SEPTEMBER ISSUE | 2011
SEPTEMBER ISSUE | 2011
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Marketing & Training Videos for XDrifft Training EQUIPMENT
TriVision shot and produced three videos: a 2 minute marketing video, a 13 minute training video and a 60 second TV commercial. All three HD video productions took place at TriVision’s studio facility, as well as on-location. From casting models to finding shoot locations and providing consultion on the script, TriVision fully participated in generating highly effective videos that would fully capture the buzz of the product.
Motion graphics, animated text, 3-D logo animation plus color correction and film look treatment were all components of the post-production phase. TriVision also provided voiceover talent for each video. To watch the marketing video that TriVision produced for XDrifft training system, please click on the thumbnail above.
To learn more about XDrifft, please visit their website at www.xdrifft.com. To see how TriVision can provide marketing and video production services for your product or business, please contact us at 1.888.600.5528 or video@trivision.tv. |
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Design, WEB & PRINT SERVICES for Blooming Valley Florist
The founder of Blooming Valley Florist, Maryam Weiss, who is a trained floral designer for over 15 years, initially approached TriVision to design and develop a new website for her company. TriVision designed a website that best suited the elegant and classy image that Blooming Valley wanted to represent. Moving banners with music along with a full gallery of photos showcasing different flower arrangements and centerpieces are some of the elements TriVision incorporated into the website. In addition, TriVision revamped Blooming Valley’s old logo and designed and printed its new business cards.
To learn how TriVision can improve the look of your business or product, please contact one of our representative at design@trivision.tv.
To visit their website designed and developed by TriVision, go to www.bloomingvalleyflorist.com. To see how TriVision can design your company a new website, please contact us at 1.888.600.5528 or design@trivision.tv |
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Ritz-Carlton Embraces Digital AdvertisingIn Global Push, Luxury Hotel Chain Will Pour Millions into Web, Social Media.
Through the use of artwork, film, messaging, and digital experience platforms, guests are requested to allow The Ritz-Carlton to be much more than just a hotel; indeed to be that indelible memory that lasts a lifetime. More than half the $10 million budget for "Let Us Stay with You" will be allocated to digital and social media. It marks the first time that digital efforts have accounted for a majority of the marketing budget, but it won't be the last. "Digital is a really important place where consumers are exploring their travel options. So being part of that conversation is really important to us," said Clayton Ruebensaal, VP-marketing. "People are daydreaming from their desks. That's what we're trying to take advantage of."
"We were all coming closer together in brand tracking. The differentiations were not as precise as they used to be," Mr. Ruebensaal said. "We saw a real purpose for investing money back into defining what's rare and special about the Ritz-Carlton again."
Story Courtesy of Adage.com |
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Facebook, Netflix -- Did You Forget About Your Consumer?Tech Companies Barrel Ahead With New 'Features' Despite Mounting GripesWhy do tech companies hate their customers all of a sudden?
These are obviously massive generalizations, but it's not hard to miss the annoyance targeted at the companies. As New Yorker writer Susan Orlean tweeted to her 185,000 followers, "I think the people running Facebook and Netflix went to a how-to-irritate-your-customers seminar together."
Each company had reasons to know they were courting backlash. Netflix already saw the negative reaction to its announced price hikes, enough of a misstep that a lot of subscribers initially assumed that Mr. Hastings' letter was going to be a rollback of the price increases. Instead it ended up being a tactical misstep that only helped to erode what's left of goodwill for the company.
Underlying all this is a disregard for listening to customers that we see all too often from tech companies and, to no small degree, we can blame Apple for it. They both barrel forth as fast as their innovation cycles will carry them. The difference, of course, is that I can choose not to buy a new Apple product while still remaining a loyal customer and part of their ecosystem. With Facebook, there's more of a feeling that you're all in, whether you want to be or not. Netflix, on the other hand, is rather easy to opt out of altogether. You could simply turn to Amazon or Walmart or Redbox or even Blockbuster, now set to launch its own streaming service. Story Courtesy of Adage.com |
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Facebook, Netflix -- Did You Forget About Your Consumer? |
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The Ritz-Carlton might be best known for its customer service and old-fashioned, one-on-one human interaction, but the luxury hotel chain is embracing digital in a big way with its new global campaign.
"Let Us Stay with You," is the luxury hotel's first major campaign in nearly two years; the last ran from mid-2005 through 2009. Mr. Ruebensaal said that during the recession, like every other hotel out there, the focus was on getting "heads in beds" rather than investing in marketing and making emotional connections with consumers. But emerging from the recession, the Ritz-Carlton and its competitors -- Four Seasons, Mandarin Oriental and Peninsula -- were all starting to blur.
Ritz-Carlton is known for its customer handling and service. During orientation, employees are taught that their job is not to make a bed or pour a drink but to connect with guests, so that they'll want to come back again and again, Mr. Ruebensaal said. With that idea in mind, Ritz-Carlton and its agency, Los Angeles-based Team One, came up with the concept of the hotel experience sticking, or staying, with guests. It takes an age old hotel-marketing pitch -- come stay at our hotel -- and "flips that on its head," Mr. Ruebensaal said.
It's a question worth asking after a wild week for two of the most valuable and important internet businesses. Netflix, already in the doghouse after announcing a price hike back in July, only made things worse by announcing its DVD rental business would be severed from its streaming video offering and shoved into a new company with a terrible name, Qwikster. Then Facebook rolled out critical changes to the social network's interface before users had a chance to get used to the last round.
At first blush, these moves don't seem to have a lot in common, but look deeper and you'll see that what unites them is a tin ear for what their consumers want. Netflix subscribers don't want higher prices for essentially the same service, and they certainly don't want any complications, real or imagined, from having to deal with a separate company. They also didn't want an apologetic and misguided letter from CEO Reed Hastings that communicated the business strategy behind the move without explaining the consumer benefit (possibly because there isn't any).
What Facebook users don't want is constant flux on a platform that's become an important habit for many. What they want, more than anything else, is stasis-an end to or, at least, a slowing of the fast-running stream of tweaks and overhauls that forces them to study up on how their personal information is shared and spend hours tweaking their profiles so they can avoid having their own, private social-media crisis.
Meanwhile, Facebook itself is an always-on referendum on a lot of things, including Facebook, and there's an intense amount of whinging that comes with each new version. Its new Timeline feature will transform your profile from a momentary snapshot of what you're doing to something more like a digital biography, possibly making old news-photos of your kegstands, ex-girlfriends-new again. The risk to Facebook, as it constantly dances around privacy issues, is that it will cause consumers more problems than it's worth. Why change a good thing? Facebook, we're told, needs to constantly innovate in order to avoid the fates of dead and near-dead social networks like Friendster and MySpace. But that translates it into an if-we-build-it-they-will-come(-or-stay) attitude that often comes off as arrogant.
