Not many people understand the importance of data privacy. They don’t get out how little bits of information sent from your phone every now and then can show a lot about your day-to-day life.
As the German government tries to come to a consensus about its data retention rules, Green party politician Malte Spitz retrieved six months of phone data from Deutsche Telekom (by suing them), to show what you can get from a little bit of private mobile data. He handed the data to Zeit Online, and they in turn mapped and animated practically every one of Spitz’ moves over half a year and combined it with publicly available information from sources such as his appointment website, blog, and Twitter feed for more context.
This profile reveals when Spitz walked down the street, when he took a train, when he was in an airplane. It shows where he was in the cities he visited. It shows when he worked and when he slept, when he could be reached by phone and when was unavailable. It shows when he preferred to talk on his phone and when he preferred to send a text message. It shows which beer gardens he liked to visit in his free time. All in all, it reveals an entire life.
Press the play button and watch him go, or use the timeline on the bottom to skip to specific spots. Slick, well-designed, and thorough reporting.
Want to see the data for yourself? Download the spreadsheet. Zeit did omit phone numbers, but it should be easy to see how that could add a whole other level of complexity.
Then again, some people already share all this information via Foursquare and Twitter. Is that a good thing?
–> Jiri Kulik’s interest in digital marketing isn’t just professional, it’s personal: He was scheduled to be on the United Airlines Flight 93 on Sept. 11, 2001, that went down in Shanksville, Pa., but changed plans to visit E-centives, a digital-promotion vendor, in Bethesda, Md.
Reckitt Benckiser’s new North American marketing chief is steeped in digital marketing and believes the second wave of digital media he’s been part of will be the one that succeeds. Under Mr. Kulik’s predecessor, Andrew Lacik, who left to head RB’s global home-care business, the company spent more than $20 million on online video each of the past two years. Mr. Kulik sees no reason to change RB’s standing as the biggest spender in the medium.
Digital is part of his plan to do what RB brought him to the U.S. for from his most recent stop as general manager for South Africa. Among other things in his career, he’s helped double dishwasher penetration in Turkey. Now he’s relying heavily on digital media to rekindle growth in a U.S. market where household penetration for seemingly unavoidable products like toilet-bowl cleaner has been declining lately.
But while Mr. Kulik was always a digital pioneer, he wasn’t always a true believer. He was RB’s representative to the Transora digital supply-chain alliance for packaged-goods companies in the late 1990s and spearheaded the marketer’s Home Solutions News online relationship program. Even so, he told the company’s board in 2002 that online advertising wasn’t likely to make an impact anytime soon. “People didn’t want to have a relationship with their toilet-bowl cleaner,” Mr. Kulik said, plus lack of broadband made video ads virtually impossible.
This may not have seemed a politically astute message for the company’s director of business-to-consumer internet marketing. But it did help advance his career. He got sent to Turkey to become marketing director and began working on getting more people to use and buy dishwashers, ultimately helping RB make Turkey the No. 4 market for its dishwasher detergent brand Finish and increase sales more than six times.
Sales of RB’s Finish dishwashing products are down, but the company is relying on digital media to boost growth.
Turkey was already a big market, with higher household penetration for dishwashers than the U.K., he said. But many people got the appliances as wedding gifts and rarely used them, thinking they were expensive and used too much water. Mr. Kulik began a campaign showing dishwashers actually use less water and cost less to run than hand washing, which increased usage and also helped double household penetration of the appliances.
So what do digital marketing players need to know about Mr. Kulik? Well, he’s a poster child for everything RB’s culture wants to be — polyglot, entrepreneurial, willing to quickly admit mistakes, learn fast and move on.
He joined what was then Benckiser in 1994 as an intern in the Czech Republic, put in charge of securing a trademark for a new detergent. What he was given — Tornado — was already taken by Unilever. So Mr. Kulik’s boss gave him a small budget to hire a firm to find another one, which he did — Perla. By 26, Mr. Kulik was the youngest member of the company’s top 400 executives.
Mr. Kulik said he jumped at the chance to come to the U.S. to replace Mr. Lacik. “The U.S. is the champion league of marketing,” he said. “It’s also very aggressive. When you launch a program, the trade gives you six months.” Case in point is Finish Quantumatic, a dishwash device Mr. Kulik believes is still the future of dishwashing, but which has lost considerable shelf space in year two.
On the other hand, the Lysol No-Touch hand soap dispenser launched last year already is an $80 million to $100 million retail business. As Mr. Kulik sees his biggest challenge to be reversing a trend toward lower household penetration in RB’s household categories, the market could use more of those — and a Turkish dishwasher story or two.
PARSIPPANY, N.J., Feb. 11, 2011 /PRNewswire/ — Reckitt Benckiser (RB) plc, a world leader in household, health and personal care (with U.S. headquarters in Parsippany, NJ) and parent of Clearasil, Lysol, Woolite and other iconic brands, announced financial results for the fourth quarter of 2010.
- Global total net revenue growth of 7% (at constant), to 8,453m pounds Sterling.
- Global Group excluding SSL 6% LFL.
- Growth in North America was delivered by successful innovations and marketing investments behind powerbrands such as Lysol, Finish, Airwick and French’s.
- Global total gross margin 40bp to 60.6%: global total adjusted operating margin 200bp to 26.4%.
- Global Total adjusted net income 17% (actual exchange) and adjusted diluted EPS of 226.5p ( 16%).
- The Board recommends a 14% increase in the final dividend, bringing the total dividend for 2010 15% versus 2009.
Commenting on these global results, Bart Becht, global Chief Executive Officer, stated:
“Reckitt Benckiser enjoyed another year of market-beating results, despite declining global market growth. As targeted, like-for-like net revenue growth was 6% for the Group excluding SSL and 5% for the base business. Total adjusted net income growth of 15% (at constant) was also strong. This is further evidence that our strategy of focusing on our Powerbrands, behind new product initiatives and high levels of marketing investment, is one that continues to deliver.
For 2011, we are aiming for another year of above industry-average growth. The targets for the total Group (including SSL) are for 12% net revenue growth and 10% adjusted net income growth at constant exchange.”
Commenting on performance in North America (NA), Rob de Groot, Executive Vice President, North America, Australia, New Zealand, said:
“Innovations such as the Lysol® Healthy Touch No-Touch Hand Soap System in conjunction with our Lysol® Neutra-Air Fabric Refresher helped to drive growth in North America. We were also very pleased with the performance of the Finish, Airwick and French’s brands, which are favorites for North American consumers. We are looking forward to introducing new innovations on our brands to help achieve further growth in 2011.”
It’s easy to talk about integration, and everyone does, especially industry wonks who write and blog and tweet about it endlessly. But actually doing it is a different matter. For starters, it means erasing lines wherever possible between ‘digital’ and ‘traditional’ ideas, executions, departments…and especially people. None of us should be ‘digital’ or ‘traditional’, we all need to be both. So, in the spirit of erasing lines, I’m pleased to announce that we are erasing Rahul. Not the Rahul the person, but Digital Rahul. And we’re replacing him with…Integrated Rahul. Digital ECD since 2008, Rahul will now also assume the position of ECD of one of our biggest accounts, Reckitt Benckiser. Reckitt is one of the few clients we have who does not take advantage of our full capabilities. Rahul will fix that. Rahul – formerly just digital, now also super integrated ECD of Reckitt. Is there anything he can’t do? Please join me in congratulating him on this new role. Al