Red Bull 'Smart payphones' help people move around São Paulo

Red Bull is hacking payphones in São Paulo to turn old infrastructure into a smarter city landscape as part of its promotion for Red Bull Basement, a festival designed to inspire change in the city through the use of new technology applications.
Red Bull “Smart Payphones” is a new hybrid-system that connects the location of the payphone, with bus timetable and location information to help move people around the city. Created by the LDC Agency in São Paulo.
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Via: Digitalbuzz

Finding the Human Touch Amidst The Data

Rachel Taylor , Manager Posterscope UK, reports from Ad Week Europe.
One emerging theme at this year’s Advertising Week Europe was the role of marketers to interpret data for a human end. Amidst the myriad of talks about data and its application, certainly a central focus for all agencies taking steps to stay in touch with consumers, there is a new sense that we should not get too caught up in the data and remember the bigger picture. Primarily this debate is playing out around the interaction of data and creativity but I believe there is an undercurrent of social purpose entering the discussion which could reframe planning priorities.
Frazer Gibney (CEO of FCB Inferno) introduced the optimistic idea that social enterprise may be the new digital, a key profit driver which businesses ignore at their peril. While it is too early to say social purpose has really embedded as a business practice, there is a growing attempt to adopt a human centric approach in a more systematic manner. This moves beyond the prevalence of ‘audience first planning’ to consider how business value is driven by truly trying to make life better for a consumer, rather than merely identifying how to target them more efficiently. Steve Hilton’s ‘More Human’ book shows this concept is part of a wider trend in business thought leadership but now it is our turn to apply the theory to the media and communication industry.[1] Consumer expectations are changing and we must ensure we put this human reality at the centre of our approach if we expect to grow our clients and consequentially our own businesses in years to come.
Central to this is the message that ‘doing good’ isn’t just a CSR, that’s nice to have, which is restricted to the 3% of current UK ad spend on charity campaigns and other pro bono initiatives. It is a sound commercial model which expands opportunities to generate income. [2] Alex Edmonds’ (Professor of Finance at London Business School) concept, quoted by Emilie Colker (VP of brand and social impact at Pearsons), is ‘to reach the land of profit, follow the role of purpose’.
She went on to explain ‘Project Literacy’ whereby Pearson’s created an alphabet of the practical effects of illiteracy, partnering each letter with a local literacy initiative to deliver tangible business outcomes.[3] Metrics were high with an ROI of 800+%, the sense of purpose in staff members helped reduce churn, nullifying the cost per acquisition of employees. Pearson’s subsequently became thought leaders in the subject, joining literacy discussions at the UN.
Similarly, in April 2016 psLIVE, now MKTG UK, officially launched their Urban Partnerships division which allows brands to create experiences that also provide community benefits and do ‘social good’.[4] Projects completed to date include the creation of a dual direction walk along the South Bank with information about how to keep your heart healthy for British Heart Foundation and London and Partners, as well as the introduction of smart benches which monitor air quality and charge devices using solar energy in Canary Wharf.
Further afield, Biocoop, a French supermarket chain, have created a campaign where the messaging revolves around the environmentally sustainable process behind the ad’s creation.[5] These are a couple of examples of brands acknowledging that initiatives previously bucketed as ‘CSR’ have a wider value, but how do we embed the desire to make a difference into standard business practice?
One option is to adopt a service model where the marketing messaging is designed based on the service it offers a consumer rather than fixating on the business objective. It is essential to ensure we continue to deliver for clients and that the campaigns drive performance, however rather than focussing on hitting specific numbers let’s not lose sight of the fact that business comes from fulfilling a consumer need, or at least a desire. While marketers will not be able to affect the product itself, a communications message that performs a service is far more likely to resonate with the individual.
The creative agency HeyHuman explained that consumers form roughly 14 different types of relationships with brands and place the most value on fleeting, shallow relationships. They argue that brands should move away from the pursuit of loyalty and instead look to give people what they are seeking – a service.
One way we have been trying to achieve this is through personalisation and the ‘segment of one’ as an ultimate form of relevancy. While this is a step in the right direction, it is the service behind personalisation which is the important and helpful element – not merely a clever creative activation which risks making the consumer ask ‘how do they know my name?’
Indeed, a Capgemini study found that while consumers are overall positive about personalisation, this positivity can quickly reverse if the messaging strays into something they find unpalatable and evokes privacy concerns.[6] As 93% of sentiment on retailers’ privacy initiatives was negative, it is dangerous territory for a brand to tread.
Jerry Buhlmann (CEO Dentsu Aegis Network) explained that to avoid this negativity, and the regulations that would surely follow, brands need to clearly outline the limits applied to personal data so that consumers can evaluate the risk compared to the benefit. To complement this, marketers should also focus on the purpose behind our messaging, making sure the benefits to the consumer are clear and real rather than gimmicky uses of data for data’s sake.
Instead, as Jamie Brighton (Strategic Marketing Manager EMEA at Adobe) suggested, we need to do a little more design thinking. Let us design for the experience rather than on a channel by channel basis, for people not for formats. Econometrics are important, however if we succeed in cracking real world behaviours and desires the results will follow naturally
Indeed Nigel Morris (CEO of the Dentsu Aegis Network for Americas and EMEA) pointed out that process, people and measurement in the industry is not keeping abreast of consumer behaviour. We should be meeting unmet needs and using our data to understand how those needs vary based on context, for example how an individual’s location will influence their current interests, mind-set and attention levels when interacting with a brand. This will allow us to design campaigns with a human truth at their core where the execution is tailored to an individual’s real life requirements, finding the human touch in the user experience.
Posterscope has produced some brilliant examples of this type of work in the last year. In the UK they partnered with Santander and TFL to help people know Santander cycle availability in locations nearby.[7] Meanwhile Posterscope Brazil created a Zika-mosquito killing billboard, which not only raises awareness of the disease and kills mosquitoes locally but due to an open source policy also provides the technology blueprint for free so it can be made and used around the world. [8] The huge amount of press attention garnered from this latter campaign demonstrates that making a tangible difference to society energises those within our industry as well as restoring faith in the population at large.
None of these revelations are ground-breaking. Havas and the Drum teamed up this year to introduce a ‘Meaningful Brand of the Year’ award for ‘brands that are gaining business benefit while successfully improving consumers’ quality of life,’ demonstrating there are a significant number of brands engaging in this territory.[9] After all, an award categorisation is the hallmark of success for any emergent planning or activation framework! airbnb were this year’s inaugural winners, underlining the point that meaningful engagement, when focused on ensuring the interaction point between the consumer and the data is as smooth and ‘human friendly’ as possible, can drive phenomenal business growth.
But let’s not stop there. In 2014 The Guardian started to talk about ‘sadvertising’ but rather than just talking about social good to raise brand awareness can we make the campaigns themselves make a difference.[10] Let’s see if we can push this positive action further and use our data to stimulate human growth on a wider, perhaps eventually societal scale.
[1] httpss://
[2] ‘Why Marketers Can and Should Feel Obliged to Do Social Good’, hosted by FCB Inferno on the IPA stage of Advertising Week Europe (Wednesday 4:00-4:50)
[6] httpss://

Views from Ad Week: Data and Privacy- Just Because You Can Doesn’t Mean You Should

Brad Gilbert, senior Manager in the *multiply team at Posterscope reports from Ad Week.
Before AdWeek started I wanted to write about data. I knew it was a big theme this year and personally I find it a constant source of inspiration, sparking creativity in planning. Post AdWeek I still do and so do plenty of others, with some common agreement from what I could see across the data focused talks this week. Some overwhelming themes emerging in these sessions were:

  • Data is a focus for organisations; e.g. FT and Telefonica now have board level Chief Data Officers
  • Data has changed and is changing the industry from planning through to testing
  • Data is an enabler for content and creativity; without it we are blind to insights and performance
  • Data can drive higher relevancy of ads and in turn performance
  • We need to use the right data in the right way not just data for its own sake
  • We should treat the data we have as if it were our own

That last point for me is the most important. As an industry we have made a lot of money the last few years off the fact that people don’t read the T&Cs that sign away their data. We’ve given consumers guidelines (read or not) on how we treat their data and who’s responsible for what but in turn we haven’t given guidelines to ourselves. My concern is that our use of data is at risk of becoming next year’s adblocking when (not if) consumers get wise to what information we are taking and how some are abusing data and their trust.
It was telling that in a room of advertising, media and marketing professionals at the data congress session when the audience was asked if anyone considered themselves data protection experts absolutely no-one raised a hand. What’s more concerning is that at the data stage, where you would assume the audience were interested in data, a good amount of the audience started to leave the data protection side of the talk. Yes it was a bit dry but it is damn important we consider ourselves data protection experts if as agencies we bang on about being data experts on the whole. Data usage and protection partner together as a package and denying this is lazy, myopic and reckless.
Of course the internet and the various services run from it are not all free, so value exchanges where we get something from the audience and they get to use a service will perpetuate as far as I can see. However, we need to ensure that we look beyond building clicks and views to focus on consumers as well as compliance. It’s not about what we can do but what we should do with the data and what we should do is use the data to help audiences not harm them. I consider spamming, excessive frequency of ads or any situation where ads cause distress or frustration to any degree harmful in this sense.
We have a great opportunity with data to do all the great and creative stuff that we know it can enable but we need to be ethical in our treatment of the data. We need to ensure the value exchange of data for services doesn’t go sour immediately after you click “I agree”. In practice this comes down to some very simple principles the following of which I think must be adhered to:

  • The Golden Rule – Treat others (and their data) as you would like (yours) to be treated
  • Provenance & Providence – Where does your data come from and how are you ensuring your customer’s data is being cared for post-campaign (feel free to ask suppliers)
  • Good planning – Map the customer journey and needs then work with data to add value and fulfil them (not just get more clicks)

To paraphrase Jerry Buhlman during the Winning in the Digital Economy session this week: data represents one of the greatest opportunities and threats to our industry. So, against a backdrop of evolving consumer behaviour and regulation (The General Data Protection Regulation, potential Brexit and with it unknown regulatory framework, different international laws etc.) let’s all get clear on how we should use data legally, ethically and in our campaigns.

JCDecaux's MyCONNECTIONS has Launched!

JCDecaux have just launched their brand new ‘MyCONNECTIONS’ to enhance their insight and data offering.
MyCONNECTIONS consists of three new portals including our brand new ‘MyLondon’ community. It collectively reaches a total audience of almost 10,000 people across the UK!
MyLondon is a 5000-strong panel alone, and has been created following our recent TfL bus shelter contract win, enabling us to connect clients to the distinct urban audience. The new panel is run by ResearchBods and allows clients to ask opted-in respondents questions via a website or the dedicated app and receive feedback within hours.
Additionally, MyLondon runs surveys, polls and diaries across the year. The panel covers both the central 33 boroughs as well as ‘Greater Greater London’ which covers people who visit London to either work or shop but don’t necessarily live within the traditional boundaries.
The other two panels consist of MyShop (formerly known as Connected Consumer), and MyCommute (formerly known as Connected Commuter).
The communities for each of the three panels have been built to feel like a social network platform. The brand new features on offer make them incredibly user-friendly and attractive to the individual range of audience sets.
There are also some fantastic prizes and incentives on offer that have been tailored to each individual panel to make sure that they have captured the best quality content from a happy community.
Please get in touch with JCDecaux at to put forward a question for a poll or quick survey, to feed into the monthly surveys or just for a chat with one of our friendly community brand ambassadors to discuss opportunities for bespoke research.
Follow on twitter at for a sneak peek at the latest stats.
Via: JCDecuax 

Exterion Media and Telefónica UK create ground-breaking new partnership for the OOH sector

Exterion Media, Europe’s largest privately held Out-of-Home (OOH) advertising business, is today announcing an exclusive partnership with Telefónica UK, one of the world’s biggest telecommunications companies to support the London Underground (LU) Media Estate.
In an ever-more data-driven industry, advertisers increasingly need to produce targeted campaigns to enhance their effectiveness and demonstrate a greater return on investment. This new partnership, using Telefónica’s innovative Smart Steps Solution, gives Exterion Media access to rich audience data allowing it to provide unparalleled insights to LU advertisers that can be used to execute OOH campaigns to maximum effect.
Telefónica Smart Steps uses anonymous data from across their mobile network of 24 million O2 devices. They process only relevant big data events created by a selection of these devices then analyse the trends and patterns within the data to help understand more about audience behaviour and the movement of populations at an aggregated level. Insights garnered from this will include but are not limited to; demographic profiling; where they live, work and visit (inferred journeys); when and how often they visit locations; how they travel; and mobile phone, app and web activity. The outputs are an excellent representation of the macro movements of the London population.
Jason Cotterrell, UK Managing Director of Exterion Media says: “Transport for London (TfL) has outlined its vision to deliver more imaginative experiences for tube passengers and advertising is at the heart of its plans for innovation. Being the sole provider of advertising on the London Underground means Exterion Media has an unrivalled knowledge of its audience and our rich data insights have ensured that the LU is, from an advertising perspective, one of the best monetised metros in the world. Through our partnership with Telefónica UK, we are able to deliver on the vision that TfL has outlined by increasing our understanding of the LU audience even further, and setting new benchmarks for other metros around the world to follow. With a view of LU passengers and their movements across the network that cannot be accessed from anywhere else, we are strengthening our understanding of how best to engage consumers with immersive experiences.”
The partnership begins with the creation of innovative analytics and visualisations of Telefónica’s aggregated mobile data, which will be integrated into Exterion’s planning process, building on the granular insight they have already collected through their work with TfL and Route, and Exterion’s own insight tool 
Robert Franks, Managing Director of Digital Commerce at Telefónica UK continues: “We’ve gained a unique understanding of the transport sector through our award-winning Smart Steps service – making us an ideal partner for Exterion Media. By sharing the insights we gather, we’re helping Exterion Media and their customers get the right content, to the right people, in the right location at the right time.”
Exterion Media’s partnership with Telefónica will enable:
– A greater understanding of distinct demographic profiles and behaviours of the LU audience
– The ability to highlight certain stations, days, and times by audience affluence and other lifestyle perspectives
– The utilisation of additional layers of insight to more accurately identify key periods when certain demographics are more prevalent at certain stations
– The utilisation of behavioural insights, in addition to recognising the physical landscape surrounding stations, to better enable advertisers to plan OOH campaigns based on the habitual movement of people across London as opposed to specific destinations.

Lenovo, Posterscope and Total Media win best use of Data and Insight at Clear Channel Awards

Posterscopeand Total Media’s OOH campaign for Lenovo won the Best Use of Data and Insight category at the Clear Channel Planning Awards which took place on April 28th 2015.
The judges said of the campaign “Yoga 2 provided an interesting story with great insight and their application to a physical location and site selection was impressive.”
Campaign entry summary
In a highly competitive market, Lenovo needed to raise consumer awareness and build emotional connections around the brand, as well as specifically launch its multi-mode Ultrabook, the Yoga 2.
Insight showed the target Millennial audience used their smartphones to visit websites more frequently than any other group, with a high percentage of people completing online research before making their purchase in a physical store.
In light of this information, Out of Home (OOH) ads were placed in virtual tech hotspots – areas where planners knew the target audience would be actively searching for products on their mobiles.
Partnering with EE provided a vast amount of data about customer’s movements and mobile usage by location. By focusing on related technology and retail sites, 22,000 previously unknown and unidentifiable virtual Millennial hotspots were created.
These hotspots were overlaid on current proximity 6-sheets, not only demonstrating where the highest impressions could be delivered against the desired audience.
Point of sale was still important to the campaign and 25% of the 6-sheet frames were moved into Millennial hotspots, achieving a stronger combination of panels distributed to the audience’s behavioural habits.
The results were spectacular and demonstrated the value of using an innovative data approach. The OOH effect (from control vs. test) was tripled in the EE hotspots when looking at key metrics.

Unlocking the value of real-time for OOH advertisers

This report has been published following qualitative and quantitative research conducted by Posterscope into real-time out-of-home (OOH) capabilities and understanding.
‘Real-time’ advertising provides the ability to automatically activate and / or update advertising using live data or content. It has become an area of increasing interest for the OOH industry and advertisers as access to data and digital out-of-home (DOOH) inventory has become more prevalent.
Posterscope held a roundtable with industry leaders – including 20th Century Fox, British Gas (Hive Active Heating), Microsoft, Movember, Doddle, Clear Channel, Ocean Outdoor, AOL, Trigger Buzz, M&C Saatchi, Starcom MediaVest Group and Dentsu Aegis Network – to understand the challenges the industry faces in realising DOOH’s real-time potential.
Posterscope also surveyed more than 100 UK marketing leaders to determine current attitudes towards real-time in DOOH campaigns and industry readiness for adoption.
Click here to read the report

2015 Forecast: Positive Outlook for Experiential

Michael Brown, MD psLIVE, spoke to Event Magazine about his predictions about experiential in 2015. 
Is there a positive 2015 outlook for experiential marketing?
psLIVE is looking at 52% growth on last year’s performance as we come to the end of the year. If I couple that with significant approved projects in 2015, the outlook seems very positive at this stage.
Big trends for the next 12 months?
The thing that most enters our sphere of influence is big data. All experiential agencies are striving to make what they do as relevant and as measurable as possible. The near future will see more and more experiential agencies invest more in this. Without such weaponry, an agency can only operate as an event producer as opposed to a genuine experiential marketing business.
Another marker for us in 2014 that looks set to grow next year is the deployment of live content from the experiential activity to the paid, digital out-of-home campaign. We have an increased number of case studies, including Center Parcs, Very Beauty and Littlewoods, in which the live experience has been created to inform the DOOH campaign with compelling content. We have used a proprietary tool called Liveposter to implement these new initiatives, which allows the deployment of live data and content to change the creative on digital panels either singularly, nationally geo-targeted.
For the full article, please click here.

Real World December 2014

The Real World covers information about consumer behaviour and inspiring ways to use OOH, as well as recent industry news and the latest on the OOH marketplace.
Please click here to read it.

Using OOH this Black Friday

As the UK prepares for the one of the biggest shopping days of the year, Posterscope‘s Glen Wilson looks at how retailers can use out-of-home to really reap the rewards.
Black Friday is the biggest online shopping day of the festive season. What started as a US phenomenon in which retailers across the country slashed prices the day after Thanksgiving, Black Friday was brought over to the UK by e-commerce giant Amazon in 2010.
Now firmly a fixture in the UK’s Christmas retail firmament, a recent report by Visa Europe forecast that British shoppers will spend more than £1 million every three minutes this year. That’s £360,000 every minute, or £6,000 every second, as consumers race to take advantage of the widespread discounts.
Given that UK consumers are set to exceed the £200 million spent on Black Friday last year, it’s understandable that retailers across the nation are keen to capitalise on the event this time around.
However, as easy as it is to get swept up in the Black Friday buzz, what’s really important for retailers is that the day kicks off a particular retail sales pattern that holds true until Christmas. It helps open up consumer wallets in a way that no other day of the year does, and if retailers are smart about how they advertise, they can ensure those wallets stay open right through to the New Year.
Nowadays everyone has a smartphone in their pocket, which means the landscape has changed for out-of-home advertisers. In November and December 2013, mobile sales reached 35.6 per cent of all online sales (tablets accounting for 22 per cent and smartphones 13.6 per cent). Mobile also accounted for almost half (47.3 per cent) of all online traffic (smartphones accounting for 25.2 per cent and tablets 22.1 per cent).
The rise in 3G and 4G, coupled with smartphone penetration reaching over 70 per cent of people in the UK, means there is little to no distinction in online or offline – consumers are now always on.
A recent study by Deloitte reveals that some 40 per cent of physical shop sales will be digitally influenced, meaning consumers will use some form of digital technology to inform or facilitate their purchase. As consumer connectedness increases, marketeers need their advertising to become more responsive to consumers’ needs, preferences and behaviour, especially during big events such as Black Friday where deals can be changed every few minutes. It’s an urgent day with limited time to make an impact.
However, planning for Black Friday and the Christmas period isn’t so much about real-time advertising than it is about “right-time” advertising. Mondays are often the most popular day for online sales, Saturdays for smartphone sales, weekdays are best for PC sales as people tend to buy things whilst they are at work, and evenings see the most tablet usage and therefore ultimately sales.
So advertisers looking to inspire online sales could offer specific online discounts for customers via out-of-home (OOH) on their commute to work on Monday mornings, or try and coax people into stores on Saturdays with location-specific deals.
Of course, real-time does still have a role to play. Where it can be most effective is in being used to influence particular types of sales at the best possible times of day, and helping retailers track a sale to better understand and influence the consumer’s path to purchase. In Black Friday terms, this could be tracked by the amount of people being influenced by the individual ‘limited time’ deals that are offered throughout the day.
For real-time to work properly it needs to be part of a strategy, and offers need to be informed by data to stimulate sales behaviour. Location, weather and social media data can all help advertisers tailor ads and placement via particular criteria, and can also help to tailor in store deals to make them both more personal and more relevant.
There are several big players involved in Black Friday in the UK space, including John Lewis, Asda and Amazon. Asda, owned by America’s biggest retailer Walmart, last year ran flash promotions within stores, leading to chaotic scenes as consumers rushed to pick up products for “earth shattering prices”.
Amazon this year announced it would be running deals from as early as Monday 24 November to build momentum and customer loyalty before D-Day, including discounts as high as £1,000 off cameras. John Lewis is said to be offering proactive deals, as opposed to price matching, for the first time ever.
There is a huge opportunity for OOH to help support campaigns like this in a more reactive way that better relates to the way in which people spend. OOH now has the infrastructure in place to produce more effective advertising campaigns than ever before, and no sales period is more measurable or more lucrative than the Christmas period Black Friday kicks off.
Data can inform smarter, better, more effective campaigns planned around how, when and where their target audience want to buy. By embracing the power of the new OOH infrastructure and the data that informs it to plan themselves around consumer behaviour, retailers can help ensure that their Black Friday activity kicks off their biggest Christmas ever.
Via: Media Tel