HORN. News/Blog.

Introducing the 6th Annual Oriella Digital Journalism Study

Wed, 15 May 2013 00:00:00 -0400

This year’s annual Oriella Digital Journalism Study tracks how digital technology is impacting how news is gathered and published around the world. Entitled 'The New Normal for News', the in-depth report finds digital media well entrenched in all countries, albeit in very different ways.

More respondents than ever believe their largest readership is now online rather than off, and their performance is overwhelmingly evaluated based on digital metrics like unique visitors. These developments reflect the significant investments proprietors have made in their digital platforms, as the world turns away from print media and towards digital content. The extensive report shows the impact of this development in the form of how journalist output is published.

The findings are the result of a survey of almost 550 journalists from 15 countries spanning Europe, Asia-Pacific and the Americas. Countries include: Australia, Brazil, Canada, China, France, Germany, India, Italy, New Zealand, Russia, Spain, Sweden, the UK and the USA.

See the full report and news release for more information.

"Digital-First Reporting: Breaking Tomorrow’s Print News Today", by Sabrina Horn

Download Full Report

Download Press Release

Download Infographic

Digital-First Reporting: Breaking Tomorrow’s Print News Today

Tue, 11 Jun 2013 00:00:00 -0400

Digital-First Reporting: Breaking Tomorrow’s Print News Today

In this current digital age where mobile, social and even citizen journalism is disrupting long-standing news molds, we’re seeing an expedited evolution in the way journalists around the world are collecting, packaging and sharing breaking news.

According to the Oriella Digital Journalism Study, nearly 550 journalists from 15 countries spanning Europe, Asia-Pacific and the Americas, affirm the above: Digital technology has impacted – and will continue to impact – how news is gathered and published around the world.

In its sixth installment, the study conducted by the Oriella PR Network, an alliance of 16 communications agencies in 23 countries around the world, gives a deeper look into the some of the blanket deviations to the age-old news standard. News media and various publications around the world gather and communicate stories with a more “digital first” approach now than ever before.

“This year’s Digital Journalism Study shows the major shift to digital is continuing to accelerate, pushing journalists and publications to adapt, on a global level,” said Sabrina Horn, founder, president & CEO, HORN. “The continued growth of social media as a viable news source is just one example of the plethora of content assets journalists are now using to tell their stories.”

The result of this digital-first age of media is beneficial for the readers in two major ways. Primarily, the world is now receiving breaking and updated news in real-time, wherever they are at that moment. Secondly, media are generally becoming less and less likely to use pre-packaged news as a way to convey their messages.

Some additional key findings from the report include:

• ‘Digital first’ publishing is changing the rules of the journalism game. A third of respondents believes their title is “digital first” – in other words they break news as it happens online, rather than holding it until the next edition.

• Mobile is growing in popularity as a monetization model. Price-based smartphone apps for rich media content are rising in popularity, while the dominant monetization model – ad-supported content – has tailed off somewhat.

• Digital media has cemented its role within the journalistic arsenal. Journalists’ personal use of social media is also growing. For the first time, the proportion of journalists active on Twitter in a personal capacity has passed the fifty percent mark, and one in three have their own blogs.

• For journalists, social media means more than blogs and Twitter. In particular, the use of Google+, widely lampooned in many areas of mainstream media, is remarkably popular, both with media brands and journalists themselves.

• Nearly half of those surveyed said they published videos produced in-house. This is an increase of 13 percent on the numbers from 2012, and a whopping 30 percent higher than in 2011, when just 20 percent of respondents said their titles supported video made in-house.

Despite all the changes occurring within newsrooms around the world, the study found journalists remain generally upbeat about their jobs. More than one-third said they believed digital media has improved the quality of their journalism over the past few years.

The full report is below.

Some additional key findings from the report include:

- ‘Digital first’ publishing is changing the rules of the journalism game. A third of respondents believes their title is “digital first” – in other words they break news as it happens online, rather than holding it until the next edition.

- Mobile is growing in popularity as a monetization model. Price-based smartphone apps for rich media content are rising in popularity, while the dominant monetization model – ad-supported content – has tailed off somewhat.

- Digital media has cemented its role within the journalistic arsenal. Journalists’ personal use of social media is also growing. For the first time, the proportion of journalists active on Twitter in a personal capacity has passed the fifty percent mark, and one in three have their own blogs.

- For journalists, social media means more than blogs and Twitter. In particular, the use of Google+, widely lampooned in many areas of mainstream media, is remarkably popular, both with media brands and journalists themselves.

- Nearly half of those surveyed said they published videos produced in-house. This is an increase of 13 percent on the numbers from 2012, and a whopping 30 percent higher than in 2011, when just 20 percent of respondents said their titles supported video made in-house.

The full report is below.

Download Full Report

Download Press Release

Download Infographic

The HORN SF Office Volunteers To Give Back to the Community

Wed, 15 May 2013 00:00:00 -0400

“It's easy to get caught up in the "busy" life, but through the work we do for ECS I get a new perspective on life about what really matters--connecting and helping real people,” explained HORN Senior Account Executive, Caitlin Regan.

When the HORN San Francisco office set out to find a cause they we could all support and make a realistic commitment to volunteering on a regular basis, they found the opportunity to do charitable work for the homeless with the Episcopal Community Services Program (ECS).

In early May, the HORN SF office kicked off their volunteer efforts serving dinner to over 200 people over the course of two nights. Almost the entire office turned out to chop food, serve meals, and help clean the dining room afterwards. The intention is to make this an ongoing effort with plans for the group to volunteer every fourth Thursday of every month.

The ECS is the largest homeless provider in San Francisco, serving a population of about 14,000 people, hosting 11 sites, including two of the largest homeless shelters in the city. Beyond shelter and food they provide housing assistance, addiction support and money management counseling, and basic education, including a GED program, as well as their culinary institute.

A few words on their experience from some of HORN’s volunteers:

We often take the words "Thank You" for granted. During my volunteer experience, those words meant so much to me because for the people we were servin,g those words meant so much more. Their "Thank You" was the most genuine and sincere response of gratitude I've felt. The experience changes your perspective about what is most important in your life. - Vera Wang

It is so easy to get caught up in the trivial details of day-to-day life. Volunteering with ECS was a humbling reminder that there is always time in our lives for being of service to others. It is not until we look beyond ourselves that we truly begin to understand the world around us— and where we fit in the puzzle. - Reem Ateyeh

A few words on their experience from some of HORN’s volunteers:

We often take the words "Thank You" for granted. During my volunteer experience, those words meant so much to me because for the people we were serving those words meant so much more. Their "Thank You" was the most genuine and sincere response of gratitude I've felt. The experience changes your perspective about what is most important in your life. - Vera Wang

Brilliant (And Funny!) Use of Social Media in the Real World

Mon, 25 Jun 2012 00:00:00 -0400

Here's a brilliant script-flip by JoeDough in the East Village of New York City of a negative Yelp review. Instead of trying to ignore or bury what one user found to be a subpar dish, JoeDough is using comedy to turn their foot traffic against this one disgruntled Yelp user. JoeDough if you are reading this, let us know how the sign is working for you.

via EV Grieve

Digital Media Flourishing Despite Global Economic Uncertainty

Thu, 21 Jun 2012 00:00:00 -0400

Global study of journalists finds increased investment in streaming video, mobile apps and infographics as online audiences grow

New York – June 21, 2012 – Media brands around the world utilize a wider range of digital assets, support more mobile devices and rely on digital sources in their reporting more than at any time in the last five years, according to results of a global journalism study announced today by HORN, a top digital communications agency.

The study, now in its fifth year, is conducted by the Oriella PR Network, a global alliance of communications firms co-founded by HORN. More than 600 journalists from 16 countries in Europe, Asia-Pacific and the Americas participated in the study and provided insight into publishing, newsgathering and reporting practices, along with journalism standards worldwide:

• Media outlets continue to invest in online video and mobile applications. Journalists surveyed reported that the use of online video nearly doubled in the past year (20 percent to 36 percent).

• One in four publications now have a mobile app.

• The use of in-house produced infographics and journalist-authored blogs also both increased in the past year, continuing a rise over the last five years.

“Digital is fundamentally changing media and reporting on a global level,” said Sabrina Horn, President and CEO of HORN. “For brands communicating internationally, the findings in our fifth annual study provide a blueprint for the content, strategies and tactics now required to engage with media, wherever they are in the world.”

Other Findings on Social Media vs. Traditional Practices

Social media also continues to impact journalism, reporting and news delivery. Nearly half of all publications have Facebook pages (52 percent according to respondents) and Twitter feeds (46 percent). More than half of journalists (53 percent) report using social tools to research and source stories.

However, while the use of social media in newsgathering is the norm, journalists surveyed report they will only use social media to research or support their work when they know the source. This suggests that while social media has changed the process of newsgathering, the traditional journalistic practice of using known, trusted and verified sources in reporting still guides the industry. Supporting this trend, reliance on industry insiders for new stories has grown from 54 percent in 2011 to 64 percent this year, and interviews with spokespeople have become journalists’ preferred method for identifying stories.

“As journalists, we can’t afford to take what we see on social media at face value,” said Michael Rundle, Technology Editor, Huffington Post UK. “We always take careful steps to establish the authority of any sources we do quote, and often, these are people with whom we have already built up a relationship with offline. However, as broad gauges of public conversation, social networks are incredibly useful.”

About the Oriella Digital Journalism Study

The Oriella Digital Journalism Study was first conducted in 2008 and tracks the adoption of social and digital technologies in the media sector. This year’s study was compiled in April and May 2012 using an online survey of 613 journalists in 16 countries from broadcast, national, lifestyle, regional and trade media and blogs in Brazil, Canada, China, France, Germany, Italy, the Netherlands, New Zealand, Portugal, Russia, Spain, Sweden, Thailand, Vietnam, United Kingdom and the United States.

About Oriella PR Network

Oriella is a tightly knit alliance of 16 agencies in 23 countries around the world. The network was co-founded in 2006 by HORN and Brands2Life – the top independent agencies in the US and the UK respectively – to address the void in the market for effective global public relations.

Oriella agencies specialize in integrated PR, social media and creative content. The network represents global brands and start-ups in business and consumer technology sectors across The Americas, EMEA and Asia-Pacific. For more information, email info at oriellaprnetwork.com or connect on Twitter at @oriellanetwork.

Media Contact

John Lee

john.lee@horngroup.com

+1.646.202.9786

Why Bet On Itty Bitty Ad Spaces? Part Deux

Thu, 14 Jun 2012 00:00:00 -0400

Judging from the phone calls (or lack thereof) I’ve been getting from my last sales pitch about small targeted ad spaces on the right side of pages, I am guessing you are not convinced that advertising on Facebook works. So let me up the ante.

What if I offer those same small ads on Facebook on the right side of pages, but allow you to target per impression AND also allow you to use data about the user, based on the sites they previously visited to customize the ad that the user sees?

Facebook re-targeting is here! Or is it the Facebook private exchange?

In any case, there are a couple of things to keep in mind. All you’ll know about the user is what you already know yourself, and that they happen to go on Facebook. No, you won't be able to see what FB knows about the user and marry that with your own data. Still interested? Hey, re-targeting is probably the most effective form of digital marketing today. So why not do it on Facebook?

Seriously, this is an intriguing approach from Facebook. The marketer criticism of the social network is that it can’t deliver customers. However, applying re-targeting ad solutions could mollify those critics/haters.

Here are other unanswered but interesting aspects to observe:

Dynamic customization of ads. Where does dynamic creative come to play? Will FB develop their own technology or is there a dynamic creative opportunity for another vendor/partner?

Integration of search data. Of course, the question is whether or not FB will create a search-oriented ad solution. If they do, can they use that data to do search re-targeting on the site? That would be incredible.

Data play. We know that FB won’t marry RTB and re-targeting with user profile data, so if it’s basic re-targeting, couldn’t advertisers get that on pretty much any other site or open ad exchange? And wouldn’t it be easier to do it on IAB-standard ads that run on the other exchanges?

Who wasn’t invited to the party. Google’s DSP, Invite, is obviously barred from Facebook (as an aside, it makes Google look like a good guy because they let other DSPs compete in its own exchange alongside Invite). But the real questions is, why isn’t Criteo on this list???

In 2012, There Will be an Ad Tech-pocalypse... Maybe

Fri, 23 Mar 2012 10:30:35 -0400

Many ad technology companies will fail in 2012, or shortly after that. Ok, that may be too harsh, and may be too specific. The reality is many businesses, in general, will fail in 2012. However, the reason I point to ad tech companies is because of what happened in 2007.

According to the U.S. Small Business Administration, at least 80% of new businesses will fail within five years of their start date. There is no exception when it comes to tech and digital media start-ups. This statistic shows the wild ride we’re expecting in the coming months.

To explain my logic, let’s take a trip back to memory lane, before 2007. Let’s look at 2005. Back then, a small start up named Right Media came into that market. It had ambitions to be big. It had ambitions to create a new form of ad buying and selling in digital media. It achieved both, which led to it being sold to Yahoo for $850 million in 2007 (full disclosure: Right Media was a Horn Group client until its acquisition).

I don’t know if founders of ad tech companies were inspired by Right Media specifically. Surely there were other major acquisitions at roughly the same time (DoubleClick) that were equally inspiring. However, what Horn Group soon noticed was a digital media and online advertising start-up boom in that same year. Many of these companies were also created in 2006, but were operating in stealth. They decided that 2007 was the year to come out in full force.

Back we are to 2012, the five-year mark for these companies is coming (if it didn’t eclipse it already). Judgment day may be coming and it will be interesting to see who emerges beyond this year, and in what state.

What does this mean for five-year old digital media businesses? If they have been well-funded, then they’ve got time. Of course, “well-funded” is a relative term. Furthermore, these companies are not out of the woods, as a majority of startups don’t make it past ten years as well.

For other companies who haven’t raised boatloads of VC money, the focus is finding a way to make a profit (or even just decent revenues) or finding an exit. If they haven’t figured out how to make money by now, then they’re in trouble. This year could be their last shot.

Small business growth is the driving force behind economic expansion. They create jobs, increase lending and spur innovation. What will happen to these if many ad tech companies fail this year? Could there be a flood of talent in the market that surviving companies can harness? Or could it create new resources for new companies being created this year?

The answers are coming soon. Increased competition, the five-year countdown, and the pressure to stay competitive have set the stage for a very interesting show.

What do you think? Will companies fail this year because they’ve hit their five-year mark without making any business impact? Will they fail for other reason? Will they not fail at all?

Why Bet On Itty Bitty Ad Spaces?

Wed, 06 Jun 2012 00:00:00 -0400

Ok, stop me if you heard this sales pitch before: "I’ve got a site. It’s got content in the middle column – really good stuff that’s entertaining, informative, etc. When you click on it, it takes you somewhere else on the Web, but that’s beside the point. I’ve also got a column on the right for small ads. Sure, they’re small, and they might not have enough room for that big awesome creative you’d normally watch during the Super Bowl, but I’ll give you super-targeted placements based on loads and loads of data I have on my users. Yes, I’ll charge you premium, but you can’t get this effectiveness in other places on the web. Interested?"

You might think I’m talking about Facebook (ticker: FB). However, what I described is roughly Google’s model. Much has been said already about Facebook’s rejection of GM’s proposal for takeover ads. But it’s logical for GM to ask. They want creative freedom and room to stretch their imagination. Plus they have the money to spend to make it worthwhile for Facebook to carry it. Instead, FB’s uber-focus on the customer experience led it to a decision to stick with the small ads on the side with the occasional sponsored story. This has worked for Google for years, so why can’t it work for Facebook?

The logical argument against the Google comparison is that Google is a portal for productivity and is a web destination with a clear indication of intent. When people search, it’s obvious what they are looking for, and that has value for advertisers. It's the one data point marketers want. Facebook, on the other hand, is very different -- like window shopping. Sure, there’s indication of interests. Of course there’s also behind-the-scenes data on the user (thank goodness for subscription models). However, realistically, marketers don’t really know what the intent of the user is, or if he or she even has one.

Now, Facebook has evolved to be more of a destination for productivity. People use it as an anecdotal search engines for their personal networks (albeit with non-real-time results, unlike Google search). Nevertheless, the opportunity is there to build the tools around people’s habits of using their social networks to be productive.

Facebook has shown the ability to adjust its business model to fit what works for its customers. Google has shown that it’s not the size of the ad that counts (or even how colorful or creative it is). If Facebook can emulate just a fraction of what Google search can do, then those small ads on the right side of the page are going to be worth a ton. Let’s hope Google Plus doesn’t beat them to it first.

HORN Hosts The Convergence of Social Marketing and Social Business

Tue, 01 May 2012 00:00:00 -0400

What happens when social marketing and social business collide? And what does that mean for big media?

Over 60 guests joined HORN to find out at The Convergence of Social Marketing and Social Business, a special thought leadership event featuring some of the biggest names in media. Held at the IAB AdLab in NYC, the event kicked off with a great presentation from Nick Parish (North American Editor of Contagious Magazine) and a lively panel dicussion between Lewis D'Vorkin (Chief Product Officer at Forbes), Maryam Banikarim (Chief Marketing Officer at Gannett) and Sandeep Swadia (Senior Vice President, Stategy and Business Development at Demand Media).

A few photo highlights from the night:

Monica Afanador (L) and Joanna Hardy from HORN at the welcome desk.

CEO Sabrina Horn kicks off the night's festivities.

(L to R) Nick Parish, North American Editor of Contagious Magazine; Maryam Banikarim, Chief Marketing Officer, Gannett; Sandeep Swadia, Senior Vice President, Strategy & Business Development, Demand Media; Lewis D'Vorkin, Chief Product Officer, Forbes.

See more pictures from The Convergence of Social Marketing and Social Business on our Pinterest page.

Horn Group Rebrands as HORN. A Digital Communications Group

Mon, 07 May 2012 00:00:00 -0400

New Logo and Website Reflect Growing Demand for Integrated Communications

NEW YORK and SAN FRANCISCO, May 7, 2012 — Horn Group, Inc., founded 21 years ago as a PR tech boutique, today unveiled its new branding and name: HORN. A Digital Communications Group. The new identity – which includes a new logo and website – was driven by increased client demand for integrated communications campaigns that combine public relations with interactive, social media, and online and offline advertising services.

“This rebrand isn’t just a name change or a visual refresh. It’s our response to a fundamental shift in the market: that PR – or any other communications channel, for that matter – can no longer operate in a silo,” said Sabrina Horn, Founder, President and CEO. “We fill a void in the market by combining and making sense of all the communications channels available to deliver results tied to clients’ business goals – all under one roof.”

The agency has been transforming its business model over the last several years. Almost every one of HORN’s clients now work with the firm on integrated campaigns. HORN’s integrated approach has also been the deciding factor behind a number of high-profile client wins, including: Dyle TV, the first-ever product from the Mobile Content Venture (MCV), a group of 12 major broadcasters including NBC and Fox, and AppSense, Inc., a global software provider and leading name in user virtualization solutions.

“Unlike many other firms, none of our services are outsourced. Having PR, interactive and social all under one roof enables us to run truly integrated campaigns from conceptualization to execution,” said Ben Billingsley, Partner. “Media consumption habits have changed and we believe this is where the PR industry needs to go and will help companies more powerfully influence how their brands impact the world.”

HORN’s rebrand also marks the latest in a continued agency evolution. Established in 1991 in San Francisco, the agency quickly gained a reputation for its expertise working with startups in the technology sector. In 2002, HORN opened doors in New York and became a leading agency for companies in the online advertising, publishing and digital media space. And in 2003, the roots of HORN’s digital communications vision took hold with the creation of its Interactive Design department. Originally known for its award-winning website design and development, Interactive has grown to include a comprehensive suite of brand consulting, video/motion graphics, mobile applications, online/offline advertising, SEM/SEO and analytics services.

“Today every company is a technology company or needs to become one,” added Horn. “Who better than us to help both big Fortune 500 brands and emerging growth companies realize their communications goals? It’s just a much more strategic approach to solving real problems that clients need and are asking us for.”

New Logo, Website Unveiled

HORN also revealed its new logo and website. Most notable is the site’s structure, which intentionally foregoes separate sections for blogs, news updates and social media and instead weaves all content together in a real-time News Stream featured on the homepage. Designed to allow users to easily sort, filter and prioritize information based on their own preferences, the site embodies HORN’s commitment to removing long-held silos between different types of content and emphasizes usability and transparency in communications.

“Our goal was to create a clean, streamlined site that allows users to interact with content as they like,” said Michael Mancuso, VP, Creative Director. “Digital communications isn’t just about utilizing a variety of marketing channels; it’s also about the way this information is presented. And we believe our new aesthetic and user experience clearly demonstrates how design, content and engagement can come together in one seamless experience.”

What Makes An Entrepreneurial Company Successful?

Wed, 30 May 2012 00:00:00 -0400

Last week, we were flooded with volumes upon volumes of stories about Facebook, its IPO and the future of the company. But I'd like to take a different approach, looking at the past to see what makes a company like Facebook successful in the first place.

Back in April, I had the pleasure of attending ad:tech SF to support our client SpotXchange in its launch of a new service called SkipIt. I managed to catch part of the Guy Kawasaki/Robert Scoble keynote while stalking the press room. Their discussion covered numerous topics, but Scoble said something very poignant while debating why certain companies are successful.

Scoble argued that successful entrepreneurs know when to pick the right pocket of time to launch their company. He pointed to Instagram as an example, citing that they could have only taken off during a certain four-month window and that they picked the right one – right around when the iPhone 4 (with its superior cameras) was really taking off. Guy Kawasaki retorted by asking Scoble, “Don’t you believe that a great product like Instragram or Flip can create its own window?” But Scoble didn't budge, insisting that “these windows open up to due to new devices and factors.”

This got me thinking: who was right? Right Media, a former client of HORN’s, instantly came to mind as a company that picked the right window. The ad network business was on the rise but no one had dared change the long inefficient and opaque ad business into a more transparent model. Right Media capitalized on the opportunity with display advertising at just the right time and was later acquired by Yahoo for a whopping $680 million.

Facebook is another great example as it gained steam on college campuses at a time when you could be sure most students had personal computers in their dorm rooms. And if you let your mind run wild, the list of successful companies that picked the right window just keeps growing.

But for as many companies that selected the right window, there are also those who created their own windows, like Kawasaki suggested. Warby Parker, for example, has achieved great success over the last two years – but what was their window? From my perspective, nothing significant had changed – people have long needed eyeglasses and shopping online for items such as glasses wasn't anything new. Instead, Warby Parker created their own window by identifying an untapped opportunity in the market – inexpensive frames offered up over a sleek user interface.

Bottom line: there are even more factors than windows - whether opportunistic or created independently - that can play into a company’s success. It would be a lie to say that we’ve never seen a company achieve success simply because they’re flush with cash or well connected in their industry. And sometimes it just comes down to a bit of good luck.

What other companies can you think of that picked the right window or created their own? Leave your examples in the comments section!

The Evolution of Public Relations to Digital Communications

Mon, 14 May 2012 00:00:00 -0400

PR is going through a fundamental shift that will change how we think about and utilize it forever. Simply put: PR can’t operate in a silo anymore.

PR pros must now wield multi-disciplinary skill sets and be able to weave together traditional PR with social media, interactive and advertising. They must also be able to solve core business problems, not just communications ones. That means a greater understanding of business, leadership and company operations overall, not to mention the global economy.

In short, PR has evolved into the more comprehensive digital communications, and that means big changes in how companies engage audiences and market their brands.

How We Got Here

It’s no secret how digital our world is today: information, business and daily life have all gone online, with technology driving change at an accelerated rate.

In this environment, it’s crucial that communicators learn the art of design thinking. Why? Because the written word and spoken word need graphics, pictures and motion; a company’s brand is affected by all the ways in which it is portrayed, expressed and explained. What makes communications today “digital” is the delicate combination of PR with these interactive web capabilities and social media – all the channels by which a company now gets the word out about its brand.

What It Means

So how do we determine what mix of channels and services will best market a brand? It begins by identifying what a company’s overarching business challenge is, followed by understanding what the preferred outcomes would be at the end of a successful campaign. Also critical is an analysis of the company’s assets and complications. Only after a comprehensive evaluation of all of these factors can we look at all the communications channels available and combine them into unified campaigns.

The key here is that these campaigns will, by default, be integrated. For example, a company faced with launching a product into a new market can’t implement a viral social campaign that drives people to a subpar web site; that would negate the success of its social efforts. Similarly, say that company chooses to also host special events in several markets, complete with a celebrity, in a thought leadership campaign that’s seeded through traditional publicity pushes. That company might discover that those publicity pushes would be even more effective by requiring consumers to go to the company’s Facebook page – meaning its social presence would need to be up to par as well.

It’s easy, therefore, to see how communications channels are more intertwined than ever before, and how the sequence of all these elements is so critical. Gone are the archaic days of using the press release as the single tool to get the word out. Brands need more, and communications pros are uniquely positioned to fill this void.

What Happens Next

Therein lies the magic of digital communications: the combination of great storytelling through multiple channels that are conceived, created and executed together. Creating a brand and solving real business problems requires PR professionals to think much more holistically and broadly about communications, and that’s what makes this an incredibly exciting, exhilarating and exhausting time in our business.

We must embrace the changes we need to make to evolve our industry. And we must adapt, or we will lose the precious seat at the table we have fought so long and hard to earn.

Tech the Halls DJ Competition on Turntable.fm Raises $10,000 for One Laptop Per Child

Thu, 22 Dec 2011 00:00:00 -0500

TechCrunch Beats Out 14 Other Publications for DJ Title

NEW YORK -- December 22, 2011 -- Horn Group, Inc., a top digital communications agency, today announced that its Tech the Halls holiday fundraising campaign has reached its goal of raising $10,000 for One Laptop per Child (OLPC). The month-long fundraising campaign culminated last Friday, December 16, when 14 top journalists came together to compete in head-to-head DJ battles on turntable.fm, with TechCrunch's Josh Constine emerging as the winner.

The money -- which was raised solely through crowdsourcing and social media -- will now be donated in Horn Group's and Constine's names.

"Tech the Halls was all about the industry uniting to give back this holiday season, and we're grateful for everyone who gave their time and money to make this a one-of-a-kind event," said Sabrina Horn, Founder, President and CEO of Horn Group. "From the DJs on turntable.fm to the crowdsourced fundraising, Tech the Halls was something that had never been done before, and it showed how much we can accomplish when we work together."

The $10,000 raised will go directly towards providing 50 XO laptops for students with disabilities in the United States.

"We couldn't be more thankful for Horn Group and their leadership in putting together such an innovative event," said Giulia D'Amico, OLPC's Director of Business Development, EU and Africa. "These laptops are a powerful tool in connecting and empowering previously marginalized children, and we're thrilled to be able to deliver 50 more this holiday season."

Nearly 2500 users tuned into Tech the Halls, which was held live on turntable.fm. The event kicked off with a special performance by renowned DJ The Hood Internet and was followed by seven head-to-head battles between journalists from MediaPost, Digiday, All Things D, ClickZ, Fast Company, Advertising Age, Forbes, Adweek, TechCrunch, Maxim, The Next Web, Gizmodo, Men's Fitness and Wired Magazine.

The final standings were determined by audience vote: Constine won convincingly with 249 points, while Advertising Age's Kunur Patel (213 points) and Gizmodo's Sam Biddle (197 points) rounded out the top three.

Horn Group Celebrates 15 Years in Business

Tue, 27 Jun 2006 00:00:00 -0400

New York, NY - June 27, 2006 - Horn Group, Inc. is celebrating its 15-year anniversary this month. The company was founded in 1991 by Sabrina Horn to offer public relations services to enterprise software start ups. Today, the agency provides PR, creative design and digital marketing services to technology companies at every stage of growth. The agency has expanded the markets it serves to include business and consumer technology and digital media.

"I learned that in a service business it begins and ends with your people and I'm honored to have built a team of people over the years that most only dream about," said Horn Group president and CEO Sabrina Horn. "I am so proud of the work and the results we have delivered and that we are truly one of the last of the independents. Our greatest challenge is to continue to innovate, rethink and try out new ideas. Complacency and mediocrity are business killers. I love waking up everyday and thinking about what's next for this company."

Horn Group also received the prestigious 2006 Bell Ringer Merit Award this month for best business-to-business product publicity campaign. The award was given for Horn Group's work with Kalido and its Data Driven CFO campaign. The agency has been recognized with the following awards and achievements in the past 12 months:

PR Week 2005 Top 40 Technology Agency
Holmes Report Top Agency to Work For
Best Mid-Sized Agency, PRSourceCode 2005 Journalist Ranking
2005 LACP Magellan Award, Media Relations
2005 LACP Top 50 B2B Campaign

Company History Marked by Risks and Rewards
In its first decade, Horn Group built franchises around its marquis clients like PeopleSoft, Vantive Software, Commerce One, Geoffrey Moore and Norwest Venture Partners. It was during this period that the agency opened its Boston office in 1996 and moved to its award-winning in San Francisco in 1998. Horn Group safeguarded its business from the post-bubble market consolidation by staying focused on its core business in enterprise software and services.

Now well into its second decade, Horn Group's business plan has shifted to include strategic expansion in three key areas: geography, services and markets. The company opened a New York office in 2003 to immerse itself in the center of the publishing and digital media markets and to be a part of the rebuilding of downtown Manhattan. Shortly thereafter, the company launched a satellite office in the Washington DC area that today represents 4 companies. In 2004 Horn Group added creative and interactive services to its mix of services, which now accounts for about 20% of revenues. While enterprise software is still its core business, Horn Group has started working with hot digital media companies like ClubMom, Glam.com and Right Media. Other recent new client wins include Archer Technologies, AspenTech, Metallect, New Venture Partners, and Tridion.

Today, Horn Group has about 25 clients and 50 employees across its 4 offices. In total, the company has employed 250 people over the years, and witnessed 50 marriages and the arrival of 30 children. The company has worked with 550 companies and billed roughly 700,000 hours.

About Horn Group, Inc.
Horn Group, Inc. provides communications services to technology companies at every stage of growth - from start-ups that need visibility to large corporations striving to build market leadership. An established and independent firm, Horn Group offers integrated services that reach press, analysts, customers, partners, investors and employees. Services include public relations, creative design and strategic web development services. Located in San Francisco, Boston, New York and Washington D.C., Horn Group has earned national recognition for its excellence in client service and employment practices. More information can be obtained at www.horngroup.com.

Oriella Strengthens Reach in Asia with New Partner in China, Singapore

Wed, 25 Apr 2012 00:00:00 -0400

Global PR Agency Network Also Unveils News Website

London, UK and San Francisco, CA - March 13, 2012 - Oriella PR Network today announced that EASTWEST PR – with offices in Beijing, Shanghai and Singapore – has joined its global alliance of leading independent communications firms. EASTWEST PR adds to Oriella’s already deep roster – now 16 firms in 23 countries – and increases the network’s reach throughout the Asia Pacific region, particularly in China. EASTWEST PR is a leading boutique PR firm boasting over 15 years of experience and specializes in traditional and digital public relations.

The new partnership meets an increased demand for local communications expertise in China and other Asian markets, and builds upon years of collaboration between Oriella and EASTWEST PR. EASTWEST PR’s network includes close relationships with top boutique agencies in Australia, Japan, India and throughout Southeast Asia.

“We’re delighted to officially join Oriella and partner with other leading communications firms around the world,” said Jim James, Chairman of EASTWEST PR. “We share a common vision of delivering coordinated, cohesive strategies and campaigns that resonate on both a global and local level. With our regional reach in South East Asia and China, I am confident this new partnership will add great value to clients worldwide.”

“With the addition of EASTWEST PR, Oriella will now deliver valuable insight and expertise into key Asia markets, especially in China,” said Shannon Latta, a director for Oriella. “EASTWEST PR has the global outlook, innovative approach and regional insight – gleaned from years of on-the-ground experience – that we think clients will value greatly. We’re pleased to welcome them to Oriella.”

China and other Asian countries will also be featured in Oriella’s 5th Annual Digital Journalism Study, a yearly survey of more than 500 journalists that analyzes the impact of digital media on newsgathering around the world. The 2012 report is due out in May.

New Oriella Website Unveiled
Oriella also announced the launch of its new website (www.oriellaprnetwork.com). The site reflects Oriella’s differentiators as an agency network that promises global strategy, centralized account management and local results. Featuring global case studies and findings from the network’s annual Oriella Digital Journalism Study, the site is a resource for companies looking to grow and improve their global communications programs. It was built by Horn Interactive, an award-winning digital communications group in the U.S. and co-founder of Oriella.

About Oriella
Oriella is a tightly knit alliance of 16 agencies in 23 countries around the world. The network was co-founded in 2006 by Horn Group and Brands2Life (www.brands2life.com) — the top independent agencies in the US and the UK, respectively – to address the hole in the market for effective global public relations.

Oriella agencies specialize in integrated PR, social media and creative content. The network represents global brands and startups in business and consumer technology sectors across The Americas, EMEA and Asia Pacific. For more information, email info at oriellaprnetwork.com or connect on Twitter at @oriellanetwork.

Media Contact
Shannon Latta
shannon.latta@horngroup.com
+1.415.297.1488

Four Best Practices for Smarter Global Digital Communications

Wed, 25 Apr 2012 00:00:00 -0400

Like it or not, you’re now a technology company.

Probably not the lead you were expecting for an article on global communications, right? But the omnipresence of all things digital and social means that every business, regardless of product or service offering, is a technology company. That means customers expect to be able to connect to your brand – any time, any place. As a result, the traditional lines of geography and culture are often blurred.

What does that mean for communications pros? Well, for those looking to expand worldwide, it means the need for coordinated global strategies is higher than ever. One size does NOT fit all when it comes to multinational campaigns, and with customers already engaging your brand on the digital front, it’s important that your local efforts supplement – not combat – this always-on presence.

With that said, here are four tips to help ensure your communications resonate across all markets:

• Don’t Start Before You’re Ready. Companies often start multi-national communications before they’re fully prepared. It might sound obvious, but you can’t cut-and-paste campaigns from one country to another. No matter how smart your global strategy is, you need to meet three requirements before starting any regional campaign: local customers, local, native spokespeople and native-language content.

If you meet these criteria, start by researching the key factors specific to each market, including: consumer behavior; linguistics; cultural differences; technology trends; and market maturity. Don’t overlook the small stuff, either, and pay special attention to language: for example, in the US, a mobile device is often referred to as a “cell phone.” But try that same term in Asia and your marketing might fall flat – the preferred term there is “mobile phone” or “hand phone.” A small detail, yes, but one that could ultimately make or break your campaign.

• Coordinate Your Strategy on a Global Level. This point can’t be overstated. Domestically, you’re probably already focused on integrating your online and offline efforts, but by expanding internationally, you’ve introduced a whole new set of campaigns and channels that need to be woven into your existing marketing mix.

To be consistent, consider creating a task force of sorts: a small, dedicated team of trusted, experienced global communications practitioners who can take the lead in developing singular, cohesive strategies. This team can also serve as execution champions for your global communications goals and provide needed support and advice to local teams, without being hindered by day-to-day minutiae.

• Choose the Right Insiders. When it comes to international communications, companies often run into one of two scenarios: too much red tape (most common when working with a big multinational agency), or poor accountability (often found when your domestic firm’s global capabilities turn out to be no more than a referral network).

That’s why it’s important to take your time in selecting overseas partners. Local insight is an irreplaceable asset in global communications, whether it’s instinctively knowing which media and influencers to target, what channels to devote extra time/resources to, or what creative idea is most likely to resonate with local audiences. This type of on-the-ground expertise is what causes marketing to break through, so look for partners with proven relationships, experience and execution.

• Centralize Your Reporting. Successful campaigns require the ability to analyze, refine and adjust campaigns in as close to real time as possible – a problem often magnified when operating on a global scale.

Most importantly, configure your reporting solution to quickly deliver only the key metrics needed to make optimization decisions, rather than trying to wade through every piece of data available. Also, be sure your reporting tool can integrate all the languages, currencies and country-specific data relevant to your campaigns – it’ll save you time and ensure you’re making accurate comparisons.

Global communications doesn’t have to be a guessing game. The challenges – campaign coordination, multiple partners, variations in languages, cultures and customer behavior – are great, but combining coordinated global strategies with local expertise provides a roadmap for each new market. And in a digital economy that brings your customers closer than ever before, a consistent brand presence is a necessity that can’t be overlooked.

Sabrina Horn is president and CEO of HORN, an award-winning digital communications firm and co-founder of the Oriella PR Network, an alliance of 16 top communications agencies in 23 countries. Sabrina is also a charter member of Oriella’s Global Strategy Council, and has been recognized by PR Week, The Holmes Report and Inside PR as one of the industry’s most successful entrepreneurs and innovators.

Note: This post was originally published in PRNews.

Horn Group Rallies Hundreds of Industry Leaders Across Nation on Topic of Innovation

Thu, 18 Nov 2004 00:00:00 -0500

November 18, 2004 – San Francisco, Calif. – Horn Group, Inc., a leader in technology communications, today announced its forum for technology industry influencers called Horn Group Network. At the heart of Horn Group Network is a series of exclusive events in major technology regions that address topics such as innovation, leadership and IT predictions. Yesterday, Horn Group completed its most recent series of events where more than 250 of its business, technology and media contacts gathered in New York, Boston and San Francisco to debate innovation in the technology industry.

“Horn Group represents a valuable network that no one else can offer,” said Sabrina Horn, president and CEO of Horn Group, Inc. “For years, we have hosted exclusive events to provide our contacts a venue for networking. But the Horn Group Network has become a forum for data and debate, and an incubator for the partnerships and deals that helps shape our industry.”

Panelists at the recent Horn Group Network events included editors from top business publications Fast Company, Forbes, and The Wall Street Journal; senior management from emerging and established software companies including GlowPoint, Omniture, PeopleSoft, Sun Microsystems and Transera Communications; executives from prominent VC and financial services firms such as Cantor Fitzgerald, Highland Capital Partners and Hummer Winblad Venture Partners; as well as tenured staff from Harvard Business School and MIT.

Technology Industry Innovation Outlook
Undeniably, innovation has been the primary driver for growth in technology for decades. It is no secret that the industry's economic downturn has created an innovation dichotomy. While some argued the need to break new ground has never been greater, panelists also recognized budget constraints and market pressures that curb the risk-taking and exploration necessary to inspire discovery. Today, the practical application and opportunity costs of innovation come into question when it can take years before new technology breakthroughs translate into tangible gains. The key challenge facing business leaders today isn't whether to innovate, it's where to focus innovation efforts, how to define success, how much to invest and when.

Specific perspectives and predictions of the panelists included:

A divide between consumer and business technology innovation exists. Some see the next flat panel plasma screen, the digital home or the smarter mobile device as the future of innovation, where others view it as faster microprocessors, increased enterprise productivity or broad acceptance of open source software.
Unanimously, panelists agreed that China would produce the next great innovations in our industry – making irrelevant any former debate about whether pockets of innovation are stronger on the East or West Coasts of the U.S.
In the ongoing debate over off-shoring, job opportunities created by technology innovation in the U.S. will compensate for the work being sent to countries like China and India. Some panelists encouraged a shift in attention from job loss in the U.S to innovation that will stimulate employment.
Innovation comes both in the form of broad sweeping change, as well as incremental improvements that result in revenue gains or new industry standards that defined as breaking new ground.
Software innovation is alive among emerging start-ups. Venture funding in the coming year will increase with many VCs embracing innovation with less caution than in recent years.

Innovation Fuses Professional with Personal
Amidst the commentary on data back up and recovery, plasma TVs, and open source technologies, there was a surprising common thread in the Horn Group debates that centered on the personal risks and rewards of innovation. Regardless of how technology innovation is defined, creating anything new and meaningful requires courage and stamina. “Successful innovation is about the long view,” said Sherwin Greenblatt, Director at MIT's Venture Mentoring Service and former COO of Bose Inc. “If you're going to attempt it, you need to ask yourself if you have the courage to stay the course.”

Past Horn Group Network events have included a discussion on reinventing Silicon Valley, a panel debate in response to the Harvard Business Review article “Does IT Matter”, and a presentation on leadership in technology. These have been well attended by press and analysts including Business Week , CIO Magazine, Computerworld, eWeek, Forbes, Forrester Research, Gartner Group, IDC, Information Week, The New York Times, Newsweek, USA Today and Wall Street Journal.

In addition to its exclusive events, Horn Group Network is also expected to publish market research and survey findings, as well as sponsor industry events such as the upcoming Software 2005 conference in April 2005.

About Horn Group, Inc.
Horn Group, Inc. provides communications services to technology companies at every stage of growth – from start-ups that need visibility to large corporations striving to build market leadership. An established and independent firm, Horn Group offers integrated services that reach press, analysts, customers, partners, investors and employees. Services include public relations, web site and graphic design, and market research. Located in San Francisco, Boston, and New York, with new satellites in Chicago and Washington D.C., Horn Group has earned national recognition for its excellence in client service and employment practices. More information can be obtained at www.horngroup.com.

Horn Group Named Technology Agency of the Year

Tue, 01 May 2012 00:00:00 -0400

The Holmes Report Recognizes Agency For Impressive Growth and Leadership in Digital Communications

SAN FRANCISCO and NEW YORK -- 2011 -- Horn Group, Inc., a top digital communications agency, has been named Technology Agency of the Year by The Holmes Report. Last week, The Holmes Report announced its Specialist Agencies of the Year calling out Horn Group for its growth and its leadership in digital communications.

CEO and Editor-in-Chief Paul Holmes wrote, "Horn Group has reinvented itself over the past couple of years, transforming itself from a technology-focused public relations firm into an agency capable of offering social media, interactive and even advertising capabilities under a broad "digital communications" banner. It"s a transformation that has been well-received by the marketplace, apparently, since Horn [Group] recorded better than 20 percent growth last year."

"The need for digital communications is bigger now than ever and PR pros must embrace a broader spectrum of offerings, hire different kinds of people, and think differently," said Sabrina Horn, Horn Group's president and CEO. "We are honored and excited that The Holmes Report has awarded us the distinction of Technology Agency of the Year. I can"t think of a better way to celebrate our 20th year in business. We share this award with all of the employees, clients and colleagues who have contributed to our success along the way."

Video Interview with Giles Fraser, Co-Founder, Brands2Life and Oriella Network

Mon, 21 Nov 2011 00:00:00 -0500

On a recent trip to visit our long-time partner Brands2Life in London, I had a few minutes to catch up with Co-Founder Giles Fraser. Brands2Life and Horn Group are also co-founders of the Oriella Network of agencies around the world, a network we jointly created to serve our clients' needs for PR on a global basis, and we talked about our shared clients, business, technology and PR trends in the US and the UK.

In general, it has been wonderful to see how many more of our clients are seeking global communications support, as well as the notable increase in need for integrated digital communications across agencies. This means PR programs that include web and social media components. In this regard, we are both building brands and supporting sales. And like the US, our partners in the UK continue to see the cloud and the consumerization of IT as big tech trend. A great visit with some really good people on a shared mission.

Horn Group Innovator Series - Giles Fraser, Co-Founder of Brands2Life and Oriella PR Network from Horn Group on Vimeo.

Horn Group Launches "Tech the Halls" DJ Competition to Raise Money for One Laptop Per Child

Tue, 29 Nov 2011 00:00:00 -0500

Leading Tech Journalists to Square Off in Head-to-Head Competition on Turntable.fm

NEW YORK — November 29, 2011 — Horn Group, Inc., a top digital communications agency, today announced Tech the Halls, a nationwide holiday fundraising campaign benefitting One Laptop per Child (OLPC). Bringing together the industry's leading influencers, Tech the Halls will feature top media competing in head-to-head DJ battles on turntable.fm, with audience members voting for their favorite DJ.

Tech the Halls aims to raise $10,000, all through crowdsourcing and social media, with the money raised going directly to provide laptops for students with disabilities in the United States. Donations to OLPC can be made starting today at the Tech the Halls page on Crowdrise, a crowdsourced-powered giving platform.

On Friday, December 16, more than ten journalists from leading publications will square off on turntable.fm as virtual DJs. Turntable.fm, an interactive social listening platform, allows users to collectively listen to music and vote for their favorite DJs in real-time by giving points for songs played. The winning Tech the Halls DJ will be determined by the most number of points gained, and the money raised will be donated to OLPC in his or her name.

“Partnering with OLPC to reduce the education and technology barrier here in the US is a mission we’re honored to be a part of,” said Sabrina Horn, Founder, President and CEO of Horn Group. “Tech the Halls is truly a one-of-a-kind event, and we’re hoping to show what can be accomplished when the industry comes together for a single cause.”

The campaign’s goal of $10,000 would allow OLPC to deliver 50 XO laptops – a contribution the organization says would make a substantial difference in children’s lives.

“These computers are vital to empowering disabled students in an increasingly connected and digital world – each laptop is a catalyst for helping previously marginalized children learn and transform the community around them,” said Giulia D’Amico, OLPC’s Director of Business Development, EU and Africa. “We’re tremendously excited to partner with Horn Group – and by extension, the rest of the technology industry – to help foster the next generation of leaders and innovators.”

For more information on the fundraiser and the holiday event, please visit: www.horngroup.com/techthehalls.