The post is an interview with MizFit Online who’s a fitness blogger. Reading the post however did not get me too far, other than MizFit’s avid blog reading and commenting herself and a key phrase “commentversation” which tried to capture her approach. Even MizFit seems unsure of what drives the comments saying “If only I knew. It varies wildly.”

I wanted to know more and decided to do some real analysis on MizFit’s blog. It seems like a great blog. True to her personality. Quite personal. And it seems she’s got a strong following. She also has a theme/category of the day: Monday Faceday, Tuesday Trends, View Mail Food, Glorious Food and Link Love.

I started by looking at every post she made in November. I looked at the title of the post, the theme, the length of the post, text vs. video, the number of outbound links in the post and the number of links to other pages on the blog.

The only thing that seemed to matter was whether the blog post was part of a theme. Uncategorized posts did very poorly incomparison. Post length, other than extremely short posts, had no impact. Number of links had no impact either. Video performed as well as text.

I decided to dig in further. I took the last 10 posts for each theme and for uncategorized posts (note: I screened out the uncategorized posts that were very short announcements).

Here are the results of the analysis of the last 10 posts by theme/catagory:

The results are facinating, at least to me.  If you factor out contests, four of the themes average about 100 comments per post.  Food Glorious Food does a little less well averaging 89.6 comments per post, which may be due to a heavier reliance on guest posts in this theme.

The pattern I saw with the uncategorized posts held true.  These types of posts only averaged 48.4 comments per post.

Contests also play a big role in making the numbers fluctuate.  They seem to add about 45 extra comments to a post on average.  More when the contest was enticing and less when it was not so enticing.

I dug further into the best performing and worst performing non-contest posts to see if I could find some other qualitative reasons for the variances. Indeed there seemed to be more going on qualitatitively.

When I looked deeper at the strongest performing posts based upon comments, I saw that these posts tended to stand out for one or more of the following reasons: Challenges, very personal stories, strenuous exercise video, or lots of questions (3-5) to audience at the end of the post.

In contrast the poorest performing posts were missing these elements.  The poorest performing posts where guest posts without questions to the readers. These posts dropped to 66-79 comments.  Guest posts with questions did a little better running in the mid 80s.  MizFit’s poorest performers in themed posts tended not to have as much passion and had no questions for the audience.

My take aways if you want to generate comments:

• Be personal
• Be passionate
• Post questions not answers
• Set up themes by day and be consistent
• Make sure guest posters have lots of questions for readers
• Use small contests to motivate your commentors

So what do you think?  What kind of posts get people to comment?  Is it this list or some other factors?  Who else gets lots of comments and what do they do?

Comment away:)

Update with ideas from comments about what drives comments:

• commentversation
• taking the time to personally respond to comments

Creating Brand Advocates at Nike’s Jordan Brand
Emmanuel Brown, Director of Digital and Content, Nike’s Jordan Brand

Nike’s Jordan Brand has developed a couple of immersive experiences for highly engaged fans.  The experiences start with deep insight into these “superfan” needs, and build intense community engagement for these hardcore fans, but are small scale communities relative to the scope of the Jordan Brand.  Which raises the question, are these high ROI applications for engaging and activating superfans, or are they so focused on the hard core that they are failing to engage the brand’s mass market?  Read on and share your opinion…

Emmanuel began by sharing background on Nike, whose headquarters in Beaverton, Oregon is like a Disneyland for adults, and its Jordan Brand division, where Michael Jordan (MJ) still deeply interacts with the brand, the same way that he was engaged with the game of basketball.

Mentally, or digitally, cut to a stirring, inspiring Michael Jordan video (videos can be found at Nike’s site for the Jordan Brand, Jumpman23).

The Jordan Brand.  Nike approached Michael Jordan in 1984 to have a signature shoe built around him, a completely novel concept at the time.  In 1996, the Jordan Brand was born as a division within Nike.  The brand has 110 people versus the Tiger Woods Brand’s 400 people, and both brands support the same amount of revenue.  Nine out of ten people own (or have owned) Air Jordans, and the Jordan Brand is the second in the market behind Nike itself.

The Jordan Brand’s primary consumer is the core urban male 15-20 year old, highly competitive, a leader of the team.  These guys often know what the brand is doing before the news is made public.  The secondary consumer is 12-24 year old males and females, urban and suburban, not necessarily competitive.  Their consumers’ mind space includes social media, television, and the video game space.  The Jordan Brand does a lot of marketing through video games – with them, kids can see the entire line-up.  Most kids know what products they want before they get to the store.

The engagement philosophy for the brand is (1) to engage with consumers where and when they want (online!); (2) product and service together are critical to delivering a greater experience and engagement; and finally (3) the consumer decides.

The Jordan Breakfast Club.  A key platform for engagement is the Jordan Breakfast Club.  The challenge was to establish an authentic position for Jordan in the training marketplace.  Every morning, MJ and his teammates used to wake up and complete a workout regiment before he got to eat his four course breakfast.  So the Jordan Brand went after an unmet need of the target customer around training – everyone says that training is important, but no one tells kids how to train.  The Breakfast Club includes a simple peer-based assessment and a custom designed workout program that can be printed out or downloaded onto an iPod as videos for a huge number of possible workouts.  The Jordan Breakfast Club has 20,000 plus engaged users, and tens of thousands additional views on YouTube.  The Club also did a 10-city summer tour to reach thousands more at day long training camps.  The program won a 2007 Forrester Groundswell Award.

The Jordan Flight Club.  After building the Breakfast Club, the brand started getting more information about its consumers, and next started the Flight Club.  The Jordan brand has a huge “sneaker-head” following, and the Flight Club is about limited edition, one-at-a-time, high demand products for fiercely loyal customers who are willing to pay a very high price and avoid the disappointment of trying to get limited products through retail.  The brand got a lot of feedback from consumers in designing how the Breakfast Club would work.  Members of jumpman23.com got membership offers and the opportunity to invite two more friends – in others words, an “insider” offer for loyal customers only.  Demand went through the roof, with people selling their free invitations on eBay, and over 40,000 members joining in the first 45 days.

Emmanuel’s summary:  (1) create relevant experiences beyond the product, (2) service complementary needs of the consumer, (3) empower engaged consumers to be brand advocates, and (3) create and own communities where they are relevant and authentic.  The Jordan Brand’s next big challenge is to take these opportunities in the digital space and migrate them to the physical space, like the Jordan Breakfast Club tour.

Q&A Discussion

How do you share learning from the Jordan Brand throughout Nike?  We do case studies.  Things may work differently for us versus golf, and we use best practices.

The 15-20 year old market is refreshed every 5 years, so how do you target for the future, and specifically do you market to even younger (under 15) generations?  We try to communicate in a simplified format, keep MJ’s story relevant, and make great products.  We don’t market to the younger kids, but do try to emphasize success through working hard.

What do you mean that you’ve learned the hard way about ignoring customers?  We created a website where consumers could buy one-off products, and only created 6,000 units of a product that 1.6 million consumers tried to buy, crashing the site and generating hate mail.  We use sales data and forecasting to ensure that problem is not repeated going forward.  We’d rather overstock and deal with excess inventory than to have too little product and anger consumers.

For limited editions, doesn’t it help the brand to sell out so fast?  You have to appreciate the global effect of our brand.  Kids in Australia were getting their hands on US-only products; we responded to make the products available there.   We’re pushing to think more globally and satisfy demand, offering limited products in all parts of the world.

The Breakfast Club concept sounds great, but how are you measuring the true impact?  We’re not measuring the financials, but we do track the ongoing activities of the kids who sign up.  One of the Pro teams we visited adopted the philosophy as their primary means of training!

Digital Podcast joined Forrester for its 2008 Marketing Forum, which focused heavily on the challenge of customer engagement in a digital media world. We’ll be writing about the conference over the next two weeks. Our first series of articles, like the conference, is focused on the topic of engagement. This article covers the first two presentations of the conference.

Setting the Stage
Harley Manning, Vice President, Research Director, Forrester

Harley introduces the conference’s theme by emphasizing that the imperative for marketing success going forward is customer engagement, and previews three case studies on the subject.

Traditional channels are shrinking – the 30 second spot is declining in reach and importance – yet the new channels, like YouTube, hold risk for marketers. The challenge and opportunity is to engage with customers and in return they’ll engage with your brand.

Harley shared three quick case studies of engagement:

Jordan’s Furniture: Is it a furniture store or an amusement park? Complete with a trapeze school, water display, café, IMAX theatre, and the backing of Berkshire Hathaway, Jordan’s engaged customers stroll past “finished room” furniture displays to get to lots of the good stuff. Along the way, they seem to buy a lot of furniture

Nike Running website: Articles, splashy photos, and aspirational content motivated Harley to drop a wad of cash on Nike’s best running shoes, begin running again after a lengthy hiatus, and then drop more cash on Nike apparel. Is Harley buying shoes or buying into a lifestyle?

LeapFrog: Toys that engage Harley’s son’s brain while he’s too busy having fun to notice that he is learning too. No wonder these toys sell like hotcakes.

Engagement: A New Approach To Understanding Your Customers
Brian Haven, Senior Analyst, Forrester

Two brands, two superfans, two very different reactions – one shove, and one embrace. If you want your fans to keep loving your brand, try hugging them back!

The Ikea Superfan

Brian starts by sharing a story of true engagement, and how gazing into the eyes of superfan love be hard for some corporations. Jen is an Ikea superfan from Ohio, and she singlehandedly started a movement to bring Ikea to her corner of Ohio. She started a website, scouted retail locations, and worked tirelessly to drum up support for Ikea to move in. How did Ikea management react? They warned her to stop using their trademark, were concerned when her Google rank approached that of the brand, and after actually building a store in her neck of the woods, Ikea didn’t even respond to her job application. While Ikea is a great brand that does many things right, they could have handled this superfan in a more enlightened manner.

What can we learn from Jen’s story? The traditional marketing funnel and message control is a thing of the past. Consumers can now chase down a spaghetti maze of paths to your brand, and marketers risk drowning in a sea of metrics – too often we don’t know which matter, what to do with them, and even if we did, how to track them technologically and across channels.

Even overcoming all these hurdles, the next challenge is how to make “engagement” actionable. What does engagement mean?

In simple terms, engagement is a person’s participation with a brand, regardless of channel, where they call the shots. Brian defines engagement as the 4 I’s, the level of Involvement, Interaction, Intimacy and Influence that a person has with a brand over time:

• Involvement: A person’s presence at brand touchpoints
• Interactions: A person’s actions while at the touchpoints
• Intimacy: A person’s affection for a brand
• Influence: A person’s advocacy for a brand

The Alli Superfan

Brian shares a contrasting example – Laura, who tries out GlaxoSmithKline’s “alli” weight loss system and community website. The system and site effectively engage Laura:

• Involvement through community tracking, forum tracking, registration data
• Interaction through product purchases, diet diaries, fridge photos, food journals
• Intimacy through product feedback, online ad opinions and shopping experience
• Influence through tools for advocacy.

As Laura worked with the system and the website (and lost a lot of weight!), GlaxoSmithKline decided to feature Laura, one of their most engaged customers, on the web site. This highly engaging system realized a very successful launch – in just the first six weeks, 1 million people tried product, and they rang up $155 million in sales on a $150 million ad budget.

Brian then discussed some of the steps for defining and measuring engagement (understand existing and outside data and metrics) and encouraging engagement (provide content, facilitate conversations, give customers a reason for sharing information). Engagement involves a fundamentally different relationship with customers.

And he reminded marketers to engage, embrace, and encourage the Jen’s of the world.

Q & A Discussion with Brian

How to address the fact that companies have many different departments involved in “engagement” and many different metrics are used? The marketing team needs to take lead with other parts of the company to share the vision of engagement, provide value to those groups, and bring the company together on goals and associated metrics.

How to identify and scale Superfans like Jen? Online is a great place to start. There are brand monitoring services, even Google search can be used to find the bloggers. To scale this group, first nail the customer insight, who the customers are, what they care about. Then the best way to attract, encourage and track them will depend on the answer to those questions.

How can companies engage around intangible, infrequent purchases such as insurance or other financial services? The purchase may be infrequent, but there is ongoing usage data that you can track and monitor. These customers may not be engaged Superfans like Jen, but the same principles apply.

How should Ikea have treated Jen? Not to pick on Ikea, but Jen wasn’t doing anything bad, everything she communicated about Ikea was positive. Ikea should have leaked her information about the store in advance, given her access to better technology to support the blog, talked about her on their own website. Reach out, embrace, and help your superfans! Very simple things would have meant the world to Jen, and would encourage others like her.

Are there examples where pursuing engagement has backfired? There is nothing negative about understanding who your customers are and what they care about. Overall there are negative things that can happen, but remember we’re in a different world now, and we don’t have the same control. We have to stop being scared of our customers.

What do you do about people who are negatively engaged with the brand? We call this disengagement, and it will happen whether you like it or not. The question is do you want it to happen where you can see and influence it, or spread out beyond your reach. Ultimately, brands need to pay attention to the reasons for disengagement and make their products better!

Influence on the web is all about connectivity — the larger the network, the more powerful the links.

He makes the point that it is the links that drive the power and influence of sites and networks. He points out that the most successful of companies is the one that has been the most prolific linker of all: Google.

And this is one of our key thoughts as well – it’s one of the major reasons we care about Super Fans, because they are linkers by nature.

[tags]super fans, links, influentials[/tags]

If you are interested in producing a social media marketing campaign that uses user generated content this podcast is for you. David discusses the concerns advertisers have about marketing around user generated content and some of the steps marketers can take to mitigate the risks. He provides case studies from other companies that show how they have managed to produce successful social marketing campaigns. David has suggestions about how to connect with super fans and turn them into allies that will make social marketing work for you.

David Becker is ExpoTV’s Chief Marketing Officer. Prior to Expo, David served as president and COO for Beliefnet.com, a spirituality and self-help web site. David also founded Backslap Entertainment, a user-generated content production and syndication company backed by Fremantle, producers of American Idol. David was also President and COO of Uproar.com.

[tags]social media marketing, user generated content, super fans, advertising, David Becker, ExpoTV[/tags]

Dean was able to provide us with some excellent perspective on these new advertising opportunities. He is part of a group that looks at opportunities to advertise via the Xbox, Media Center, Zune and mobile platforms. We go into depth on in game advertising and how important this new segment will be. He walked us through case studies of Domino’s Pizza and P&G that describe how a well designed campaign can add to the realism of the game experience and yield results for the advertiser.

This is a must listen podcast for advertisers who are struggling to break through on television and are looking for new ways to market their products using these rapidly growing platforms.

[tags]Dean Carignan, Microsoft, in game advertising, gaming, social media, super fans[/tags]

Jason’s discussion of his experience at MySpace illustrates the importance of operational optimization to drive monetization of super fans. In his new company, Jason is putting a lot of what he’s learned to use in creating a new and fun social site. SodaHead has mastered the art of lowering the difficulty and barriers to user generated content. It leads to an experience where its much easier to join in the social mix in a more meaningful way than just asking someone to be your friend. SodaHead is definitely an experience everyone should try.

Jason Feffer has an exciting eight-year history of Internet startup experience leading up to his most recent startup, SodaHead.com. Mr. Feffer helped start MySpace in 2003, which sold to News Corp for $580M. During his three years at MySpace, Jason served on the executive committee and as Vice President of Operations as the membership grew to 100 million. Mr. Feffer oversaw advertising operations, revenue reporting, policy enforcement, government relations and several other departments at MySpace.

[tags]Jason Feffer, MySpace, SodaHead, social media, social networking, social media optimization, super fans[/tags]

Pandora is a popular music recommendation service built on the Music Genome Project. It’s a fantastic service for discovering music and well worth a try if you have not experienced Pandora.

We discuss the importance of having a good product and connecting with fans. Tim speaks about how he has traveled the country to learn from Pandora’s fans and how he uses Town Hall meetings to get feedback directly from the fans. They started small with just six people in these Town Hall meetings and now have meetings where as many as 400 people show up to meet with Tim.

The lesson learned is that the effect of proactively communicating personally and sincerely with people is an incredibly powerful force in turning people into evangelists.

[tags]Tim Westergren, Pandora, Super Fans[/tags]

Reuters’ history of syndication is proving a valuable capability as Reuters manages highly distributed content across their own sites, partner sites and other third party sites. They have decided who they want to target specifically and use content creatively to drive audience.

Stephen Smyth is responsible for Reuters Americas consumer business, driving revenue and audience for the online, mobile, interactive TV, digital signage and online syndication services. In addition, Stephen oversees global business development as well as local programming and production, traffic and ad operations in the Americas. Prior to his current role, Stephen led Reuters mobile, video, and digital signage business globally. He was responsible for maximizing revenues and brand value from the company’s presence on these platforms and oversaw relationships with key technology providers and distribution affiliates across the globe. In addition, he headed up Reuters Labs, a public showcase of the latest consumer product innovations from Reuters. Previously, Stephen was responsible for media strategy and business development for Reuters.

[tags]Reuters, Stephen Smyth, super fans, syndication, podcast[/tags]

We have a great discussion about the Big Ten Network and how the Super Fans can be more like tribes than traditional segments. These Super Fans cover the entire demographic spectrum and building communities that work for them requires understanding the different use case these fans have and how to build sites, tools and conversations that recognize these different needs.

We also explore some of the organizational challenges of coordinating across the different channels, and the importance of creating complimentary experiences across channels.

Here’s a bit more about Will and his responsibilities at Fox:

Will Flannery is Vice President, Advanced Services for Fox Cable Networks (FCN). He is responsible for the day-to-day distribution activities for advanced television services including high-definition, interactivity and video-on-demand services involving Fox Cable Networks, a portfolio of networks including FX, FX HD, FSN and its 19 owned-and-operated regional sports networks, National Geographic Channel, National Geographic Channel HD, SPEED, SPEED HD, FUEL TV, Fox College Sports, Fox Soccer Channel, Fox Sports en Español, Fox Movie Channel, Fox Reality Channel and the Big Ten Network. In addition, Flannery also works closely with sister units such as Fox Networks Engineering & Operations, Fox Digital Entertainment, Fox Interactive Media and Fox Mobile Entertainment on new product offerings, copyright protection, inventory sales and technical solutions.

[tags]Will Flannery, Super Fans, Social Media, Fox Cable Networks[/tags]

Jeffrey started Pendant in 2004 to pursue his interest in fan fiction and fan generated radio dramas. Pendant is an all volunteer effort producing more than a dozen different shows, both takeoffs on existing properties and original properties produced by Pendant.

Pendant got its start with “Star Trek: Defiant” a text based story list that Jeffrey started way back in 1995. Jeffrey got interested in producing an audio version of the stories, and was able to find enough sound effects and audio mixing programs to make it possible. He went on to produce “Star Trek: Defiant” as an audio file. Not long after starting the first Defiant audio, Jeffrey was listening to some of the old Superman radio serials from the 1940s and had the inspiration to do Superman audio too, which led to the formation of Pendant Productions in 2004.

Jeffrey told me about Pendant’s history and how they make so many great radio shows. It is a fascinating story that shows just how much Super Fans can achieve and produce.

Here are the Pendant Productions:

Superman: Last Son of Krypton	Batman: The Ace of Detectives
Wonder Woman: Champion of Themyscira	Supergirl: Lost Daughter of Krypton
The Pendant Shakespeare	Star Trek: Defiant
Star Wars: Blue Harvest	Seminar
This Week in Pendant	Dixie Stenberg and Brassy Battalion
The Kingery	Once Upon a Time in Vegas
Imperium: Superman, Batman, Wonder Woman Crossover	James Bond: To The End	Indiana Jones and the Well of Life
Indiana Jones and the Well of Life

Downloads are available in web-quality and CD quality. The CD quality downloads are available via BitTorrent.
[tags]super fans, podcast, pendant productions, Jeffrey Bridges, superman, batman, wonder woman, supergirl[/tags]

In this podcast, Chris provides some great perspective on the organizational and personnel challenges these companies face in the transition to new business models. He describes the role that social marketing and super fans played in helping properties like Syriana and An Inconvenient Truth break out and build audiences. This podcast interview provides a behind the scenes view into where things are now and some of the major changes to come.

Chris is founder and president of Orbit Media Group, where he consults with media and internet companies creating partnerships, programming and relationships between and to the benefit of media, entertainment and online brands. His current clients range from Facebook.com, one of the fastest-growing internet companies on earth, for which he helped to create and produce “Facebook Diaries,” the first-ever hybrid user-generated video/reality TV show to be distributed on Facebook.com, Ziddio.com, Comcast VOD and linear television and the IFC Channel, to HBO to Comcast, the largest cable and broadband company in the US to HBO to Glam.com, the number one site for women to film icons, to Born4Sports, a social network, marketplace and ecommerce platform for sports and sports lifestyle with presence in Europe, Asia and soon, the US.

Prior to launching his own consulting company, Chris co-founded Participant Productions in 2004 with Jeff Skoll, eBay’s first President. Participant’s vision is to create entertainment that inspires audiences to make social change. In this capacity, Chris developed and executed on the business plan, was intimately involved in finding and hiring initial executive personnel and managed the company overall. Participant’s first slate of movies — Syriana, starring George Clooney and Matt Damon; North Country, starring Charlize Theron; Good Night and Good Luck, starring David Strathairn and George Clooney, and the documentary Murderball – were nominated for an unprecedented 11 Academy Awards. Chris is also proud to have identified and helped to develop former Vice President Al Gore’s Oscar-winning documentary, An Inconvenient Truth which won the Oscar for Best Documentary and Gore’s work participated in his being awarded the Nobel Peace Prize. In addition to the above-mentioned films, Chris developed and Executive Produced Participant’s first feature: American Gun starring Marcia Gay-Harden, Forrest Whittaker, Donald Sutherland, Linda Cardelini and Tony Goldwyn.

[tags]Chris Adams, Super Fans, social marketing, social media, Digital Hollywood[/tags]

Making money podcasting has been tough for some, so I think the list of business models is great, particularly for those who might not have exhausted their imaginations for ideas on how to monetize media. However, I think that the immediate focus on business models is like losing sight of the forest because we are gazing so intently at the trees and the different types of trees that grow there.

If we step back from the business model forest created by the economics of impressions, and ask is there something more. Is there something beyond our forest of impression based models? I think the answer is yes.

Forests don’t exist by themselves, they exist as parts of ecosystems. So, what are the media based ecosystems that are inspired, created and formed around content? Content based communities seem like a logical answer, and beyond that networks of content based communities. Content has always been a powerful driver of community – just look at MySpace and YouTube.

We can and should recast the discussion from economics of impressions to the economics of communities. And what are the economics of communities? They are micro-economies where trade, commerce and personal interaction are all intermingled with each other. Think of Second Life and their booming economy.

When the economic infrastructure is put in place to allow commerce to start and thrive, the business models based upon community economics are truly endless. We can stop worrying about impressions and leads and start monetizing the “utilities” that make community based economies work. And what are the utilities? Think currency, banking, trading, land and all the other stuff we take for granted in the physical world.

How might this work? Let’s take Madonna and the Live Nation deal for an example. They did the deal premised on expanding the revenue stream from selling content to selling entertainment, merchandise and whatever else they can sell. That seems like a good first step towards expanding from monetizing Madonna’s content to monetizing the Madonna community.

But what else could be done to monetize the Madonna community and how could it be done in remote places like Myspace, YouTube and Facebook? If we free our imaginations from the constraints of impression based thinking, what if Live Nation created a Madonna currency that they would honor for goods, products and shows and a payment system for exchanging currency for goods and services. They could create an economic utility that fans could use to trade and exchange for goods and services.

Need a Madonna based theme for your MySpace page, 10 Madonas(10Ms) please. Incentive for Super Fans who share user generated content at YouTube and assign the rights to Live Nation – 3Ms per video or whatever makes sense. And guess who’s the bank and chief payment processor – Live Nation. Now that’s a business model worth shooting for.

So what do people think? If you ran a community and could turn it into an economy what business would you want to run? If you think this won’t work why not?

Here’s the list of impression based business models from Chris’s post:

• CPM ads (”cost per thousand views”; banner ads online and regular ads in print, TV and radio)
• CPC ads (”cost per click”; think Google ads)
• CPT ads (”cost per transaction”; you pay only if the customer brought to you from a media sites becomes a paying customer. Here’s an example.)
• Lead generation (you pay for qualified names of potential customers)
• Subscription revenues
• Affiliate revenues (think: Amazon Associates)
• Rental of subscriber lists
• Sale of information (selling data about users–aggregate/statistical or individual–to third parties)
• Licensing of brand (people pay to use a media brand as implied endorsement)
• Licensing of content (syndication)
• Getting the users to create something of value for free and applying any of the above to monetize it. (Like Digg or our own Reddit)
• Upgraded service/content (ed: aka “freemium”)
• Alternate output (pdf; print/print-on-demand; customized Shared Book style; etc.)
• Custom services/feeds
• Live events
• “Souvenirs”/”Merchandise”
• Co-branded spinoff
• Cost Per Install (popular with top Facebook apps who can help others get installs)
• E-commerce (selling stuff directly on your website)
• Sponsorships (ads of some sort that are sold based on time, not on the number of impressions)
• Listings (paying a time based amount to list something like a job or real estate on your website)
• Paid Inclusion (a form of CPC advertising where an advertiser pays to be included in a search result)
• Streaming Audio Advertising (like radio advertising delivered in the audio stream after a certain amount of audio content has been delivered)
• Streaming Video Advertising (like streaming audio but in video)
• API Fees (charging third parties to access your API)

[tags]new media, business models, economics of community[/tags]

About Outside Voice:

Chey’s show delves into the hot-button social and political issues of the week, Outside Voice delivers a fresh perspective, and a chance for anyone to participate in the discussion. You can chat with public figures, analysts, and entertainers as Chey conducts a virtual town hall meeting that is smart, timely, and interactive. Add your voice every Wednesday, 7pm- 8pm PST.

[tags]Chey Bell, NowLive, podcasting, podcast promotion, social media, super fans, Digital Hollywood[/tags]