Mansfield said that MTV Networks Online's breadth of offerings would he compelling to advertisers looking to reach markets that ranged from "cradle to older adults." Mansfield will lead the centralized ad sales force to help advertisers make buys across all online properties. She noted that the group would continue to work with the cable TV ad sales groups to create innovative packages for advertisers who want to advertise on different platforms, a process that can be confusing to some advertisers.
"I think some advertisers are getting it now, but it's an education process," said Mansfield. "As sales people, we need to be prepared not only to educate our advertisers to all the opportunities that are available on our sites, but also really listen to what their needs are, whether it's creating high-profile events on the Web or doing advanced targeting."
"The opportunity to work with advertisers across all of our businesses and to really understand the unique needs of advertisers in the online space is the reason why we wanted to get these guys together," said Fred Seibert, president of MTV Networks Online. "Peggy comes from a very eclectic background, having worked in print, TV and online. She has not only the online experience, but the traditional media experience that allows her to understand the unique needs of clients in a new space."
Saturday, September 8, 2007
Consumers Punishing Physical Stores for Sins of Online Counterparts
"Retailers have been very slow to understand that, to the consumer, it's one brand," said Paula Rosenblum, a retail technology analyst for the Retail Systems Alert Group. "They're not structured for it. They're not compensated correctly for it, and, in many ways, their technology isn't set up to accommodate that."
Jupiter Research retail analyst Patti Freeman Evans said customers have a very high expectation of shared information, expecting, for example, store employees to know what they did online. Such data sharing rarely exists.
"Though retailers philosophically understand that they want to be there, it's very expensive to change those systems, to change their operating programs, to change their compensation packages in a way that really significantly is going to impact the way they do business," Evans said.
One of the authors of the Gomez report, Jessica Bryan, said the change in consumer perception is strong, and, often, it's not at all fair. That lack of fairness manifests itself in consumers blaming retailers for many parts of the online experience that are beyond the retailer's control, ranging from slow response time (which might be due to overall Internet traffic, the customer's computer or the customer's connection speed) to checkout issues (which the retailer likely has outsourced).
"The retail brand today transcends the channel," Bryan said. "When [customers] have a poor Web experience, as in poor page loads [or] unsuccessful transactions," it's taken out on the storefronts, too. "Consumers don't understand the complexity of delivering an optimal Web experience," she said.
Rosenblum said that even though e-commerce sales are soaring—Jupiter is projecting about $32 billion in online purchases this year—it's a footnote to overall retail sales of about $1.2 trillion. Jupiter projects that online sales will represent about 6 percent of many retail chains' holiday sales and about 5 percent of their total annual sales.
"If it's 6 percent of your business, it's hard for these guys to put in the kind of money they need to put in to create the right online experience," Rosenblum said.
On Nov. 2, the National Retail Federation released its own customer service survey , which placed Amazon as the best merchant (online and offline) for customer service. Analysts argued that Amazon's online-only status is the reason it can strategically justify spending so much online to deliver that level of customer service.
Jupiter Research retail analyst Patti Freeman Evans said customers have a very high expectation of shared information, expecting, for example, store employees to know what they did online. Such data sharing rarely exists.
"Though retailers philosophically understand that they want to be there, it's very expensive to change those systems, to change their operating programs, to change their compensation packages in a way that really significantly is going to impact the way they do business," Evans said.
One of the authors of the Gomez report, Jessica Bryan, said the change in consumer perception is strong, and, often, it's not at all fair. That lack of fairness manifests itself in consumers blaming retailers for many parts of the online experience that are beyond the retailer's control, ranging from slow response time (which might be due to overall Internet traffic, the customer's computer or the customer's connection speed) to checkout issues (which the retailer likely has outsourced).
"The retail brand today transcends the channel," Bryan said. "When [customers] have a poor Web experience, as in poor page loads [or] unsuccessful transactions," it's taken out on the storefronts, too. "Consumers don't understand the complexity of delivering an optimal Web experience," she said.
Rosenblum said that even though e-commerce sales are soaring—Jupiter is projecting about $32 billion in online purchases this year—it's a footnote to overall retail sales of about $1.2 trillion. Jupiter projects that online sales will represent about 6 percent of many retail chains' holiday sales and about 5 percent of their total annual sales.
"If it's 6 percent of your business, it's hard for these guys to put in the kind of money they need to put in to create the right online experience," Rosenblum said.
On Nov. 2, the National Retail Federation released its own customer service survey , which placed Amazon as the best merchant (online and offline) for customer service. Analysts argued that Amazon's online-only status is the reason it can strategically justify spending so much online to deliver that level of customer service.
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