world. I was in Korea last week and the US. There are things happening with consumers which are very interesting. If you look at consumers today they pretty much live their life on the mobile devices as opposed to sitting and watching TV. I grow up here and you look forward to that two hours in the evening where you could watch TV and it was compact programming, not 500 channels and you know there were two channels that you had to watch and today I cannot keep track of the number of applications my 16 year old uses. She said something interesting to me the other day, she said, dad e-mail is for formal communication. The perspectives of consumers have changed and fundamental task of any marketeer is to relate to consumer so they have to be where the consumers are.

Raghunath: Interesting point about mobile. When you were talking to ATD perhaps this year you made a statement where you said we limit ourselves by calling mobile, mobile. I would love to hear more about what you mean when you say that?

Arora: One of the fascinating thing that has happened as technologies evolved is we have been dealing with devices in isolation and that made sense a few years ago when your television was your television and it never talked to your computer. Your computer was your computer and your phone was your phone and none of these things talked to each other. But today if we think about it you are slowly beginning to see devices talk to each other. I can go like my music on my PC off the internet and I can use my phone to play it. Suddenly your phone is starting to talk to your PC.

There are many applications which I am sure you use on your PC and on your phone and if you see there are instances where people have put their televisions online as well as I can take a YouTube video and play it on my television. So, one is beginning to see devices talk. When devices talk, what happens in the future is that one has a multitude of screens around you. Your watch could be your screen. Your TV could be your screen. Your tablet, your computer, your phone all these are screens and over time services are going to become thing that you want to use across all these screens. So, the mobile becomes a context. It becomes your geospatial context. If I am sitting waiting for somebody in the meeting, I am more likely to read Firstpost, newspaper or something else. If I am sitting at home waiting for something or sitting at home I might watch a video and if I am at work I might search. So, certainly what happens is wherever you are becomes your context and that becomes your screen of choice. So, it is no longer mobile. When I am mobile I will always use my mobile screen. What if I use my tablet? What if my computer with me is WiFi? Suddenly, when I am mobile I can actually have access to multiple screens. As long as my screen knows where I am it can be more useful to me.

Raghunath: The consumer is constantly faced with making choices. Perhaps desktop is becoming almost passé. You have a tablet. You are moving to your mobile phone and a lot of us have completely deserted even a laptop for various reasons. This is hard for the advertiser. We have readers who are moving from a website classic format to the tablet format to the mobile format and each in a way is in terms of the old rules of impact probably diminishing in terms of strength. So, for advertising to remain hugely powerful on digital across these devices, how would you approach dealing with multiple devices, multiple attention consumption patterns?

Arora: There are just lots of interesting places we could take this to. Content and making money is important. Historically, as you have seen changes in media, there has typically been two or three ways money has been made by advertisers as content has been funded. If there were newspapers, it is a combination of advertising and subscription. Some people pay some money and some advertising comes in, that is how newspaper makes money, that is how television makes money.

There was a combination of some function of cable fees versus advertising on television and there are some channels which do not take advertising, for which you have to pay more. So, somewhere in that spectrum or continuum you pay for content or content gets monetized by advertisers and that is still true in any media that you can come up with.

Content will get paid for because consumers interact with content and it is going to get paid for either directly by the consumer or if the consumers are not willing pay, but they are willing to take advertising instead.

The question is what form does that advertising take on when you start interacting with a smaller screen or different sizes and different context. There what becomes very important is the big transitional shift. In the past we had very little idea on who the user is or was. Take a newspaper. You have no idea who is reading the newspaper. You can make up demographics of who the newspaper reader is. Take television. We kind of know there are households involved. There is some agency or some third party measurement services who could figure based on household samples to know who is watching it, but one really did not know.

However, if one looks at today's technology, one has a reasonably good idea of who that person is. You have a lot more data about them because of the applications they interact with or what they do. You have a lot more data about their physical context, you have a lot more data about their social context and that makes advertising three to five times more powerful. So, the big challenge for advertisers or marketeers is how do you leverage the information that you have about individuals and how do you go from a mass market broadcast type advertising concept to a more personalised, more individualised concept of advertising because if it is very useful for me I am willing to accept it if it is interesting and probably you end up making more money. 



21.03 | 0 komentar | Read More

NMDC keeps ore price unchanged in May

Written By Unknown on Sabtu, 04 Mei 2013 | 21.03

Moneycontrol Bureau

State-run miner NMDC 's board has decided to keep iron ore price unchanged for the current month and will continue to sell iron ore lumps in the range between Rs 4500-Rs 4700 per tonne, while fines will be sold at Rs 2,610 per tonne.

The firm revises iron ore price each month after aligning with the landed cost of the imported raw material and also depending on demand. The firm has cut prices nearly six times since October due to an overall slowdown when steel demand hardly grew in the year gone-by as end-users such as auto and construction firms witnessed sluggish environment.

Read This: UBS upgrades NMDC to neutral, shares extend gains

NMDC had lowered the price of lumps by about seven percent last month and by 2.5 percent in February. It did not tweak the prices of fines (having iron content of less than 60 percent) for quite some time now

It is also rumoured that the state-owned miner may bring down the price of the steel-making raw material in sync with the international prices of iron ore, which has softened in recent times to USD 130 per tonne against USD 145 per tonne in recent past.

In terms of quantity, NMDC's sales of iron ore had declined by 17 percent to 5.3 million tonne (MT) in the third quarter of 2012-13, while the production was down 25 percent at 5.4 MT during the period.

The company has a total production capacity of 32 MT per annum at its mines in Chhattisgarh and Karnataka.

( with PTI inputs)



21.03 | 0 komentar | Read More

Police seize property documents of Saradha Group

The police seized documents relating to the property of the Saradha Group on Saturday. "We have seized property documents relating to the investigation into the Saradha Group," Arnab Ghosh, deputy commissioner (DD), Bidhanagar City police told PTI here.

Saradha group chairman Sudipta Sen, along with two others Debjani Mukherjee and Arvind Singh Chauhan are currently in 14 days' police custody. Sen has been accused of duping thousands of investors in Bengal . The police on Friday took Debjani Mukherjee to the main office of the group and seized important documents.



21.03 | 0 komentar | Read More

Cheering social entrepreneurship: How Lok Capital did it

Investing in a social enterprise in India has become quite the in-thing and the definition of who is a social entrepreneur seems to be changing as well. Rajiv Lall, Vishal Mehta and Venky Natarajan, founder of 'Lok Capital' who started their journey in 2004 explains the opportunities and challenges of making investments in the Indian social entrepreneurial space.

It was the proverbial urge to do something more that bought the team at Lok Capital together. Then a Managing Director with Warburg Pincus in New York Rajiv Lal and Donald Peck of the Commonwealth Development Corporation and Actis setup Lok Capital in late 2000 with a grant from the Rockefeller Foundation. The idea was simply to find a way to facilitate entrepreneurs who wanted to address the inclusion challenge in India.

"Because I was in the private equity business, the idea of creating a fund that focused on making investments that didn't seek necessarily to maximise profits but rather to satisfy his profits and when I say satisfy his profits its an economist term which basically means, it is an optimisation of the profit motive. So, it is the profit motive tempered with wider objectives and the wider objectives being objectives that go beyond the simple bottom-line but seek to have an impact and make a difference in other measurable terms to the people that you are serving," Rajiv Lall, Founder, Lok Capital said.

Today Lok Capital manages two funds and has over USD 85 million under management. While Fund one was focused only on the microfinance sector and counts amongst its investments some of the best performing microfinance institutions (MFIs) in India like Janalakshmi Financial Services (JFS), Ujjivan, IFMR Capital, Satin Creditcare Network (SCNL) and BASIX.

The second fund worth USD 65 million raised in 2011 has taken a broader view of inclusion - investing in education, livelihood and healthcare as well. With four successful exits so far from fund one, with internal rate of return (IRR) between 15-35 percent and only one major write-off the learning's from the hits and misses have been important for the team at Lok Capital.

"Social Enterprises does invoke kind of a Robin Hood image and it is very easy in this space for people to get into a premature celebration mode and that can sometimes take the focus away from the business, these are very tough businesses. Working in rural areas, working in that kind of infrastructure and then policy and regulatory hurdles add all of that, this is a very tough space. So, focus as I said is one challenge that we see. Also, we have seen premature scaling as one of the other challenges where before establishing your proof of concept in one particular geography there is a tendency to go and scale it up prematurely," Vishal Mehta, Co-Founder, Lok Capital said. 

Lok Capital has learned it lesson from the crisis. With their second fund the team has revised some of its investment parameters like the ticket size and the stake taken in a company to guard against conflicting ideas of growth that might creep in.

"Initially in our first fund we used to take 5-10 percent stakes. What we realised is in order to maintain the social fabric of the investment and until the business model is stablised we need to have liked minded, aligned investors being part of the company. So, in the second fund our biggest learning has been take 25-30 percent stakes to begin with and as the company evolves as a business model matures, as they become more and more profitable we also have the capability to bring in some of our limited partners as co-investors who are completely aligned with us," Venky Natarajan, Managing Partner, Lok Capital said.



21.03 | 0 komentar | Read More

Indian PC, mobile mkt not much different from China: Lenovo

Lenovo, the personal computer, smartphone and tablet maker is all set to grow its presence in India and aims to become a numero uno vendor for PCs and smartphone. The company which has already achieved a very strong market presence in China is now setting its feet firm in India and is establishing strong distribution network to fulfill its goal.

Milko Van Duijl, the head of Lenovo for Asia region that covers India, Japan, Hong Kong, Association of Southeast Asian Nations (ASEAN) countries, Taiwan, Korea,  Australia and New Zealand in chat with Senthil Chengalvarayan of CNBC-TV18 discusses the company's plans for India, trends in PC and smartphone market and some of newly launched products.

Van Duijl said that Indian PC and smartphone market is not much different from China. "Indian market is not much different from the China market in terms of its vastness, in terms of its tier-I, tier-II, tier-III, tier-IV, tier-V cities, that is the same as in India," he said.

PC market has been seeing some declining trend with increasing popularity of smart hones and tablets. But Van Duijl believes that 'PC is anything but a dying breed'

"Although the market may not be growing or even slightly shrinking as we have seen in International Data Corporation's (IDC) numbers the PC market is still huge. Over 350 million PCs will have been shipped in the calendar year. So even when the market is not growing that much or even shrinking by 2 percent it is a huge market," he said.

Below is the verbatim transcript of his interview

Q: You are coming from a fairly good quarter as far as your PC shipments were for Lenovo worldwide. So PCs are not a dying breed as a lot of people seemed to think. What is the future for PCs?

A: You said it very well. PC is anything but a dying breed. Although the market may not be growing or even slightly shrinking as we have seen in International Data Corporation's (IDC) numbers the PC market is still huge. Over 350 million PCs will have been shipped in the calendar year.

So even when the market is not growing that much or even shrinking by 2 percent it is a huge market. When you have 15 percent as we now have, to gain 5 points of market share over the next couple of years which we think we can do that would still add on about 17 million PCs, so that would mean about USD 10 billion of extra revenue. So it is a big market.

Q: It is a big market, yet companies like HP and Dell are struggling to keep their PC business. There are lots of rumors that they could sell off and industry sources tell us that they really keep those businesses on because it gives them a foot into the enterprise business. You could have an enterprise business. What keeps you in the PC business?

A: What keeps us in the PC business is our belief that this industry of providing the individual with a productivity tool which has become almost an extension of one's personality, is very important and for us to turn that into a global business.

Becoming the leader in the PC business has always been our big driver and our protect and attack strategy has worked now for about three years. We continue to grow profitably in China in our think business, the commercial side of the business for large account and then growing very fast in emerging markets and specific markets like India where we want to get to number one and we have achieved to do so.


This news has just come in and complete details will follow shortly. We can send you an email alert when the details come. Register for your alert here.

21.03 | 0 komentar | Read More

Personalising ads further, challenge to advertisers: Google

Emphasising on the vital role a marketeer plays in any given business, Nikesh Arora, senior vice president and chief business officer, Google says given the change in consumers' perspectives, a marketeer's fundamental task is to relate to the consumer and know where the consumers are.   

With evolving technology, compact devices getting smaller and better and an excessive importance on consuming media, marketeers are constantly looking for ways to evolve marketing tricks. Arora believes the challenge to marketers today is to figure out ways to make advertising more individualised, more personalised.

Also read: Indian PC, mobile mkt not much different from China: Lenovo

Anant Rangaswami, senior editor, Firstpost and Durga Raghunath, vice president products and executive news producer, Firstpost.com interviewed Arora on Story Board on CNBC-TV18.

Below is the edited transcript of the interview. 

Rangaswami: To begin with I am trying to look at things from the marketer's point of view and just when they think they know they think they know everything that the internet has to teach them and ready for the next step you come out, you as in the internet or Google with something new and you got to start all over again and you suddenly feel like an idiot.

Arora: One thing which is constant even though stories change. Before we think at marketing you have to look at consumers and what consumers are doing. In that regard we could learn a lot of from what is happening in different parts of the world. I was in Korea last week and the US. There are things happening with consumers which are very interesting. If you look at consumers today they pretty much live their life on the mobile devices as opposed to sitting and watching TV. I grow up here and you look forward to that two hours in the evening where you could watch TV and it was compact programming, not 500 channels and you know there were two channels that you had to watch and today I cannot keep track of the number of applications my 16 year old uses. She said something interesting to me the other day, she said, dad e-mail is for formal communication. The perspectives of consumers have changed and fundamental task of any marketeer is to relate to consumer so they have to be where the consumers are.

Raghunath: Interesting point about mobile. When you were talking to ATD perhaps this year you made a statement where you said we limit ourselves by calling mobile, mobile. I would love to hear more about what you mean when you say that?

Arora: One of the fascinating thing that has happened as technologies evolved is we have been dealing with devices in isolation and that made sense a few years ago when your television was your television and it never talked to your computer. Your computer was your computer and your phone was your phone and none of these things talked to each other. But today if we think about it you are slowly beginning to see devices talk to each other. I can go like my music on my PC off the internet and I can use my phone to play it. Suddenly your phone is starting to talk to your PC.

There are many applications which I am sure you use on your PC and on your phone and if you see there are instances where people have put their televisions online as well as I can take a YouTube video and play it on my television. So, one is beginning to see devices talk. When devices talk, what happens in the future is that one has a multitude of screens around you. Your watch could be your screen. Your TV could be your screen. Your tablet, your computer, your phone all these are screens and over time services are going to become thing that you want to use across all these screens. So, the mobile becomes a context. It becomes your geospatial context. If I am sitting waiting for somebody in the meeting, I am more likely to read Firstpost, newspaper or something else. If I am sitting at home waiting for something or sitting at home I might watch a video and if I am at work I might search. So, certainly what happens is wherever you are becomes your context and that becomes your screen of choice. So, it is no longer mobile. When I am mobile I will always use my mobile screen. What if I use my tablet? What if my computer with me is WiFi? Suddenly, when I am mobile I can actually have access to multiple screens. As long as my screen knows where I am it can be more useful to me.

Raghunath: The consumer is constantly faced with making choices. Perhaps desktop is becoming almost passé. You have a tablet. You are moving to your mobile phone and a lot of us have completely deserted even a laptop for various reasons. This is hard for the advertiser. We have readers who are moving from a website classic format to the tablet format to the mobile format and each in a way is in terms of the old rules of impact probably diminishing in terms of strength. So, for advertising to remain hugely powerful on digital across these devices, how would you approach dealing with multiple devices, multiple attention consumption patterns?

Arora: There are just lots of interesting places we could take this to. Content and making money is important. Historically, as you have seen changes in media, there has typically been two or three ways money has been made by advertisers as content has been funded. If there were newspapers, it is a combination of advertising and subscription. Some people pay some money and some advertising comes in, that is how newspaper makes money, that is how television makes money.

There was a combination of some function of cable fees versus advertising on television and there are some channels which do not take advertising, for which you have to pay more. So, somewhere in that spectrum or continuum you pay for content or content gets monetized by advertisers and that is still true in any media that you can come up with.

Content will get paid for because consumers interact with content and it is going to get paid for either directly by the consumer or if the consumers are not willing pay, but they are willing to take advertising instead.

The question is what form does that advertising take on when you start interacting with a smaller screen or different sizes and different context. There what becomes very important is the big transitional shift. In the past we had very little idea on who the user is or was. Take a newspaper. You have no idea who is reading the newspaper. You can make up demographics of who the newspaper reader is. Take television. We kind of know there are households involved. There is some agency or some third party measurement services who could figure based on household samples to know who is watching it, but one really did not know.

However, if one looks at today's technology, one has a reasonably good idea of who that person is. You have a lot more data about them because of the applications they interact with or what they do. You have a lot more data about their physical context, you have a lot more data about their social context and that makes advertising three to five times more powerful. So, the big challenge for advertisers or marketeers is how do you leverage the information that you have about individuals and how do you go from a mass market broadcast type advertising concept to a more personalised, more individualised concept of advertising because if it is very useful for me I am willing to accept it if it is interesting and probably you end up making more money. 



21.03 | 0 komentar | Read More
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