Mediaboss Marketing

In a bid to widen its player base and capture the attention of an inundated mobile audience, Ubisoft changed gears with its Far Cry 6 marketing campaign by creating targeted content for each social platform and enlisting the actor Giancarlo Esposito to star in fourth-wall-breaking ads.

If you identify even vaguely as a gamer, you were probably aware of the Oct. 7 release of Far Cry 6, the latest installment in Ubisofts popular first-person shooter series. The last edition of Far Cry came out almost four years ago, and Far Cry 6 is being released into a very different landscape. Though games were already well on their way to becoming mainstream in 2018, that process has accelerated significantly due to the COVID-19 pandemic and Ubisoft is looking to expand its audience accordingly.

We needed to attract younger audiences, with a specific focus on the 1824 demographic that has potential for developing a longer-lasting and deep relationship with the Far Cry franchise as we continue to evolve, said Ubisoft brand manager Angela Lin. Younger audiences live and breathe digital, which is why our launch campaign was digital-first.

The cross-platform campaign had Ubisoft and creative agency Funworks working closely with social platforms to create bespoke content for each. Across platforms, the crux of the campaign was Giancarlo Esposito, who played the role of Antn Castillo, the fictional villain of Far Cry 6. In various ads, Esposito taunts players for failing to win the game, shares gameplay tips and directs bone-chilling stares at the camera. All of our videos from this campaign have a 99%+ like ratio on YouTube, said Lin, pointing out that independent fan-made compilations of the ads have attracted hundreds of thousands of views.

The campaign was the brainchild of Funworks, whose ideation process involves workshops with comedians and improvisers who get a sneak preview of the game. It was this approach, which Funworks CEO Paul Charney describes as the science of fun, that helped convince Ubisoft to break the fourth wall and address players directly via the Esposito ads. Humor is saying the quiet part loud, Charney said.

Once they nailed down the big idea of enlisting Esposito, the creatives at Funworks brought the idea to social platforms such as Instagram, Snapchat and Facebook to figure out how best to execute on each. Of the participating platforms, Snapchat was particularly engaged, according to Funworks co-founder Kenny White. A couple big things really stood out, White said. For me, I think one is that they showed us their best-performing ads, which became a blueprint for the drily humorous Esposito ads.

This enthusiasm lines up with Snapchats push to take advantage of its growing gaming audience. And while the pseudo-interactive and heavily auditory nature of the Esposito ads make them a natural fit for Snapchat, this seamlessness was a natural result of Ubisoft and Funworks platform-first approach. By working that far upstream, Funworks was able to develop creative in line with Snaps best practices, said Clayton Peters, head of U.S. Verticals at Snap, pointing out that 58% of Snapchatters are console gamers, according to Q4 2020 data from GWI.

That said, the feedback for Ubisofts Esposito-led marketing campaign has not been entirely positive; for a minority of consumers, increased interactivity and fourth-wall breakage can be uncomfortable. For example, some players were disturbed when they received emails purportedly from the Far Cry 6 villain taunting them for giving up and listing gameplay stats such as hours played and number of weapons collected. But the email side of the campaign was entirely separate from Funworks social platform push, and the team we worked with at Ubisoft actually wasnt on top of that either, Charney said.

Dissenters notwithstanding, Ubisofts unusual Far Cry 6 campaign has received a warm reception from audience members across platforms. Though formal results for the campaign are still forthcoming, the game developer already plans to apply the lessons its learned to more platform-first campaigns in the future.

Leaning into the behavior of consumers on each platform and tailoring assets to that behavior has been a huge learning for how to stand out in a positive way, Lin said. Replicate that across multiple social and other channels, and youre onto something that will delight consumers and make your campaign unmissable.

How Ubisoft’s platform-first approach helped its Far Cry 6 marketing campaign stand out

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How Ubisofts platform-first approach helped its Far Cry 6 marketing campaign stand out - Digiday

DUBLIN, Nov. 9, 2021 /PRNewswire/ -- The "Trend Opportunity Profiles: Direct-to-Consumer (D2C) Business Model" report has been added to ResearchAndMarkets.com's offering.

This study explores the evolving customer journey across a wide range of online and offline D2C models, key drivers influencing growth, challenges that lie ahead, and major technologies that will drive innovation in this space.

The convergence of transformational Mega Trends and disruptive technologies emerging from the new retail shift will result in new growth opportunities in this space, including social marketing and commerce integration, software-as-a-service (SaaS) platforms for supply chain management, and vertical integration to improve profit margins.

In 2020, 59% of customers preferred to shop online. Customers emerging from the COVID-19 pandemic expect seamless digital shopping experiences and direct interaction with brands. In fact, customers are more willing to switch to brands that offer complete transparency and accountability.

In the post-pandemic retail era defined by ease of access and personalization, direct-to-consumer (D2C) is emerging as a business model that offers end-to-end customer service without the need for traditional intermediaries. The eCommerce boom and the increasing demand for digital shopping experiences are driving the growth of digital-native brands and the shift to digital business models. In fact, social commerce and influencer marketing are emerging as two key factors contributing to successful customer outreach and retention.

Looking ahead, the deployment of emerging technologies, such as AR/VR, data analytics, chatbots, and blockchain, will drastically improve online customer experience and improve supply chain transparency. A strong data-driven strategy will emerge as the key solution to understanding customer behavior and offering a holistic customer experiences.

Technologies will mature, become less expensive, and make it easy for new participants to penetrate the market and offer better customer experience. To create differentiation, brands will need to influence customer habits and find new ways to promote and sell their products.

KEY ISSUES ADDRESSED

Key Topics Covered:

1. Strategic Imperative

2. Executive Dashboard

3. Trend Opportunity Analysis

4. Growth Opportunity Universe

5. Next Steps

6. Appendix

For more information about this report visit https://www.researchandmarkets.com/r/18b67v

Media Contact:

Research and Markets Laura Wood, Senior Manager [emailprotected]

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Global Direct-to-Consumer (D2C) Business Model Trends Report 2021: Key Drivers, Challenges, and Major Technologies that will Drive Innovation -...

Advance Market Analytics published a new research publication on Energy Drinks Market Insights, to 2026 with 232 pages and enriched with self-explained Tables and charts in presentable format. In the Study you will find new evolving Trends, Drivers, Restraints, Opportunities generated by targeting market stakeholders. The growth of the Energy Drinks market is mainly driven by the increasing R&D spending across the world.

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Some of the key players profiled in the study are:

Red Bull (Austria),Monster (United States),Rockstar (United States),Pepsico (United States),Big Red (United States),Arizona (United States),National Beverage (United States),

Energy drinks are classified under beverages that contains high level of stimulant ingredients such as caffeine, sugars and other supplements. Energy drinks market is expected to mark significant growth over forecasted period owing to increasing consumers spending on health consciousness products, providing organic food & beverages and product innovation. There has been significant rise in number of young adults age between 20 to 39 consuming energy drinks with figure stood up to 5.5% in 2016 up from 0.5% in 2003 at United States, the future energy drinks looks promising. Energy drinks offers health benefits, other energy supplements ingredients which offers instant energy and provide output. This result in rising popularity of sugar free energy drinks and escalating need for low calorie energy drinks, and growing popularity of consumer health & fitness may trigger demand and help in industry expansion.

The titled segments and sub-section of the market are illuminated below:

Type (Drinks, Shots, Mixers), Application (Teenagers, Adults, Geriatric Population), Distribution Channels (Supermarkets/ Hypermarkets, Food Services, Online Retail, Specialist Store, Others), Packaging (Bottle (Pet/Glass), Can, Others)

The Energy Drinks Market report provides a basic overview of the industry including its definition, geography segment, end use/application segment and competitor segment and manufacturing technology. Then, the report explores the international major industry players in detail.

Market Trends:

Growing Demand For Organic Products

Rising demand of Energy Drinks by sports personality.

Market Drivers:

Increasing Consumption of Energy Drinks by Young Adults and Adolescents.

Rapid Demand due to Consumer Focus on Low Calorie Energy Drinks.

Challenges:

Limitation Due to Excess Intake Leads to Health Risk Such as Sleeplessness, Abnormal Heart Rhythms and Others Are Anticipated to Challenge the Market.

Stringent Government Regulation Threat the Energy Drinks Market.

Fluctuation of Raw Materials is Antic

Opportunities:

Proliferation of Energy Drink at Social Gatherings, Parties and Celebrations.

Upsurge Demand of High Alcoholic Energy Drinks.

Rising Demand due to Celebrity Endorsement through Social Marketing.

Region Included are: North America, Europe, Asia Pacific, Oceania, South America, Middle East & Africa

Country Level Break-Up: United States, Canada, Mexico, Brazil, Argentina, Colombia, Chile, South Africa, Nigeria, Tunisia, Morocco, Germany, United Kingdom (UK), the Netherlands, Spain, Italy, Belgium, Austria, Turkey, Russia, France, Poland, Israel, United Arab Emirates, Qatar, Saudi Arabia, China, Japan, Taiwan, South Korea, Singapore, India, Australia and New Zealand etc.

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Strategic Points Covered in Table of Content of Energy Drinks Market:

Chapter 1: Introduction, market driving force product Objective of Study and Research Scope the Energy Drinks market

Chapter 2: Exclusive Summary the basic information of the Energy Drinks Market.

Chapter 3: Displaying the Market Dynamics- Drivers, Trends and Challenges of the Energy Drinks

Chapter 4: Presenting the Energy Drinks Market Factor Analysis Porters Five Forces, Supply/Value Chain, PESTEL analysis, Market Entropy, Patent/Trademark Analysis.

Chapter 5: Displaying the by Type, End User and Region

Chapter 6: Evaluating the leading manufacturers of the Energy Drinks market which consists of its Competitive Landscape, Peer Group Analysis, BCG Matrix & Company Profile

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Research Methodology:

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Know How Energy Drinks May Double Its Market Size in Years to Come - Energy Siren

Roughly 68% of Americans age 12 and up are now fully vaccinated against COVID-19. And now that federal regulators have cleared the Pfizer vaccine for children age 5 to 11, the number of people in this country who are immunized against the virus will only continue to climb.

But new data published in the journal Nature suggests that convincing vaccine holdouts could be difficult, if not impossible.

A detailed 36-question survey of more than 6,000 adults from across the United States found that 21% were unwilling to get vaccinated and among those, nearly half said that nothing would change their mind.

So what does vaccine hesitancy mean for the course of the pandemic, and what can we do about it? Heres what you need to know.

What Vaccine Hesitancy Means For Herd Immunity

For months now, epidemiologists and public health experts have been warning that national herd immunity meaning that a large enough portion of a community is immune to a disease, leaving it few places to spread is unlikely. Herd immunity does not mean a virus or disease is completely eliminated. Rather, its just contained and manageable, with smaller, local outbreaks possible from time to time.

The highly contagious delta variant has pushed the threshold of people who need to be vaccinated in order to achieve herd immunity higher and higher. Scientists initially believed that herd immunity might be achieved when 60 or 70% of the national population was vaccinated; now some believe 85% to 90% of a population in any given area may need to be immune to COVID either through a recent infection or vaccination though even that is a best guess.

Without herd immunity, COVID will likely become an endemic disease, like the flu. That means it will continue to be with us, but it will not disrupt daily life to the extent it has. Experts say well likely experience a return to relative normalcy. However, even then, the unvaccinated still could get very sick and die. One recent report found that the unvaccinated in Texas were 40 times more likely to die from COVID than the fully vaccinated.

The colder winter months will be a critical test of whether our current immunity levels are enough to stave off another surge or to prevent new variants from circulating. As Anthony Fauci, the nations top infectious disease expert, recently said: We can get through this if we really put a lot of effort into getting as many people vaccinated as we possibly can.

How To Talk To The Vaccine Entrenched

First, its important to note that the survey though published in early November was conducted last April, so its possible that peoples minds have changed since then. But it is also possible they have dug in more.

We know that the longer that people are hesitant, the longer they will continue to be hesitant. It becomes what we call a commitment consistency issue where the longer you say this is not something Im going to do, or this is something I disagree with, the more it becomes ingrained in your personality, said Rebecca Ortiz, who researches health communication and social marketing at Syracuse University.

However, Ortiz stressed that people who are vaccine hesitant are by no means a lost cause. And anecdotally, theres certainly evidence that vaccine holdouts can be convinced to roll up their sleeves. Recent data also suggests that one-third of people who were vaccine hesitant in late 2020 were willing to get vaccinated by early 2021.

Notably, the new survey found much as plenty of other data has at this point that people who hold conservative political views are more likely to be vaccine hesitant. The less we can turn this into a political conversation, the more we can talk to people about whats really holding them back, and whats really making them hesitant about this, Ortiz said.

Of course, changing the discourse is a complex problem. In one-on-one conversations with friends, family or acquaintances who are vaccine hesitant, the primary focus should be to make space for opposing views, Ortiz urged even if that feels challenging.

Its a tricky thing. We have to let people speak what it is thats holding them back. We have to give people space to process that, Ortiz said.

Eventually, by making space for them to express their concerns, you might be able to share information youve found and learned in a collaborative way. Ask what would make them feel more secure or comfortable about getting vaccinated, Ortiz said.

There are some people who will never change their minds about the COVID-19 vaccine, but experts are hopeful there are still holdouts who are hesitant but not dug in who can and will make a different decision. So its important to remain open, and to approach people with a mix of curiosity and facts, not judgement.

Experts are still learning about COVID-19. The information in this story is what was known or available as of publication, but guidance can change as scientists discover more about the virus. Please check the Centers for Disease Control and Prevention for the most updated recommendations.

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COVID Vaccine Holdouts Say Nothing Will Change Their Minds. Now What? - HuffPost

By 27, serial entrepreneur and CEO Steven Bartlett had created and grown his social media marketing company, Social Chain, to a valuation of more than 300 million. A university dropout, Bartlett cut his teeth running student events and an online messaging board called Wallpark before founding Social Chain, eventually stepping down as CEO to pursue opportunities in blockchain and biotech. He now runs a weekly podcast, The Diary Of A CEO, and in May was announced as the newest and youngest-ever Dragon on the BBC series Dragons Den. A vocal proponent of reskilling (consistently training employees in new digital skills to stay competitive), Bartlett is a Vodafone Business ambassador, working on a digital training initiative called Business Connected. He explained to GQ just how intensely the pandemic accelerated the need for entrepreneurs to develop new skills...

When did you start your first businesses?

I was born in Botswana and I came to the UK when I was about two years old. We werent a very well-off family... It was one of the key factors that I think shaped who I was. The other thing was that we had 1,500 kids in my school and my brothers and sisters and I were the only people of colour, per se. That makes you wonder why youre different and creates a desire to fit in.

At a young age, I learned that we didnt have things, but I really wanted them. You make this connection that if Im going to get things, whether its a nice pair of shoes or whatever, thats going to be a direct consequence of something that I do something that I sell or create. At the age of 15 or 16, I started my first businesses in and around school, using the students as my customers. By age 16, I was running pretty much all the school trips in my year group and I would take a cut of the money and give the rest to my school. I was doing all of our school parties. Then I started launching businesses on the internet at about 16 or 17.

You later cofounded Social Chain. Why did you choose a social marketing business?

I started a business called Wallpark when I dropped out of university. In trying to figure out how to get people to come to my website, I tried flyers, posters, all facets of traditional marketing, and none of them worked. One day, I saw a Facebook group called Things Manchester students dont say and 8,000 or 9,000 students were on there. I needed students to come to my website, so I met the guy who started the page [and] gave him 50 [for it]. I posted about Wallpark there and it was the most traffic Ive ever had.

I went and acquired every social media page I could and in doing that I realised its power very early. The channels I was acquiring were more valuable than the business I was building, so I dropped Wallpark off the side and my business became Social Chain: that chain of social media pages. I went in that direction very early, when a lot of brands didnt have social media pages. They thought it was a scary place, a dangerous place to be.

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Steven Bartlett: If you want a successful business, you have to instil a culture of learning - British GQ