In 2007, co-founder of Microsoft, Bill Gates said yellow-pages use among people under 50 would drop to zero in five years.

The trend in the decline in usage of paper directories certainly suggests this is going to be a reality, potentially even quicker than Gates suggested.

Visit any apartment building or business centre lobby the sight is common, unclaimed directories piling up. This spells trouble for publishers like Seat Pagine Gialle, Yell and Pages Jaunes; it shows advertisers that fewer people use them. Many consumers have not opened a directory in years; others that have use them as door stops or monitor stands.

Publishers Seat Pagine Gialle in Italy, the U.K.’s Yell and France’s Pages Jaunes are struggling to boost sales as users and advertisers ditch their printed directories for online searches. While the companies have beefed up their own Internet-based offerings, they still depend on published books for most of their revenue, and their online growth has yet to compensate for the drop in print-based sales.

 “Online is growing fast but not enough to offset the print decline,” said Lorna Tilbian, an analyst at Numis Securities Ltd. in London. “Someday there will be a tipping point.” Printed directories account for more than two-thirds of revenue for Seat and Yell and half for Pages Jaunes.

Seat and Yell posted their first losses in five years in the last full-year periods. Yell’s U.K. print business fell 20 percent in the six months through Sept. 30 while online sales rose 8.7 percent. Print revenue at Seat’s Italian unit dropped 14 percent in the first nine months, while Internet sales jumped 30 percent. In the first nine months, print sales at Pages Jaunes slid 5.4 percent, while online revenue rose 9.5 percent.

 Yell shares have tumbled 18 percent in London in the past year, while Seat has plunged 65 percent in Milan. Of the 15 analysts who cover Seat, only two rate it a “buy.”

Ask both companies they state the need to develop both their print and online directories to grow. Yet print has not shown any sign of positive growth for the past few years for either publisher, nor does it going forward. Are they right to continue to bet on the recovery of print?

 Analyst Fabio Iannelli of Kepler Capital Markets suggests otherwise;  “While the recession can be blamed for a drop in print advertising, the declining sales reflect a broader trend”, He goes on to say “It is not simply a matter of a weak economic outlook,” said Iannelli, whose price estimate for Seat’s stock is zero. “We guess the print business would continue to be lacklustre even with positive GDP growth. Print business is a mature media and has been, and will continue to be, crowded out by the Internet to a higher extent than any other media.”

 Seat is training its sales agents to focus on multimedia and is adding online content and tools to increase client visibility on the Web. Yell has been hiring Internet specialists and developing applications to access data on mobile devices. Seat and Yell both signed accords to sell Google Inc.’s AdWords service in Italy and the U.K., respectively.

 But for both their online services are a mess. There is no clear competitive position and both fail to recognise that there are numerous competitive services out there that should represent a benchmark, none more so than Google.  Pages Jaunes is offering slightly more than just phone numbers and addresses online but still does not go far enough. The challenge for all is to recognise the new environment that they need to operate and get moving.

 The printed directory “business is in a structural decline, which may be mitigated by the ability to offset print with online revenue,” said Daniel Ek, an analyst at HQ AB in Stockholm.

Some companies say the writing’s on the wall for publishers of directories. Eniro AB, the biggest Nordic yellow-pages publisher, is betting on the online business, whose sales it says will exceed the print unit’s as early as next year.

 The big question remains. Can the likes of Seat, Yell and Pages Jaunes react sufficiently quickly to transform their businesses to outlive Bill Gates’ prediction of a dead printed product by 2012?  The jury is firmly out.

Yesterday French yellow-pages publisher PagesJaunes said growth was more important than balance-sheet concerns as it wanted the freedom to be part of an expected consolidation among local information providers.

Chief executive Jean-Pierre Remy told an investor conference the group had no debt due until late 2013, and headroom on its debt covenants of more than 20 percent, meaning the company’s net debt of about 2 billion euros ($3 billion) was low priority.

“At the moment, it is not a priority for us to work on the balance sheet,” said Remy, whose company is majority-owned by private equity firm KKR and Goldman Sachs. “We are embarking on a very aggressive growth strategy.

“I think there will be further consolidation in our business. I don’t mean the directory business, but local information,” he said, adding: “We need to get more flexibility on the options we have.”

Not only yellow-pages companies but also local news providers, especially newspapers, have suffered from a slump in classified advertising as small businesses, their main customers, have tightened marketing budgets.

Remy said he expected no rapid improvement on that front. “We don’t expect the advertising market to rebound in the short term or even in the mid term,” he said.

PagesJaunes has been faster than peers such as Britain’s Yell to move its business online, helping its profit margin. Some 40 percent of its 1.2 billion euros in revenues came from online products last year, compared with Yell’s 15 percent. ($1 = 0.6680 euro).

It will be interesting to see how much energy directory publishers now place into mobile. Pages Jaunes has a leading service position in terms of usage, amongst international peers, but recently admitted it has not yet managed to deliver a revenue from the channel.  With mobile advertising revenues forecast to grow by over 1,400% over the next three years we should expect the mobile channel to figure prominently?

Should we expect a similar announcement from Yell once their re-financing is behind them, and do we think they can catch-up in mobile?

Story published by Reuters.

The past week or so has seen some interesting developments in the European Directory sector. Take three of the largest publishers; Eniro, Pages Jaunes and Yell.

Last week the Swedish Directory publisher Eniro passed a key financial milestone, according to its third-quarter and year-to-date earnings report. Through nine months of 2009, online revenues surpassed offline (print revenues), making Eniro a majority online directory business. Excluding voice, 50.6% of Eniro’s revenue is attributed to online.

The French Directory publisher Pages Jaunes is not that far behind, according to its third quarter and year-to-date earnings report. Through nine months of 2009, online revenues are approaching a similar milestone. Excluding voice, over 44% of Pages Jaunes revenue is attributed to online. A number they are clearly looking to rapidly grow. The new CEO presented a series of new products to be rolled out next year to accelerate organic revenue growth. Interesting mobile internet is highlighted as an important part of the Pages Jaunes equity story but despite a rapidly growing user base, for now, the company has yet to deliver commercial offering.

In contrast the UK Directory publisher Yell has some way to go, according to forecasts for the 2010 financial year Yell is expected to achieve online revenues of around £178 million in contrast to offline revenue of £395 million. Excluding voice, just 31% of Yell’s UK revenue will be attributed to online. Recently announced initiatives like the Google reselling agreement and the flurry of activity around mobile should help future online revenue growth.

It is clear that online and mobile is the future for these organisations. The challenge clearly is the speed of transference of their revenue online, ability to adopt new business models and stay true to their core business principles.    

Source: Exane BNP Paribas estimates

Having recently read about the raging debate at Marketing Week on the potential impact online video will have on television advertising. Yesterday the bus waiting experience came true. Nothing for a while then a couple come a long at the same time. Online video as a promotional medium – broadcasters may well be worried.

Ok. YouTube has been around for an age and the ability to view video online is not new. But one thing that struck me yesterday was the actual power that video holds as a marketing vehicle for businesses and brands. Traditionally I have though of the online vehicle as a great and cheap additional distribution mechanism for TV campaigns, especially when you consider the impact of viral distribution on a recent campaign such as Evian Live Young (created by BETC Euro RSCG). Viral has delivered significantly more audience reach than airing on the TV would ever have achieved.

Where it becomes interesting is if you virtually eliminate the costs of generating reach and significantly reduce the costs of production you suddenly have a medium that still carries the marketing impact but instantly becomes far more accessible to marketers.

The first video that got me thinking this way was for a revolutionary new probiotic product called Symprove (No I am not taking the stuff but a close friend is behind the launch). As a communication I think the execution is superb, creatively very good. It ticks all the boxes simple, informative and appealing. Yet all for a fraction of the cost of a typical TV ad. How will it get audience reach?  Well I have already sent it on to a number of people from as far afield as Kazakhstan and Australia, and you are reading this so you too have become the audience.

Shortly afterwards I viewed another three online videos.

The first was from an estate agent for a house they have for sale. The impact was amazing. It presented a highly visual interpretation of the property that simply could not be replicated using a printed brochure.  The interesting part was the video was made up of a series of still images very well placed together and a voice over applied, so it would have been very low cost to produce.

The second was for a privately owned country hotel. Again it was a series of still images with a voice over applied giving a full tour of the hotel and its core facilities. The execution gave what could only be described as an almost personal viewing, you actually gained a feel for the hotel and surrounding area, something that would have been virtually impossible to achieve in a written form. 

The third was for a Tax Consultancy that specialises in supporting businesses claim government rebates for investment made in product and research and development. In under a minute and a half the video covered the type of activities that are eligible for rebates, the potential rewards and the process to make a claim. A brief but very informative snap shot in to a businesses activity which I know would have made very dry reading in written form.

As a marketing vehicle each video was an extremely powerful communication, that is why TV advertising has such appeal. The interesting part was to see how this medium and type of execution could actually work for such a diverse set of businesses, their products and services. The dramatic reduction in costs mean for the first time I can genuinely see that this type of medium could actually be a very accessible part of the marketing mix for a whole array of small, medium and large businesses. Online video as a promotional medium – broadcasters may well be worried!

You can view the full Morgan Stanley report here: ‘How teenagers consume media’ 

Published: 13 Jul 2009

How Teenagers Consume Media

Radio

Most teenagers nowadays are not regular listeners to radio. They may occasionally tune in, but they do not try to listen to a program specifically. The main reason teenagers listen to the radio is for music, but now with online sites streaming music for free they do not bother, as services such as last.fm do this advert free, and users can choose the songs they want instead of listening to what the radio presenter/DJ chooses.

Television

Most teenagers watch television, but usually there are points in the year where they watch more than average. This is due to programs coming on in seasons, so they will watch a particular show at a certain time for a number of weeks (as long as it lasts) but then they may watch no television for weeks after the program has ended.

Teenage boys (generally) watch more TV when it is the football season, often watching two games and related shows a week(totalling about 5 hours of viewing). A portion of teenagers watches programs that are regular (such as soap operas) at least five times a week for half an hour or so but this portion is shrinking, as it is hard to find the time each day.

Teenagers are also watching less television because of services such as BBC iPlayer, which allows them to watch shows when they want. Whilst watching TV, adverts come on quite regularly (18 minutes of every hour) and teenagers do not want to watch these, so they switch to another channel, or do something else whilst the adverts run.

The majority of teenagers I speak to have Virgin Media as their provider, citing lower costs but similar content of Sky. A fraction of teenagers have Freeview but these people are light users of TV (they watch about 1 ½ hours per week) so they do not require the hundreds of channels that other providers offer.

Newspapers

No teenager that I know of regularly reads a newspaper, as most do not have the time and cannot be bothered to read pages and pages of text while they could watch the news summarised on the internet or on TV. The only newspapers that are read are tabloids and freesheets (Metro, London Lite…) mainly because of cost; teenagers are very reluctant to pay for a newspaper (hence the popularity of freesheets such as the Metro).

Over the last few weeks, the sun has decreased in cost to 20p, so I have seen more and more copies read by teenagers. Another reason why mainly tabloids are read is that their compact size allows them to be read easily, on a bus or train. This is especially true for The Metro, as it is distributed on buses and trains.

Gaming

Whilst the stereotypical view of gamers is teenage boys, the emergence of the Wii onto the market has created a plethora of girl gamers and younger (6+) gamers. The most common console is the Wii, then the Xbox 360 followed by the PS3. Most teenagers with a games console tend to game not in short bursts, but in long stints (upwards of an hour).

As consoles are now able to connect to the internet, voice chat is possible between users, which has had an impact on phone usage; one can speak for free over the console and so a teenager would be unwilling to pay to use a phone. PC gaming has little or no place in the teenage market.

This may be because usually games are released across all platforms, and whilst one can be sure a game will play on a console PC games require expensive set ups to ensure a game will play smoothly. In addition, PC games are relatively easy to pirate and download for free, so many teenagers would do this rather than buy a game.

In contrast, it is near impossible to obtain a console game for free.

Internet

Every teenager has some access to the internet, be it at school or home. Home use is mainly used for fun (such as social networking) whilst school (or library) use is for work. Most teenagers are heavily active on a combination of social networking sites. Facebook is the most common, with nearly everyone with an internet connection registered and visiting >4 times a week. Facebook is popular as one can interact with friends on a wide scale.

On the other hand, teenagers do not use twitter. Most have signed up to the service, but then just leave it as they release that they are not going to update it (mostly because texting twitter uses up credit, and they would rather text friends with that credit). In addition, they realise that no one is viewing their profile, so their ‘tweets’ are pointless. Outside of social networking, the internet is used primarily as a source of information for a variety of topics.

For searching the web, Google is the dominant figure, simply because it is well known and easy to use. Some teenagers make purchases on the internet (on sites like eBay) but this is only used by a small percentage, as a credit card is required and most teenagers do not have credit cards. Many teenagers use YouTube to watch videos (usually anime which cannot be watched anywhere else) and some use it as a music player by having a video with the music they want to listen to playing in the background.

Directories

Teenagers never use real directories (hard copy catalogues such as yellow pages). This is because real directories contain listings for builders and florists, which are services that teenagers do not require. They also do not use services such as 118 118 because it is quite expensive and they can get the information for free on the internet, simply by typing it into Google.

Viral/Outdoor Marketing

Most teenagers enjoy and support viral marketing, as often it creates humorous and interesting content. Teenagers see adverts on websites (pop ups, banner ads) as extremely annoying and pointless, as they have never paid any attention to them and they are portrayed in such a negative light that no one follows them.

Outdoor advertising usually does not trigger a reaction in teenagers, but sometimes they will oppose it (the Benetton baby adverts). Most teenagers ignore conventional outside advertising (billboards etc) because they have seen outside adverts since they first stepped outside and usually it is not targeted at them (unless it’s for a film).

However, campaigns such as the GTA: IV characters painted on the side of buildings generate interest because they are different and cause people to stop and think about the advert, maybe leading to further research.

Music

Teenagers listen to a lot of music, mostly whilst doing something else (like travelling or using a computer). This makes it hard to get an idea of the proportion of their time that is spent listening to music. They are very reluctant to pay for it (most never having bought a CD) and a large majority (8/10) downloading it illegally from file sharing sites. Legal ways to get free music that teenagers use are to listen to the radio, watch music TV channels (not very popular, as these usually play music at certaintimes, which is not always when teenagers are watching) and use music streaming websites (as I mentioned previously).

Almost all teenagers like to have a ‘hard copy’ of the song (a file of the song that they can keep on their computer and use at will) so that they can transfer it to portable music players and share it with friends. How teenagers play their music while on the go varies, and usually dependent on wealth –with teenagers from higher income families using iPods and those from lower income families using mobile phones.

Some teenagers use both to listen to music, and there are always exceptions to the rule. A number of people use the music service iTunes (usually in conjunction with iPods) to acquire their music (legally) but again this is unpopular with many teenagers because of the ‘high price’ (79p per song).

Some teenagers use a combination of sources to obtain music, because sometimes the sound quality is better on streaming sites but they cannot use these sites whilst offline, so they would download a song then listen to it on music streaming sites (separate from the file).

Cinema

Teenagers visit the cinema quite often, regardless of what is on. Usually they will target a film first, and set out to see that, but sometimes they will just go and choose when they get there. This is because going to the cinema is not usually about the film, but the experience –and getting together with friends.

Teenagers visit the cinema more often when they are in the lower end of teendom (13 and 14) but as they approach 15 they go to the cinema a lot less. This is due to the pricing; at 15 they have to pay the adult price, which is often double the child price. Also, it is possible to buy a pirated DVD of the film at the time of release, and these cost much less than a cinema ticket so teenagers often choose this instead of going to the cinema.

Some teenagers choose to download the films off the internet, but this is not favourable as the films are usually bad quality,have to be watched on a small computer screen and there is a chance that they will be malicious files and install a virus.

Devices

Mobile Phones

99pc of teenagers have a mobile phone and most are quite capable phones. The general view is that Sony Ericsson phones are superior, due to their long list of features, built in walkman capability and value (£100 will buy a mid-high range model). Teenagers due to the risk of it getting lost do not own mobile phones over the £200 mark.

As a rule, teenagers have phones on pay as you go. This is because they cannot afford the monthly payments, and cannot commit to an 18-month contract. Usually, teenagers only use their phone for texting, calling. Features such as video messaging or video calling are not used –because they are expensive, (you can get four regular texts for the price of one video message).

Services such as instant messaging are used, but not by everyone. It usually depends whether the phone is Wi-Fi compatible, because otherwise it is very expensive to get internet off the phone network. As most teenagers’ phones have Bluetooth support, and Bluetooth is free, they utilise this feature often.

It is used to send songs and videos (even though it is illegal) and is another way teenagers gain songs for free. Teenagers never use the ringtone and picture selling services, which gained popularity in the early 00s. This is because of the negative press that these services have attracted (where the charge £20 a week with no easy way to cancel the service) and the fact that they can get pictures and music on a computer –then transfer it to their phones at no cost.

Mobile email is not used as teenagers have no need; they do not need to be connected to their inbox all the time as they don’t receive important emails. Teenagers do not use the internet features on their mobiles as it costs too much, and generally, if they waited an hour they could use their home internet and they are willing to wait as they don’t usually have anything urgent to do.

Teenagers do not upgrade their phone very often, with most upgrading every two years. They usually upgrade on their birthday when their parents will buy them a new phone, as they do not normally have enough money to do it themselves.

Televisions:

Most teenagers own a TV, with more and more upgrading to HD ready flat screens. However, many are not utilising this HD functionality, as HD channels are expensive extras which many families cannot justify the added expenditure. Many of them don’t want to sign up to HD broadcasting services, as adverts are shown on standard definition broadcasts, so they can’t see the difference. Most people have Virgin Media as a TV provider. Some have sky and some have Freeview but very few only have the first five channels (BBC One, BBC Two, ITV, Channel Four and Channel Five).

Computers:

Every teenager has access to a basic computer with internet, but most teenagers computers are systems capable of only everyday tasks. Nearly all teenagers’ computers have Microsoft office installed, as it allows them to do school work at home.Most (9/10) computers owned by teenagers are PCs, because they are much cheaper than Macs and school computers run Windows, so if a Mac is used at home compatibility issues arise.

Games Consoles:

Close to 1/3 of teenagers have a new (<2 ½ years old) games console, 50% having a Wii, 40% with an Xbox 360 and 10% with a PS3. The PS3 has such a low figure because of its high price (£300) and similar features and games to an Xbox 360, which costs less (£160). The Wii’s dominance is due to younger brothers and sisters, they have a Wii and parents are not willing to pay for another console.

What is Hot?

• Anything with a touch screen is desirable.
• Mobile phones with large capacities for music.
• Portable devices that can connect to the internet (iPhones)
• Really big tellies

What Is Not?

• Anything with wires
• Phones with black and white screens
• Clunky ‘brick’ phones
• Devices with less than ten-hour battery life

Directory Publishers Can Beat Google & Co. To Lead In Local Mobile Search & Services If They Provide Actionable Answers

In-Brief: Directory publishers are better positioned to deliver compelling location-based information and services than rival portal providers and search engines.

At first glance it may appear that the nimble newcomer Web 2.0 companies bursting on the scene are best-positioned to benefit from the buzz around location-based services. However, a closer look reveals that it is the directory publishers – namely, the established location information providers we know from print and the Internet – who have the corporate DNA and the track record to deliver compelling location-based services and – more importantly – monetise them through mobile advertising.

Granted, it may be early days but, in my view, that is all the more reason why directory publishers must prepare to seize the mobile opportunity. Indeed, with revenue streams for paper directory and published products in near-term decline, and an increasingly fragmented market for online services, mobile is the only channel that offers real and sustainable growth. Without a doubt, mobile is going to play an important and valuable role in reinforcing the presence of directory publishers and their product offering, and deliver a significant supplementary source of new revenue.

So how do directory publishers get there from here? To capitalise on this emerging opportunity, publishers must first create a consumer relevant mobile offering that can be delivered to a mass audience.

Put simply, directory publishers must “think” mobile. It is not just another screen, as some in the industry suggest. I contend the mobile environment is different for two main reasons.

First, neither the devices – nor the offers – can be classified as “one-size-fits-all.” The diverse range of mobile devices are all extremely varied in their capabilities, user interfaces, core features, computing power, memory capacity, and operating systems. To complicate matters, new devices are continually being introduced to the market that must be supported and factored into the service equation. As a result, directory publishers must develop offers that are accessible to a large potential user base across a broad range of devices, without incurring overbearing maintenance and support costs.

Second, mobile is about finding information on the fly. Consumers may browse on their PCs, but they expect a vastly different experience on their mobile phones. On mobile, requests and search queries are more likely related to the consumer’s individual circumstances or situation – in, short, their context. What’s more, they expect immediate answers and demand actionable results, all of which require customisation.

It’s easy to assume that only made-for-mobile companies – such as portal providers and search engine companies – have what it takes to cash in on the mobile opportunity. However, these players share a fatal shortcoming that plays in the favour of directory publishers. They lack a highly developed and effective sales force. Fortunately for directory publishers, this is a key strength in their competitive arsenal and one that I suggest represents the highest barrier to entry to competitors.

Put simply, if publishers can generate usage to mobile then their sales force will be able to monetise it. I therefore strongly advise publishers to sharpen their focus on mobile and do all they can to increase usage of this channel. Developing features for the mobile platform that will ultimately allow their sales force to demonstrate proven value is more than a winning strategy; it lays the groundwork for a slew of services that deliver consumers a genuinely relevant and useful end-user experience – a deliverable competitors are still struggling with. After all, the quality of answers a service delivers can only be as good as the information the service provider has collected and categorised – and I’ve shown directory publishers have a head start on both counts.

But this isn’t the only ace in publishers’ hands. They can also draw competitive advantage from:

• An established market position and existing brand recognition amongst consumers.
• Content that is focused towards a buyer and therefore ideal for a mobile user.
• A well developed classification structure and taxonomy, which is well understood by consumers.
• A depth of location knowledge and understanding of location hierarchy, which enables highly relevant local based results to be presented.

These combined strengths empower publishers to define the ideal service offering for mobile. But they must be careful not to lose sight of the consumer. I have only too often seen publishers overlook the end-user of their services, with severe consequences! It is essential that directory services focus on efficiently delivering information and results that empower consumers, provide them choice, and support an actionable outcome. These actions vary but can be divided into the following categories: call, share (with friends/family), save, book or buy.

With the ground rules for a successful mobile service offering established, what’s the next best step for directory providers determined to harness mobile? This depends to a large degree on the service the publisher wants to deliver and – more importantly – on the publisher’s own in-house capabilities.

Creating and customising mobile services is no easy task, and directory publishers should be careful not to overestimate their capabilities or underestimate the amount of planning and effort involved. They may have deep understanding of print and Internet, but this knowledge is hardly transferable to mobile. Put simply, the specialist nature of the mobile environment and technical challenges associated with developing, implementing and supporting services, are competencies that most publishers simply do not have.

On paper, directory providers possess the capabilities that put them in pole position when it comes to monetizing mobile. In practice, directory publishers nonetheless lack experience in the conceptualization and creation of compelling mobile services that satisfy the criteria I have identified.

If directory publishers are to deliver a market-ready mobile offering, then it makes business sense for them to outsource services development to companies that have mobile in their DNA.

Today, we are seeing a trend to outsourcing as more of the world’s leading directory publishers partner with specialist companies for core technology and development skills. These directory publishers realise that outsourcing key capabilities does not result in them losing control. To the contrary, outsourcing frees valuable resources, allowing publishers to develop a more flexible approach to market and deliver products and services with far shorter lead times.

In line with this trend, a number of companies have sharpened their focus on helping directory publishers extend their offer to mobile. Granted, each has its area of expertise, but directory publishers should choose partners that are specialised in three key areas simultaneously:

A winning strategy is one where the directory publisher and specialised partner have a clear division of talents and responsibilities. In this scenario the directory publisher outsources application development, implementation, and operation. Search and presentation rules, business listings, and advertising content are managed internally by the publisher.

This approach enables publishers to focus their resources on what they do best: Wielding their highly-developed sales force to wring more value out of mobile. This allows them to deliver benefits for themselves, in the form of monetiseable services and advertising, and for their customers, in the form of useful and relevant results and answers. Leveraging the expertise of a specialised partner ensures the delivery of a robust commercial channel.

With this check-list in mind, I have reviewed the players and value propositions on the marketplace. A company high on my radar is Mobile People, a local mobile search and advertising solutions provider whose capabilities mix includes significant strengths in the three key areas I outlined above. Notably, Mobile People’s client list includes directory publishers including Yell, Sensis, and World Directories – publishers widely considered to be among the most active – and successful – in the mobile space.

Mobile People is keenly focused on developing and operating mass market orientated services. To accomplish this, they port and operate services for large numbers of devices. The company, which has established its own User Lab to engage end users throughout the design process to evaluate the desirability of new ideas and possible solutions, views usability and performance as a top priority. This emphasis on the end-user experience pays off in rich features that delight the customer, drive additional usage, and move the mobile Internet a huge step closer toward becoming an indispensable part of our daily routine.

Location-based information and services are indisputably a potent way to generate value. Like all industry sectors, mobile will pay the biggest dividends for the companies who harness it first. Directory publishers currently have an important head start on portal providers and search engine providers, but these competitors are stepping up efforts to close this gap. For this reason, directory publishers are well advised to move fast and recognise their limitations. Chief among these is their inability to deliver an end-to-end mobile solution on their own.

Once directory publishers are clear about their true capabilities – and developing mobile services that deliver actionable results is not one of them – then they should choose a specialised company to partner with and get down to the business of monetizing mobile. As I said, reduced barriers to entry and shortened times to market mean the mobile space is not only crowded; it has become fiercely competitive.

Trial and error is a risky business strategy that costs time, resources, and shareholders’ patience. High performance directory publishers such as Eniro, Sensis, World Directories, and Yell demonstrate that collaborating with specialist companies is not only a smart move; it delivers sustainable results.

Published on mSearchGroove: www.msearchgroove.com