Five handy tips for SEO (Search Engine Optimisation)

1. Search engine optimisation and keywords/phrases

   Ensure that target keywords are in the website addresses you use (URLs) and that titles and meta tags (descriptions) are checked for relevance and popularity with searchers. Audit which pages rank for which keywords. Then make sure you use the right keywords to improve content on these pages.

2. Build quality inbound links

   This is all about the relevance and credibility of the inbound link to your website. The link must be of high quality in terms of content and source credibility. By providing fresh and relevant content via blogs, other websites or newsletters, you can create or gain quality links back to your website. Others may want to bookmark or link to it too.

3. Authority

   Score well for Google PageRank (via links) and become a social media authority. Generate well-reviewed content and connect with experts, thought leaders and gurus as they will provide valuable authenticity and implicit endorsement for your website or blog.

4. Experience

   Foster good user experience on your website. This means having low bounce rates, so people don’t leave immediately as it is not the content they wanted or expected. Ensure fast page load speeds by keeping it simple and avoid having too many images. Provide easy navigation so they can find their way around your site. It goes without saying that you should have a well-designed website too (aesthetics).

5. Content

   Create new content and keep the site fresh by regularly updating existing content. An editorial content calendar may be useful here (of course containing the right keywords/phrases). You should submit a sitemap to Google and this should contain internal links to indexed pages. Atomise content across social media, this means identifying places where your content could be included.

Source: adapted from Barack (2011) and Jackson (2007) seachenginewatch.com

Podio collaborative work platform reaches 200,000

Podio Reaches 200,000 Organisations

 
 

Collaborative work platform, Podio, empowers teams to get real work done on any device, from anywhere; New Podio Share feature promotes easier content sharing

Citrix, the new owners of Podio, announced more than 200,000 organisations globally have adopted Podio, a powerful collaboration platform that enables people to work the way they want to, cut down on email and free themselves from content chaos. Podio can be accessed on the web, iPad, iPhone and Android devices, providing organizations with greater flexibility and transparency than ever before.
Podio by the numbers

• Today, more than 2.5 million Podio apps from the podio App Market have been installed in Podio workspaces. Podio workspaces have reached 700,000.
• More than 300,000 Podio apps have been created from scratch or modified by Podio users using the simple Podio App Builder, representing as many unique ways of getting work done.
• Almost 50 percent of Podio workspaces are 'open' instead of 'private', meaning any employee within an organization can participate. The large numbers of open Podio workspaces validates the growing industry trend towards sharing and increasing transparency in the workplace via social technology.
• Podio users have created 80 percent more status messages in workspace activity streams than private messages, and 50 percent more openly shared tasks than private ones. The way Podio users collaborate and communicate using Podio aligns with the workshifting trend of collaborating through social business tools and moving away from traditional communication silos, such as email or privately delegated tasks.

Podio Share

Citrix also announced today an innovative new Podio feature enabling users to share content, app data and tasks from Podio with teammates, partners or customers outside a private Podio workspace. The Podio Share feature also enables sharing of select content with recipients that are not in the Podio environment without compromising content privacy. Podio Share extends the collaborative power of Podio to anyone, but lets teams stay in control of the content they share.

KashFlow Accounting Software Review

Kashflow is an incredibly easy to use financial management product for small business owners. It allows them to create and manage sales invoices and purchase receipts, as well as many other useful features. We give a Delta Recommended *****Five Stars to KashFlow for it's ability/price ratio. A well packed accounts package at low cost. Why not sign up for a free trial yourself if you'd like to see more? Take it for a free test drive. >>

Becoming a Digital Business

An organisation cannot become a social business without first, or at least concurrently, becoming a digital business. Delegating digital roles to untrained, unmotivated or unwilling staff does not make a digital business. This common practice yields an inefficient retrofit rather than the transformation required to compete in today's digital world.

Organisations must review their structure, capabilities and resources allocated to all facets of digital integration across the organisation. This ranges from strategy, to development and production, brand, content, and creative, data, analytics, and CRM, media, mobile and social. Redesigning the organisation structure and processes and the change management associated with shifting the corporate culture to adopt to the connected and empowered consumer is an essential step in the evolution of today's businesses. Look upon it as developing a basic digital operating system for your organisation.

Social Media Behaviour

Social media and social tools are transformational both within and external to an organisation. Developing and nurturing relationships with consumers on social platforms has played a major role in fueling the resurgence of digital brand building and consumer engagement. Likewise, fostering collaboration and knowledge sharing within organisations using "social business platforms" is changing the way we work. However, many businesses have a difficult time changing their culture and workflow and therefore struggle to actualize the benefits of cross-functional involvement in consumer engagement, nor the formal collaboration platforms available today. As companies mature digitally, this will change, and social tools will facilitate effective collaboration and workflow within organisations of all sizes. There is clearly a need for social business tools and processes and this can only increase inline with mobile technology.

The Technical Creative - A new breed?

As a software developer colleague of mine with decades of experience said to me yesterday when I quizzed him about the cost of building an app for a client,
"If you had asked 4 years ago the application may have been a challenge. Now nearly all the pieces of the jigsaw are available easily and mass marketed."
The challenge, today, is to bring together the digital elements and create that seamless cross over between technical and creative. The combination of marketing consultancy and technical consultancy has never been in more demand. Even traditional methods of project management are being challenged as a new breed of specialist evolves in the digital arena. The route to market for any software development now has to embrace the existing channels laid open to it that were never there previously. Only a few years ago, as much consideration would have been given to the development of the infrastructure and hardware to facilitate the solution. Now the high speed communication link and hardware is in the palm of your hand.

Delta Digital GoMobi website

Delta Digital's mobile friendly website is now live using our very own GoMobi service. I bring you this blog directly from my mobile phone.

ADSL FACEPLATE | Double Your Broadband Speed

ADSL FACEPLATE | Double Your Broadband Speed

INCREASE BROADBAND SPEED Guide | Top Tips

INCREASE BROADBAND SPEED Guide | Top Tips
This guide helps you get the very best from your existing ADSL broadband connection. The vast majority of broadband connections in the UK use ADSL technology, where broadband signals are sent along copper wires between your premises and the BT exchange, alongside voice telephony signals. 

Conversion Rate Optimisation

Looking around the digital industry you could be forgiven for thinking improving conversion was simply
a matter of buying the latest technology. This is simply not true. Improving conversion requires both technology and people. It is people that make things happen. People are your strongest asset and your greatest tool. In fact, being in control of conversion, having someone directly responsible for conversion and incentivising staff based on conversion are the three variables most highly correlated with improved conversion and sales. These are all people issues. Technology can only take you so far, the rest comes down to people.

The need for a culture to embrace innovation

Not all companies have a culture that embraces innovation because there is a perception
of risk. To change a culture means securing buy-in at all levels of the business. If senior
management is not on board, you will not get the support you need to make the change across the
business. If the employees are not interested, you will not get the execution you need to
fundamentally change the way the business works. Effective leadership can overcome these
barriers.

Consider DLNA when buying your next TV

What is DLNA? - TV & DVD - Which? Technology

Recommended Mobile Apps

If you have an Android Phone you should have a Google Account. If not, then create one. You will be able to login to your Google Play Store which is also set up on the Applications page of your mobile phone. Once in your Google Play account on your PC, you will be able to see which Apps you have on your phone. You are also able to easily search and purchase other Apps from here.

Some I recommend:

Smarter Cities 2012

Holyrood's Smarter Cities 2012 is bringing together leading thinkers, practitioners and industry leaders to discuss the Smart City agenda, and how it might meet the complex challenges facing Scotland's cities.

In 2011 the government published its Agenda for Cities, and established the Scottish Cities Alliance between the SCDI, government and Scotland's cities.

Cities will be expected to achieve sustainable economic growth, reduce carbon footprints, and improve the efficiency, responsiveness and effectiveness of public services while facing shrinking budgets. Harnessing technology and multi-stakeholder partnerships  is promoted internationally as the Smart City answer to these pressing challenges, with the smartest cities benfiting from :

Numerous, distributed and sustainable energy sources

Energy efficient buildings supplied by 'smart-grids' and meters

Intelligent, low-emission transport that avoids congestion and meets demand

Citizen participation in service provision

'Open data' and innovation

Informed planner and decision makers

Integrated, efficient and intelligence utilities such as waste and water systems

Optimised private sector, academic, third and public sector coordination and cooperation

National, regional and international competitiveness and a low carbon footprint

Why attend?

At this event you will participate in debate, share experiences and network with influential researchers, analysts, and public representatives who are actively engaged in meeting these challenges.

The conference will focus on 3 areas:

Smart Cities and Scotland
What is a Smart City thinking?
What is being done, and what should be done in Scotland?

Aspects of a Smart City
Energy
Transport
Building
Services and more

Making Smart Cities a reality
Citizen engagement
Planning and infrastructure
Alternative funding sources
Coordinating and leveraging the private, academic, third and public sectors

Additionally delegates will benefit from interactive 'Breakout' sessions that provide delegates with the opportunity discuss aspects of Smart City thinking in detail.

Home | Click here to register

Event Elephant answers 3 questions

• What's your pitch?
"Event elephant is an online event registration platform, so any event organiser, whether it's a large festival with 50,000 attendees, a golf club running an annual fundraiser event or an IT company running one-day workshops, can set up their event and use our online event registration platform to develop a branded event website online, sell tickets online and take secure online payments.
• Who's your competition?
"Ticketmaster is the recognised brand in our field but we are a more niche service, so our advantage over them is that event organisers can create their own branding. The key advantage for event organisers using our technology is that they retain control of the attendee database. We also have Facebook integration; that's grown from 105 Facebook referrals in May to 11,000 in September. And we have 6,000 event organisers signed up now."
• How do you make money?
"We take commission that's 4.5% of the ticket price, then we have graphic design services too. It's about giving event organisers something different, and we target five niches of entertainment, sport, conferences, networking and training."

Other Event Manager Solutions...

Five Reasons Why CRM Implementations Fail

When listening to concerns about CRM solutions, implementation is usually high up on the list.  Yes, it can be daunting, but it is the pivotal point of the overall project. So why do CRM implementations fail?  Below are the most common CRM implementation errors and how to avoid them.

Avoid Training the Trainer
Proper implementation of a CRM solution takes concurrent and complete commitment from your company.  Too frequently, companies tend to underestimate what it takes to get the job done. Having only one or two key people learn the system, so they can train other employees is a recipe for disaster.  All users should have an opportunity to work directly with the consultant or trainer.  Meet with your consultant to get a clear understanding of what it takes to fully implement the CRM system so you can reap the benefits throughout your organisation.

Avoid the temptation to train your staff by department; such as having accounts train in the morning and then have warehouse staff trained in the afternoon.  These sessions usually turn into a demonstration rather than interactive training.  But worse, trainees have no sense of how the software integrates nor how they are affected by events in other departments.

Underestimating Implementation Time
In order to keep costs down to close the deal and make the sale, a consultant might suggest you purchase fewer days than you really need for a successful implementation . This can make you dissatisfied with the service when you learn you must spend more than you expected in order to fully exploit the software, not to mention the cost of a delayed or failed implementation.  Consultants may not guarantee they can get the implementation done with the days they quote, but press them to be up front with what it really takes to get their system up and running throughout your business.  Ask for specific examples of other similar projects and their implementation duration.

Resistance to Change
Culture shock is possibly the most difficult hurdle in an CRM rollout.  Employees are resistant to change for a variety of reasons; usually rooted in some type of fear.  They may be worried that their jobs are at risk or that they will be unable to learn the new system.  Some may just be afraid of computers.  Whatever the reasons; education is the answer.  Try to let them see how the new system will benefit them personally.  They may be less stressed because all the information they need is readily available; they may be less exposed to failure because they have greater control and access to online help.  Once they see how their own lives will be easier, they will actually be excited about the new system.

Choosing the Wrong CRM System
Choosing the wrong CRM system can be devastating.  Don’t be persuaded by a consultant that repeatedly says “Yes it will do that”.  Ask them to show you.  What can happen is the “yes it will do that” turns into “yes it will do that, but it will take more customising at extra cost”.

No Management Buy-in and People Aren’t Held Accountable
Management has to understand that all of the previously mentioned issues can be resolved when they accept the idea that a new CRM system is best for the organisation.  It is imperative that management also buys into the implementation process, and supports the plan throughout the organisation.  They must understand that “training the trainer” to cut costs is not a solid option, and pressing consultants for accuracy in implementation costs and educating employees on benefits of a new system is critical.

Everyone throughout the organisation must believe that management is completely behind the project and will take any necessary action to ensure success.  Furthermore, management in smaller companies tends to be reluctant to holding people accountable for their performance.  Even the best employees can lose their edge when they know they will never be held accountable for sub-standard performance and some less perfect employees will take serious advantage of such an environment.  Sometimes, management must be prepared to make some tough decisions if an employee remains a roadblock to the project’s success.

Expert Tips for Change Management

Expert Tips for Successful Change Management
by Lindsey Agness

Why do some change projects fail whilst others succeed? It is a very interesting question. There are three core areas of focus during any change process: process, systems and people.
This post explores the impact of change management on people; the processes, tools and techniques required to pro-actively change people’s thinking and their behaviour – in order to realise the anticipated benefits of your project. This means engaging with staff and helping them through the change process.
The good news is that research shows projects with an excellent focus on the people aspects of change, to be nearly six times more likely to realise the anticipated benefits than those teams with poor or no focus (95% vs. 16% respectively, according to Prosci Research in the USA).

So what are the greatest contributors to success?

Top tip no. 1: Be clear about the burning need for the change
Staff are more likely to collaborate with your change project and be willing to engage with the change process if they understand why the change project is necessary in the first place.
If you provide staff with enough compelling reasons, they are much more likely to engage with what needs to be achieved. Without explaining the reasons ‘why’, staff are likely to be ‘turned off’ and become disengaged; or may even sabotage the project.
Top tip no. 2: Set clear outcomes and business benefits for the project
Realising value is about ensuring that projects deliver the anticipated benefits for the business. The advantages of setting clear and measurable business benefits include having clear goals that can be communicated to staff, knowing the costs, identifying the risks, and ensuring the return on investment is understood from the start.
In contrast, unclear business benefits lead to a lack of focus, wasted effort and money, frustrated and de-motivated staff. This is not rocket science and yet, many businesses still do not give the planning stage enough attention.

Top tip no. 3: Encourage active and visible executive sponsorship
Leaders in your organisation need to visibly sponsor the change project. Too often they allow themselves to get diverted onto the next ‘sexy’ project that comes along. In addition, if they are expecting any change in values and behaviours they must be seen to role model them. Leaders who flout the new policy send out an extremely destructive about the validity of the change programme.
Top Tip no. 4: Create frequent and open communication around the need for change
It will take more than one announcement for the change message to be heard and digested by staff. The rule of thumb is seven times! This means using several different channels; and importantly, to keep communicating a consistent set of key messages. You simply cannot over-communicate.
It’s important to spend some time working on your strategy for communication and stakeholder management then developing a plan to deliver it effectively. There are four key phases of communication in a successful change project:

• Explaining the need
• Clarifying the vision
• Inspiring action
• Sustaining momentum

Project communication will often start well, but fizzles out part-way through the lifetime of the project. Make sure this doesn’t happen to yours!
Top tip no. 5: Use a structured change management approach
Use a structured and consistent change management approach instead of the more common ‘hope for the best’ alternative. Develop or buy an approach that can be scaled up for large transformational projects and scaled down for smaller challenges.
My own methodology includes a tool-kit of processes, templates and practice guides that can be modified according to need. The best results come from allocating dedicated project resources and funding. All too often, organisations attempt to add change management responsibilities to existing busy day jobs. This simply does not work.
Top tip no. 6: Put yourselves in your employees’ shoes
Finally, pay attention to the personal side of change. The ways people respond to change will depend upon three key elements: the amount of change going on, the impact of the change on them personally, and what else is going on in their private lives.
Each person’s threshold for change will be different. Imagine what it feels like to be in their shoes during the change project. What do they believe about the project? How are they likely to be feeling? How are they behaving? It will then become possible to assist them through the process in the most effective way.
One extra tip is to encourage people to focus on those aspects they can influence and control rather than on what they cannot. Help them to understand any positives and ‘what is in it for them’. In these ways you can help them to get involved and build their commitment to the change.

Podio

Ofcom report on a nation addicted to smartphones

• Over a quarter of adults and nearly half of all teens now own a smartphone

• 37 per cent of adults and 60 per cent of teens are ‘highly addicted’ to them

• Smartphones are beginning to affect social behaviour

New Ofcom research reveals the extent to which the UK has become addicted to smartphones, with people confessing to using them everywhere from the dining table to the bathroom and bedroom.
Over a quarter of adults (27 per cent) and almost half of teenagers (47 per cent) now own a smartphone, according to Ofcom’s latest Communications Market Report. Most (59 per cent) have acquired their smartphone, which includes devices such as iPhones, Blackberrys and Android phones, over the past year.
Users make significantly more calls and send more texts than regular mobile users (81 per cent of smartphone users make calls every day compared with 53 per cent of ‘regular’ users). Teenagers especially are ditching more traditional activities in favour of their smartphone, with 23 per cent claiming to watch less TV and 15 per cent admitting they read fewer books.
And when asked about the use of these devices, 37 per cent of adults and 60 per cent of teens admit they are ‘highly addicted’.
In the bathroom and at the dinner table

The rapid growth in the use of smartphones – which offer internet access, email and a variety of internet-based applications – is changing the way many of us, particularly teenagers, act in social situations.
The vast majority of smartphone users (81 per cent) have their mobile switched on all of the time, even when they are in bed, with four in ten adults (38 per cent) and teens (40 per cent) admitting using their smartphone after it woke them.
Over half (51 per cent) of adults and two thirds (65 per cent) of teenagers say they have used their smartphone while socialising with others, nearly a quarter (23 per cent) of adults and a third (34 per cent) of teenagers have used them during mealtimes and over a fifth (22 per cent) of adult and nearly half (47 per cent) of teenage smartphone users admitted using or answering their handset in the bathroom or toilet.
Teenagers are also more likely to use their smartphone in places they’ve been asked to switch their phone off such as the cinema or library – with 27 per cent admitting doing so, compared with 18 per cent of adults.

Work/life balance

Ofcom’s research found that the line between work and social time is also becoming increasingly blurred. Thirty per cent of smartphone users say they regularly take part in personal phone calls during working hours, compared with 23 per cent of regular mobile phone users. However, smartphone users are more likely to take part in work calls while on holiday or annual leave. Seventy per cent say they have ever done so, with a quarter (24 per cent) admitting to doing so regularly, compared with just 16 per cent of ordinary mobile phone users.
Generation App
The research also looked at the popularity of applications, or ‘apps’, among smartphone users and found that just under half (47 per cent) of adult smartphone users have downloaded an app – with many people taking advantage of the availability of free apps.
Teenage smartphone owners are more likely to have paid for an app download (38 per cent) than adult owners, amongst whom just a quarter (25 per cent) had paid for an app.
Teenagers are most likely to part with their pocket money for games, with a third (32 per cent) having paid for at least one game. Music is the next most popular genre amongst teens with 22 per cent having paid for a music-based app.
Adults are also most likely to pay for games (15 per cent) and music (8 per cent) apps, with maps/ navigation following close behind (7 per cent).
Digital decade
Ofcom’s report also looks at the changes which have transformed the communications market during the last decade. It found that:

• The majority of homes are now connected to the internet (25 per cent in 2000, 76 per cent in 2011);

• Nine out of ten people own a mobile phone (36 per cent in 2000, 91 per cent in 2011) – and one in seven households are now mobile-only, as the penetration of landlines dropped from 93 per cent in 2000 to 81 per cent in 2011;

• The majority of homes have adopted multi-channel TV (36 per cent in 2000, 93 per cent in 2010). Sixty per cent of households now own an HD-Ready TV although just over half of these claim to receive HDTV channels (33 per cent). Almost half (46 per cent) of households also now have a digital video recorder (DVR).

• Consistent with the growth of mobiles and smartphones, the number of mobile voice minutes has grown by 250 per cent over the past decade (from 35 billion to 125 billion per year), and the number of text messages sent has increased by 2000 per cent (from 7 billion to 129 billion per year).

• Average radio listening hours fell from 3 hours and 24 minutes in 2000 to 3 hours and 12 minutes per day in 2010.

Three important themes have also emerged over the decade:

• The resilience of TV. Despite increasing use of the internet and an explosion in the range of devices available to access media and communications, TV remains the nation’s most missed media and viewing actually increased between 2000 and 2010, with viewers currently watching just over 4 hours a day, up by approximately 18 minutes over ten years.

• The relatively slow start, then rapid acceleration in the use of mobile data services. The recent adoption of smartphones has been accompanied by an increase in the volume of mobile data transferred over the UK’s mobile networks. This increased forty-fold between 2007 and 2010.

• The increasing pace of adoption of new technologies. While it took 15 years for half of the UK population to get a mobile phone and 14 years to get multi-channel TV, newer technologies such as online catch up TV and social networking websites reached this landmark in just four years.

Despite this growth in communications services and the increasing time we spend using them, average monthly household spend has increased by just 12.8 per cent in real terms, to £93.10 (£83.01 in 2000) and has fallen consistently year on year since 2005 (£106.50).
Generation gap
Despite this period of significant growth, the digital revolution continues to pass some people by. While nine out of ten adults (90 per cent) aged 35-44 have the internet at home, this falls to just a quarter (26 per cent) of over 75s.
And while virtually all (99 per cent) 25-34s own a mobile phone, only half (51 per cent) of over 75s own a mobile, with this age group more likely to have a landline (94 per cent) than 16-24s (67 per cent).
When asked what media would be missed the most, people aged over 75 are also far more likely to miss their TVs the most (65 per cent), followed by radio (15 per cent) and newspapers/magazines (8 per cent). The picture is very different for young adults aged 16-24 who would most miss their mobile phone (28 per cent), followed by the internet (26 per cent) and TV (23 per cent).
However, there is evidence that older age groups are catching up in the adoption of technology. For the first time, over half (55 per cent) of those aged 65-74 have access to the internet at home while over three quarters (77 per cent) now have a mobile.
Superfast broadband
By May 2011, around 500,000 households had adopted superfast broadband – with a headline speed of 30Mbit/s or higher – a fivefold increase from 2010. Fifty-seven per cent of households are now passed by superfast broadband, either through Virgin Media’s cable service or BT’s Infinity product.
Satisfaction with superfast broadband is high, with 80 per cent saying they are satisfied with the service (compared to 57 per cent satisfied with their previous broadband service), and a third (33 per cent) saying download speeds exceeded their expectations.
Almost two thirds of consumers (63 per cent) with superfast broadband say they are now more likely to download High Definition films/ TV programmes on the internet.

Communications in the Nations and Regions

Ofcom has also today published separate Communications Market Reports for the UK’s nations. The reports and data compare and measure take-up of communications services in Northern Ireland, Scotland, Wales and the English regions.
With the UK set to complete the digital TV switchover by the end of 2012, consumers across the country have been upgrading their TV services from analogue to digital. In England, 96 per cent of TV homes now receive digital TV, in Wales the figure stands at 99 per cent, in Scotland at 97 per cent and in Northern Ireland at 90 per cent (where there is a year to go until switchover).
However, take-up of broadband continues to vary between the nations, with just 61 per cent of Scottish homes having broadband access compared to 71 per cent in Wales and 75 per cent in Northern Ireland. The proportion of mobile-only households is also greater in Wales (19 per cent) and Scotland (17 per cent) than the UK as a whole (15 per cent).
Ofcom’s Director of Research, James Thickett, said: “Ofcom’s 2011 Communications Market Report shows the influence that communications technology now has on our daily lives, and on the way we behave and communicate with each other.
“Our research into the use of smartphones, in particular, reveals how quickly people become reliant on new technology, to the point of feeling ‘addicted’.”
UK Key Market Developments
Telecoms and Networks

• Total UK broadband take-up increased by 3 percentage points to 74 per cent by Q1 2011. The largest increase in adoption was from those using fixed services – mainly among older age groups.
• 2010 saw a large migration of customers from pre-pay to contract mobile phone services. At the end of 2010, nearly half (49 per cent) of mobile subscriptions were contract, compared to 41 per cent a year previously. Growth in the popularity of smartphones and cheap SIM-only tariffs have contributed to this, with one in five contracts now under £15 per month.
• In 2010, an average of five text messages per day were sent for every person in the UK. In total, 129 billion text messages were sent, up by 24 per cent from 2009.
• Total telecoms revenues fell by 2 per cent in 2010. Mobile revenues increased slightly (up 1 per cent), but fixed voice and broadband revenues continued to decline (down 3 per cent and 6 per cent respectively).

TV and audio-visual

• Nearly 10 million TV sets were sold in 2010, almost all of which were HD ready. There were nearly 1 million internet-enabled TV sales during 2010, and 125,000 sales of TVs with 3D capabilities.
• The UK TV industry collectively generated revenue of £11.7 billion in 2010, a 5.7 per cent increase on 2009, driven by both a recovery in advertising revenue (up by 11.2 per cent) as well as continued increases in subscription revenues (up by 5.3 per cent).
• Spend on public service broadcasting network programming across the five main channels and the BBC digital channels increased by 5 per cent in nominal terms to £2.9 billion, the first increase in five years.
• Time-shifted viewing in homes with digital video recorders (DVR) accounted for 14 per cent of all viewer hours in DVR homes in 2010, down by 1 percentage point from 2009.
• Twenty seven per cent of adults said they used the internet for viewing catch-up television services in the first three months of 2011, a 4 percentage point increase on 2010, and a 12 percentage point increase in two years.
• Over half of all households (54 per cent) have a games console, with one fifth of these (22 per cent) saying they use them to view video or TV content.

Radio and audio

• Some 91.6 per cent of adults listened to the radio in the first quarter of 2011, up by 1 percentage point on 2010.
• Listener hours rose to 1.04 billion per week in 2010, up by 2.1 per cent year on year. National commercial stations saw the largest increase, up 7 per cent year on year.
• Over a quarter (26.5 per cent) of all listening was via a digital radio platform in the first quarter of 2011, 2.5 percentage points higher than in 2010.
• UK radio industry income totalled £1.1 billion in 2010, up by 2.8 per cent in a year. BBC 6 Music is now the most listened to digital-only station (in the first quarter of 2011), with its weekly listener base growing by 261 per cent since 2006, reaching 1.3 million listeners on average per week. This growth comes in the context of a steady rise in the take-up of DAB digital radio and of digital radio listening more generally, and a campaign to prevent the closure of BBC 6 Music.
• One in five (18 per cent) households use the internet to listen to the radio, seven per cent use free audio streaming services such as Spotify, and two per cent use subscription based streaming services.

Internet and web-based content

• Over a quarter of people use their mobile phones for internet access. In the first three months of 2011, 28 per cent of UK adults said they accessed the internet on their mobile, up from 22 per cent in 2010.
• Nearly six in ten (57 per cent) mobile phone internet users visit social networking sites on their mobiles, making it the most popular activity ahead of sending/receiving emails (53 per cent).
• Nearly half of UK adults (48 per cent) said they used social networking sites in the first three months of 2011, up from 40 per cent in 2010. Total time spent on social networking sites was 1.3 per cent higher in April 2011 than in April 2010.
• On average, internet users spent around 50 hours online on PCs in April 2011 (equivalent to 1 hour 40 minutes a day).
• Over a quarter (26 per cent) of advertising spend is on the internet, marginally ahead of television. Internet advertising spend grew by 16 per cent in 2010 to over £4 billion. Mobile advertising increased by 121 per cent in 2010 to reach £83 million.

The Communications Market Report website can be found here: www.ofcom.org.uk/cmr.
ENDS
NOTES FOR EDITORS
1. Smartphone users were asked to rate how addicted they are to their phones on a scale of 1 to 10, with 10 representing completely addicted, and 1 not at all addicted. For analysis purposes, those who gave a rating of between 7 and 10 have been classified as highly addicted.

The 4 Principles of Good Listening

There are four underlying principles upon which good listening is based.  If these principles are adopted we immediately become better listeners.

Commitment
If we are committed to communication then the effectiveness of our listening increases.  A speaker may not have his/her thoughts properly ordered.  The committed listener uses techniques such as 'Summarising' to ensure clear communication. We must 'want' to listen and hear what is being communicated to us.

Interest
When we are interested in a person or subject, we listen closely.  The converse is also true.  A good listener is interested in the speaker and what they have to say. Show that you are listening.

Values
Personal values have direct impact on Listening. Do you believe people have a right to a different view?  Do you believe people have a right to be heard?  If the answer to both questions is 'Yes', you are more inclined to listen.  If the answer to either is 'No', then you are likely to interrupt or be distracted.

Confidence
Listening requires confidence because we feel the other person has control. We should feel confident when listening and show it in our responses.

Are you confident, interested, committed and believe in other people's right to be heard? If you are, you will continually improve as a listener.  Listening techniques are hollow and unconvincing if you have not adopted the underlying principles.

Google Adwords

I am setting up Google Adword campaigns for my key clients as a free service. It is relatively easy to do, just watch this video then name your budget.

This is an excellent way for us to start thinking about your key words and phrases.

Fundamental Attribution Error

Fundamental Attribution Error
All of us have biases which affect what we see when we look at a problem. I often notice others falling into the Fundamental Attribution Error assuming that people behave the way they do because 'that's the way they are' when in fact it's the system in which they operate and the incentives they are given which make it inevitable that anyone would act that way. The reason I notice the FAE so often is because I have the opposite bias. People who know me would say that I focus on systems and organisation as a way of explaining what is going on, at the cost of missing significant facts about individuals. I have to admit that they are often right, but that's fine because I've taught myself to take a second look so that I'm not completely blindsided by the thoroughly bloody-minded individual causing havoc in a perfectly sensibly structured organisation.

The point is that we all have biases, in one direction or another. If we want to improve our chances of finding the right diagnosis or the right response in any situation, we need ways of overcoming them.

Expand Your Comfort Zone

So often, we do the wrong things because we stay within our comfort zone. It's time to find the way to move out. The first step, and by far the most important, is to recognise and accept that we have comfort zones, and that some of what we need to do is currently outside of them. Wherever we are professionally, some of the things that others reasonably expect of us do not feel comfortable to us. Does this worry you? Do you feel guilty about it? If so, give yourself permission to be human and simply accept it. Assume that everyone else is in the same situation, whatever image they may be portraying to the outside world. Drop the guilt, and the problem becomes much more manageable. Next, work out what specifically is outside the zone that you need, or want, to do. That's not hard once you have accepted the idea that you aren't perfect, that some of the things you find hard are things that others find really easy. Go through a time-management analysis using a diagram similar to the above to identify the urgent and important items, but this time also note how they make you feel.

Now you know what you need to do, and it's time to start gently pushing outside of the comfort zone and do it. The key word is 'gently'. You have to take time. Think of it like climbing a flight of stairs. You might go up one step at a time, or possibly two, but if you try to do ten at a time you will just fall back down to the bottom again. The idea is that, over time, you can make the unfamiliar familiar, and hence unthreatening.

Recruit Some Help
Preferably strange help. You will have to overcome some strong social pressure if you want to upgrade your or your organisation's thinking. There is some good news from the experiment. I find that just one dissenting voice makes it much, much easier for the subjects to give the right answer to a problem.If you can arrange one dissenting voice, you will find it dramatically easier to spot where you are going wrong. If you can arrange several, better still. You will also find that the best people to help you are those from outside your own world. It's unlikely that anyone from yom own speciality (finance, FMCG marketing, software development or whatever) will be much help, nor will anyone from your own organisation.

How do you tell who is going to be a good collaborator?
There are a few points to look for.One is that they should have the ability to accept your situation but not be limited by it. Another way of putting it is that they can distinguish between what is genuinely a constraint on you, and what you only think is a constraint. Good collaborators know when to urge you on and when to hold you back. You will sometimes come up with ideas that seem insane. Some of the possibilities you see will make you fear that you are succumbing to delusions of grandeur. This is when you will need an objective opinion to reassure you that you're not taking leave of your senses altogether.

One of the crucial skills of a good collaborator is the ability to see the possibilities you are missing. Look, for instance, at Charles Babbage, who first had the idea for the computer. His vision was essentially for a large calculator, which could do what it was designed to do. It was Babbage's collaborator, Ada Lovelace, who had the idea of making it programmable. You could build the thing and then think of other things for it to do. He thought of hardware and she added software. Apply this kind of collaborative approach to your own situation. Look for comments such as: 'I like the article, but I think there is a bigger, more interesting idea lurking in there that you haven't brought out,' or 'If you changed this and this, you would have something that would appeal to a much bigger market.'

When you receive advice, ask yourself: 'Would they say the same to someone else?' This is very important, because the default position of so many people who offer advice is to tell you what worked for them, or for someone else, but which might not work for you. What your adviser must be able to do is to come up with ideas that might actually work for you. They must know enough about you to tailor their advice.

Take It Slowly
If you decide that you would like to break away from conventional wisdom and start living more effectively and more resourcefully, you need to recognise that the thinking is the easy part. The emotional aspect will be the more difficult one. You will need to manage with less social support, or organise alternative sources of social support. You will need to engage with some powerful, primitive parts of your psyche. This is where I really take issue with the motivational gurus and the self-help books. Liberating yourself from worn-out thinking will be a process, not an act. I can't offer you seven steps to anything, nor can I promise that it will all be done in 21 days.

There is no once-and-for-all method for freeing yourself from worn-out thinking. Rather, there is a set of practices for keeping your thinking, and therefore your decisions and actions, in tune with an ever-changing reality, making you a little freer every day, even if you never achieve complete liberation. It will always be worth the effort, and that effort will become less over time.

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