How will iOS 14 change the Digital Landscape?


In an ever-changing landscape, marketers and digital businesses alike are forced to adapt with the times as new opportunities arise and existing strategies become redundant.

Since starting my career 8 years ago at TheLADbible, the updates to iOS14 and the subsequent changes to ad platform attribution has been one of the most significant. As an example, in response to Apple releasing iOS 14, Facebook has changed its attribution window from 28days to 7days meaning that some advertisers have seen 50% drop in recorded sales, overnight.

The changes in attribution, not just for Facebook, but across numerous mainstream platforms will have a huge impact on advertising activity as it means there will be no way of tracking off-platform activity via third-party browser cookies. There will be no way of reaching consumers on a 1-1 basis across sites and apps if they don’t choose to opt in. This will make it very difficult for advertisers to target consumers on a personal level and even harder to measure the results of their marketing activity.

The fallout from this is that there will be no way of attributing purchases made on advertisers’ sites to the ads served across the platform and, as a result, the implementation of the iOS 14 iPhone operating system update is likely to have a substantial impact across the digital marketing network.

Apple has a framework known as App Tracking Transparency (ATT) and with the implementation of the new iOS system, app developers will have to notify users if they want to gather their information, otherwise known as their IDFA. IDFA is Apple’s Identifier for Advertisers and is a persistent ID used by mobile devices which run an Apple operating system.

Often used in tandem with cookies, the IDFA helps to create identity graphs for ad targeting through tracking behaviour. Moving forward, it will only be present if consumers opt-in to give their consent to the advertiser to use their data for advertising purposes.

This will create a massive change for advertisers who have previously served targeted ads to key audience groups through the use of IDAF’s. They will no longer be able to effectively target consumers on Apple devices or have any way of measuring results. If iOS advertisers don’t prepare or ensure they have the right tools in place, they will have to use generalised messages served to a non-specific audience which will likely result in fewer installs and a less effective experience.

How to prepare for these changes:

  • First off, assess how much affect the rollout of the iOS 14 system will have on your current marketing activity, and evaluate your strategies keeping in mind how reliant you are on in-app advertising.
  • As an advertiser/digital marketer, one of the best ways to prepare for these changes is to make sure you are maximising your capture of user information. As other ID’s disappear, capturing emails and phone numbers will be critical to targeting consumers.
  • Make a move towards Media mix modelling. As an analysis technique, it allows marketers to measure the impact of their marketing and advertising campaigns and allows marketers to hone their campaigns based on a variety of factors. It uses aggregate data and is therefore able to evaluate a wider range of channels, both traditional and digital. It will help you understand the true impact of your spend in different advertising channels.
  • Establish a new performance framework based on the new conversion window. Creating a performance matrix using existing data that measures both a 28-day and a 7-day window, you can calculate a ‘new normal’ as to what a ‘good’ Return on Ad Spend (ROAS) should be – post iOS14.
  • Understand your customer base better by using your first-party data to create in depth, contextual profiles. In doing so, you will be able to share these profiles with both app and web publishers. These publishers collect data themselves and can therefore target the relevant consumer groups.

Although it’s still early days, we have found that scaling horizontally, through multiple adverts at a lower daily spend, has been more consistent from a performance perspective while the Facebook algorithm begins to re-learn, as it has less data-points to work from.

The true impact of the impending launch of the iOS 14 system on digital marketing is yet to be felt, but it is worth getting your head around it if you want to ensure that you can keep your strategies in-line with the changes and build them around more reliable first-party data so that you can keep delivering personal and effective experiences which are specific to a segmented audience.


Tim Hyde

Having commenced his career in leading the Facebook strategy for Lad Bible, Tim Hyde boasts an impressive track record of helping businesses and brands scale online through effective social media marketing strategies. One of the industry’s leading social media gurus, Tim founded TWH Media in September 2017 and now works with large brands globally ranging from Adidas to Apple Music.



Thanks for seeing this article on World Business news titled “How will iOS 14 change the Digital Landscape?”. This story is posted by My Local Pages Australia as part of our local news services.

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Canada's retail landscape is undergoing fundamental changes: fashion guru Joe Mimran



JM&A President Joe Mimran speaks with Financial Post’s Larysa Harapyn about the effect the pandemic has had on Canadian shopping habits.





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How directed evolution reshapes the energy landscape in an enzyme to boost catalysis


Two steps forward—now look back

Whether designed computationally or uncovered in activity screening, enzymes repurposed for biocatalysis rarely start at the peak of proficiency. However, directed evolution can in some cases increase catalytic efficiency of a poor enzyme by many orders of magnitude. Otten et al. used a suite of biochemical techniques to investigate the origins of rate enhancement in a previously evolved model enzyme. Two conformational states are present in the initial, computationally designed enzyme, but only one is active. Shifting the population toward the active state is one factor in increasing catalytic efficiency during evolution. Single mutations do not greatly increase activity, but the synergistic combination of just two out of 17 substitutions can provide most of the rate enhancement seen in the final, evolved enzyme.

Science, this issue p. 1442

Abstract

The advent of biocatalysts designed computationally and optimized by laboratory evolution provides an opportunity to explore molecular strategies for augmenting catalytic function. Applying a suite of nuclear magnetic resonance, crystallography, and stopped-flow techniques to an enzyme designed for an elementary proton transfer reaction, we show how directed evolution gradually altered the conformational ensemble of the protein scaffold to populate a narrow, highly active conformational ensemble and accelerate this transformation by nearly nine orders of magnitude. Mutations acquired during optimization enabled global conformational changes, including high-energy backbone rearrangements, that cooperatively organized the catalytic base and oxyanion stabilizer, thus perfecting transition-state stabilization. The development of protein catalysts for many chemical transformations could be facilitated by explicitly sampling conformational substates during design and specifically stabilizing productive substates over all unproductive conformations.



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How Alberta’s commercial real estate landscape is changing amid COVID-19 pandemic


The sight of empty commercial space and dark tower floors isn’t new to Alberta or unique to the COVID-19 pandemic. But with more people working from home, offices downsizing and many businesses folding, realtors are expecting already sky-high vacancy rates will continue to rise.

The latest report from July pegs Calgary’s office market has a vacancy rate of 22 per cent. It’s worse in the downtown, where 25 per cent of commercial real estate is up for grabs.

Watch:
Coronavirus: What does Edmonton’s office vacancy rate look like?

“The office market isn’t going away,” said Susan Thompson, a research manager at commercial real estate services firm Avison Young.

“Companies are still going to need to operate from somewhere to allow employees to do business, to collaborate. What it looks like, though, may change. Low-rise space is probably going to become popular, with less reliance on elevators. Suburban space may actually become more popular because then you’re not trying to put as many people into a dense downtown core.”

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And there’s evidence landlords are also taking a creative approach, with some Alberta companies eyeing all that empty office space as an opportunity for reinvention.

Strategic Group has been one of Alberta’s first to enter the market into office conversions.

It spent $25 million renovating what was once the Stephenson Building in Calgary and re-purposing it as “Cube” — a residential rental apartment building with 65 apartment units.


Strategic Group’s Cube office conversion project.


Strategic Group

Strategic Group's e11even office conversion in Edmonton.

Strategic Group’s e11even office conversion in Edmonton.


Strategic Group

Ken Toews is vice-president of development with Strategic and said while conversions can be challenging, each project can divert thousands of tonnes of demolition material that would otherwise go to landfills.

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“It’s really rewarding because the people really love the buildings, they love the environmental aspect, and we’ve been able to come up with some really good plans and make living really easy,” said Toews.

“We need to revitalize downtown Calgary, and we would like to be part of that plan.”

The company has also converted other office buildings into non-residential uses, including a self-storage facility and the new Avenida Food Hall in Calgary. It’s also in the process of redeveloping Calgary’s iconic Barron Building downtown.

Read more:
Calgary developer sees new possibilities by converting office buildings into homes in the downtown core

Strategic currently has five projects around Alberta finished or nearing completion. The sixth is in the planning stages.

© 2020 Global News, a division of Corus Entertainment Inc.





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‘Forget about making money’: Asia’s CEOs share lessons on reopening and the post-pandemic business landscape


Their businesses were among the first to feel the effects of COVID-19. Now the CEOs of some of Asia’s leading companies are providing a roadmap for what businesses around the world can expect as they reopen.

The top executives of Alibaba Group, Yum China, Grab, and Rakuten met virtually with members of Fortune’s CEO Initiative on Tuesday, to discuss how they are slowly transitioning their business operations and their employees out of quarantine. Their advice ranged from practical workplace considerations to thoughts about the lasting shifts in customer behavior and corporate social responsibility that all top executives and leaders should anticipate, as cities and regions slowly reopen around the world.

Below are three top lessons from these CEOs’ efforts to reopen and recover from the global pandemic:

Reopenings will be slow and cautious – for a long time. The CEOs say they are balancing the benefits of reopening with the continued wariness of both customers and employees. Pizza Hut and KFC operator Yum China, for example, is seeing more in-person business pick up at restaurants with wide open spaces—and less at those in shopping mails, train stations and airports. Until internal and international travel recovers, “those business will continue to struggle a little bit,” says Joey Wat, CEO of Yum China.

For these CEOs’ employees, meanwhile, slow reopenings have pros and cons.. “Working from home is very, very efficient” but also makes some employees feel “isolated and lonely,” says Hiroshi Mikitani, founder and CEO of Rakuten. The Japanese ecommerce company hopes to eventually get to a mix of roughly 70% of people working from the office, with another 30% working from home; but right now, Mikitani says, “we are making a baby step.”

Technology will permanently replace some offline operations, even as the non-virtual world rebounds. The pandemic-caused surge in video meetings, online shopping, and digital payments is here to stay, these CEOs predict. “COVID has accelerated cashless adoption,” says Anthony Tan, CEO and co-founder of Grab. The Singapore-based ride-sharing company, which operates throughout Southeast Asia, has now made all of its ride-sharing payments cashless in the Philippines, even though “cash is still very much king here,” Tan says.  

Meanwhile, Alibaba Group has seen a quarantine-related boost not only in the online shopping that helped the company become an ecommerce giant, but also in internal and external usage of its video and workplace collaboration tools. “We do see a very efficient collaboration online, which I believe will fundamentally change the model of working collaboration in the future,” says Alibaba CEO Daniel Zhang.

“Forget about making money for now this year.” That’s the bottom line from Yum China’s Wat, whose company instituted some expensive new programs for employees and customers during the pandemic. Yum China expanded health insurance coverage to the spouses and parents of its store managers, and served free food to over 1,450 hospitals and community health centers across China. This sense of social responsibility is paramount for all companies, she argues: “This year is to build a brand; it’s not about making money. Hopefully we can build a brand that can help shareholders make money for the next 100 years.”

More coronavirus coverage from Fortune:



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Coronavirus has changed the ACT election landscape and dwindled the campaign issues to one


It was all going to be so straightforward.

Labor would head into this year’s ACT election promising the largest-ever investment in the Canberra Hospital, and shiny red trams heading south over Lake Burley Griffin.

The Liberals would ask voters to check their wallet and think about how much they were paying for the privilege of living in Canberra — and whether they were getting value for money.

The lines were rehearsed. The corflutes ready to print. The Facebook attack-memes set to fill the newsfeeds of unsuspecting voters.

But, thanks to COVID -19, while that material has not quite been consigned to the dustbin, there is no doubt that the ACT election will be a different contest.

A composite image of ACT Chief Minister Andrew Barr and Opposition Leader Alistair Coe.
COVID-19 has forced ACT Chief Minister Andrew Barr and Opposition Leader Alistair Coe to rethink their election strategies for October.(ABC News)

Both major parties now have two tasks ahead of them, one familiar and one unfamiliar.

The first is to try and command the attention of voters, who quite frankly have a bit going on right now.

The second, to convince the electorate that it is the political party to lead the ACT out of a precarious economic position — and find work for the thousands now unemployed or underemployed.

No one was prepared for the scale of that challenge.

Things are bad. They may get worse

Unemployment is shooting up across the country. With so many businesses shuttered for close to two months due to physical distancing restrictions, it is no great surprise.

But that doesn’t soften the blow for those now out of work.

Canberra has been somewhat sheltered, thanks in no small part to the number of people employed by the public sector and universities.

That said, the Australian Bureau of Statistics estimates 8,700 people lost their jobs in April. Almost all of them were in casual or part-time jobs.

And the number of people now under-employed, working less hours than they would like, has nearly doubled to more than 22,000.

Finding jobs for those people, and those who will sadly, but unavoidably, join them in the months ahead, will quite likely become the central issue of this election campaign.

As wages soften too, the cost of living will also come into sharper focus.

Opposition Leader Alistair Coe has been talking about the high cost of living and doing business in the ACT for years, arguing it risks driving companies and families out of the territory.

“And it’s just not fair that we’re pricing so many Canberra families out of this city.”

Now, the reality could soon start to meet the (occasionally overblown) rhetoric.

The questions are different, but the answers are surprisingly familiar

Labor will argue it has demonstrated its ability to chart a clear path through the rolling disasters of 2020, and should be counted on to keep that up.

From the massive fires of summer that threatened to engulf Canberra’s southern suburbs, to the unfolding economic crisis — it will argue it has the experience, and the results, to be relied upon.

It is seeking to turn a potential line of attack into a strong defence — that rather than a government stale after nearly two decades of continuous power, it has the corporate knowledge required for a crisis.

ACT Chief Minister Andrew Barr at a press conference.
Barr says he won’t turn his thoughts to the election until September.(ABC News: Mark Moore)

Chief Minister Andrew Barr said he would ask the public for its verdict on how his government had handled itself.

“Continuity of policy and ensuring that we are able to recover both economically and socially from these big setbacks this year, will be an important part of our messaging as we go into the election campaign,” he said.

“But that doesn’t start until September.”

Infrastructure was always going to play a big part in Labor’s election campaign — specifically, the half-billion dollar redevelopment of the Canberra Hospital known as the SPIRE project, and stage two of light rail to Woden.

These projects are no longer just about health and public transport. They will also be positioned as critical stimulus for the ACT’s economy, particularly if private construction work slows in the months and years ahead.

And with finance cheap, there is room to borrow more and accelerate that work wherever possible.

Hit them where it hurts — the hip-pocket

The Canberra Liberals largely support the planned investment in the Canberra Hospital, arguing while plans can be tweaked, the upgrades are long overdue.

They are promising no such unity on light rail though, asking to see the business case for stage two, and strongly suggesting contracts for part ‘2B’ (the expensive extension over Lake Burley Griffin, and on to Woden) should not be signed before the election.

ACT Opposition leader Alistair Coe giving a TV interview to the ABC.
Coe says the cost of living in Canberra is too high, and this will likely be a key pillar of his campaign.(ABC News: David Sciasci)

Coe said taking the tram south-side had to stack up financially.

“We’ve got to make sure we’re spending the money wisely,” he said.

“There is an opportunity cost for every dollar that is spent.

The Liberals say driving down the cost of living and creating jobs, by reducing the cost of doing business in Canberra, will be their dual priorities.

The ACT has enjoyed solid economic growth, a rapidly growing population and the highest average incomes in the country in recent years.

But in significantly changed economic conditions, those arguments could take on new resonance.

The long-held policy of freezing residential rates remains, and significant action is being promised on commercial rates too.

The ACT Greens will argue a different line altogether — that COVID-19 has changed so much, and exposed so many problems in areas like casualisation and job insecurity, that now is the time for dramatic change.

Arguing if normal is over, it is time to make a better normal.

Walking the campaign tightrope

The Chief Minister does not want to be seen talking politics during a crisis, and rarely brings up the election — or even the Opposition — unless prompted.

He insists his mind will not really turn to the election until September, when the formal campaign period begins.

Of course, it would be folly to think the broader ACT Labor machine is not already actively working on it — including the many candidates and lower-profile MLAs who do not have the luxury of appearing regularly on the nightly news to lift their profile.

A Sydney-based Labor strategist was seen signing herself into the Legislative Assembly just this week.

But it will be tricky for the government to spend the time it wants attacking the Opposition, without the appearance of wasting time that should be spent suppressing COVID-19 and working on the economic recovery.

Much the same can be said for the Canberra Liberals, who need to differentiate and distance themselves from the Government, without being seen as “wreckers” undermining health and economic efforts.

The ACT Government is receiving more attention and more airtime than usual because of the crisis — and the Opposition need to find a way to get a slice of the spotlight.

Coe said they were walking a tightrope, pointing to their role in advocating for the re-opening of public schools as a positive one.

“We’ve got to keep doing what democracy needs, and that is scrutinise the government and provide alternative ideas,” he said.

“We’re very proud of the role that we’ve played.”

Despite the grand plans and campaign intentions of the major parties, this election — like political rhetoric worldwide — has been hijacked by coronavirus and the job losses left in its wake.

Politicians may be grappling with how to reshape their message, and run a campaign they hadn’t planned on.

Voters have bigger problems.



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