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OMMA’s Industry Watch: Another Kind of Rich Media

Tuesday, June 27th, 2006

Excerpt:

Simulating In-Store

Of course, matching the upscale retail store experience to the online one is also a challenge for luxury names in the beauty and fashion world, such as Giorgio Armani. Last fall, the brand launched a new cosmetics site, www.giorgioarmanibeauty.com, which offers consumers the opportunity to browse and buy products that are only available at 30 counters in the U.S. Since 2001, consumers could find information on the Giorgio brand in a separate section on www.giorgioarmani.com, but were unable to purchase products. "The time was right in terms of consumer readiness to now expand that site to e-commerce," says Ava Huang, vice president of marketing for Armani Cosmetics & Perfumes. "The wide acceptance of e-commerce across all categories has been embraced by the beauty consumer as well, who expects to purchase his or her favorite products online."

ID Society, a New York-based Internet marketing and Web design agency, was charged with creating giorgioarmanibeauty.com, which uses the same design aesthetics as the other Armani-branded sites. "The real challenge was creating a luxurious shopping experience with strong Armani customer service in an e-commerce site that doesn’t detract from the elegance," says Adam Berkowitz, CEO of ID Society. "The overall Armani brand attributes of ‘minimal’ and ‘modern’ led us to the overarching design aesthetic. Using simple accents and a healthy dose of air and spacing, the site evokes luxury quietly."

Unique to the site, and a first for Armani, is the Beauty Bar, which simulates the in-store counter experience for online shoppers, who can view all beauty products lined up next to each other. The screen seems to scroll through the products, which are illuminated once a visitor rolls over an item. ID Society also created an Armani Advisor section, where celebrity face designer Tim Quinn provides lessons on how to apply four various looks with direct access to purchase the products.

Since luxury consumers are accustomed to personalized treatment and service, a Register section on the site provides perks to loyal customers. In addition to free shipping and exclusive offers (such as special limited edition samples), customers can locate a record of their past purchases.

"More luxury brands are creating these programs not only to offer more personalized service, but also to make the consumer feel special, like they are aspiring to the luxury image portrayed by the brand," says Berkowitz. "Brand teams also want the consumer to feel so special that they will recommend the products and Web site to other friends, therefore becoming true evangelists for the brand."

Read full article

Computer Arts Magazine Profiles ID Society

Friday, May 12th, 2006

Computer Arts, the world’s best-selling magazine for digital artists and designers, boasts a strong line-up of tutorials and interviews with leaders in the global design world. Today, ID Society is proud to announce they are among these leaders, with a six-page feature profile in the May issue (#122).

Accompanied by photos of Adam Berkowitz and Jonathan Webb on their rooftop with the Manhattan skyline as a backdrop, the article offers a look at the growth of ID Society, from when it was first founded to their appearance on the cover of Entrepreneur magazine to its long and growing list of high-profile clients, including the most recent and stunning site it created for Giorgio Armani Beauty.

"Clearly, they are doing something right" writes author Mark Penfold, who also provides readers with a glimpse into what’s behind their ongoing success. While strategy, design and technology are key factors, it’s all about "relationships," not just ID Society’s relationships with clients, but their ability to enable clients to create strong relationships with their clients.

Soon, Catch ‘Lost’ Online, a Day Later

Tuesday, April 11th, 2006

Julie Bosman
New York Times
April 11, 2006

For the Walt Disney Company, plans to make television shows available free online are a way to bolster revenue by selling two sets of advertising — TV commercials and online ads — for a single show.

For advertisers, the online offerings represent an opportunity to capture the attention of particularly Web-savvy consumers who do not have the luxury of fast-forwarding through the ads as they can on a digital video recorder.

Yesterday, Disney announced details of the plan. Beginning in May, the company will begin a two-month trial that will make four popular shows from its ABC network — "Desperate Housewives," "Lost," "Commander in Chief" and "Alias" — available for free viewing online the day after they are broadcast. The plan was first reported in The Wall Street Journal.

Unilever is among the advertisers that bought ads for the initial test run. Noreen Simmons, Unilever’s director of strategic media planning, said she expected that consumers who were watching shows in streaming video online would be more alert than if they were watching the same content on television.

"It’s going to be a different viewing experience," Ms. Simmons said. "Rather than people sitting back in their chairs watching TV, this is going to be a lean-forward experience."

A string of other companies — including Cingular, Ford, Toyota, Procter & Gamble and Universal Pictures — have also purchased ads, a spokeswoman for Disney said. Jon Winsell, the director of online media strategy for ID Society, an interactive marketing agency in New York, said people who were willing to log on to a computer to watch a missed episode might be loyal enough to tolerate the unskippable commercial breaks.

"When you’re talking about ‘Desperate Housewives’ or ‘Lost,’ you’re talking about a rabid fan base, so they’re probably willing to put up with a little more," Mr. Winsell said. Some advertisers are looking at the Web site as a way to find consumers wherever they are taking in content. Mark Simmons, the national manager of advertising strategy and media for Toyota, said the company viewed Disney’s new offering primarily as an experiment.

"We wanted to basically test this and learn what we can," Mr. Simmons said. "I think the measurement will be in how many people view these Webisodes."

The plan is the first time a broadcast network will give away full-length hit prime-time TV shows on the Internet. It is also an indication of the pressure networks are feeling from popular video-on-demand services, which are offered by cable operators, among others, and allow viewers to see TV shows and movies when they want. In addition to the four ABC shows, the Web site, www.abc.com, will carry content from three of Disney’s cable channels, the Disney Channel, Soapnet and ABC Family.

At a panel discussion yesterday in Atlanta at the National Show, a cable conference put on by the National Cable and Telecommunications Association, Anne Sweeney, president of the Disney-ABC Television Group, said she thought of the plan as "a learning opportunity."

"None of us live in the world of one business model," she said, referring to the other panelists, who included Brian L. Roberts, the chairman and chief executive of Comcast, and Richard D. Parsons, the chairman of Time Warner.

Mr. Roberts, referring to Ms. Sweeney of Disney, said, "People say television will be free on the Internet. I can’t believe that’s HBO’s model, CNBC’s model or Anne’s model. The idea is to make the pie bigger."

At a news conference after the panel discussion, Mr. Parsons of Time Warner said he was not concerned about the possibility of Disney content cannibalizing video-on-demand from cable companies.

"It’s the same way video-on-demand is going," Mr. Parsons said. "You have to have a full suite of video. The notion that someone is going to hollow out the business, I don’t see that happening."

Indeed, one analyst suggested that the new model was more old-school than revolutionary.

"They are going back to the traditional way that people have watched television for years: free with ads," said Richard Greenfield, an analyst at Pali Research. "It’s reverting back to what consumers are most comfortable with."

Like other media companies, Disney is trying to rally attention in an out-of-favor sector, said Michael Nathanson, a media analyst at Sanford C. Bernstein & Company.

"A lot of companies are trying experiments like these, not just Disney," Mr. Nathanson said. "But no one knows what the business model is and whether it will pay off."

Laura M. Holson and Ken Belson contributed reporting for this article.

View article online at www.nytimes.com

Missed favorite ABC show? Tune to Net!

Tuesday, April 11th, 2006

BY MARISA GUTHRIE
DAILY NEWS
April 11, 2006

Starting next month, reruns of "Desperate Housewives," "Lost" and other top shows will be on the Internet - for free - the day after the episodes air.

A two-month trial period, which will also include "Commander In Chief" and "Alias," begins May 1 on ABC.com.

"The good news with this whole free video on the Internet game is that the consumer wins," said Jon Winsell, director of online media strategy at ID Society, a New York interactive marketing agency. "That whole TiVo, time-shifting, DVR mentality is now carrying over to the Web, where it can be fully implemented any time."

But they won’t be able to watch without commercials. Each episode will include about three advertising breaks, which is less than an average network hour. And fans will not be able to skip through the ads.

Many of the ads will be interactive, according to an ABC spokeswoman. And users will be able to pause and move back and forth within the episodes.

But unlike the television content currently available on iTunes, which is downloaded and stored on a user’s computer or video iPod, streaming video isn’t savable or portable.

The move is the latest effort by television programmers to forge an online presence.

At $1.99 an episode, "Lost" and "Desperate Housewives" have sold at a brisk pace since they debuted on iTunes last October. More recently, ABC made those shows available on iTunes’ "Season Pass," which lets users buy entire seasons for $34.99 and have episodes sent to them a day after they’ve aired on the network.

As part of the current experiment, cable’s Disney Channel will stream episodes of several shows on DisneyChannel.com, including "That’s So Raven," "The Suite Life of Zack & Cody," "Kim Possible" and "Power Rangers."

Soapnetic will launch Monday on Verizon’s online broadband service and include original programming as well as repackaged versions of all nine of its current soap operas.

View article online at www.nydailynews.com

Free TV shows without the TV

Tuesday, April 11th, 2006

By AARON BARNHART
The Kansas City Star
April 11, 2006

Here’s a revolutionary idea: Watch new episodes of “Desperate Housewives” for free. With commercials.

Doesn’t sound very radical?

Wait — did we mention the part where you don’t use your TV set?

ABC announced Monday that, during May and June, viewers will be able to stream episodes of its two most popular programs, “Lost” and “Desperate Housewives,” at no charge on ABC.com whenever they want to watch. In addition to those marquee shows, ABC and other networks owned by the Walt Disney Co. will stream full episodes of other programs, such as “That’s So Raven” and “Power Rangers.”

The catch: The free shows will be ad-supported and, unlike with your TV’s video recorder, you won’t be able to fast-forward through the commercials.

ABC’s announcement is the latest sign that some popular TV shows will become available by every means possible on every device with a screen, be it a 2-inch video MP3 player, 17-inch PC monitor or wall-sized home theater system.

It comes at a time when you can also get video content, called “mobisodes,” on your cell phone, and programs developed exclusively for the Web that will never see the inside of your TV. On Monday, the Television Academy announced five such programs nominated for this year’s new Emmy Award for “nontraditional viewing platforms.” They included a spinoff of Fox’s spy thriller “24” designed for cell phones, America Online’s coverage of last summer’s “Live 8” concerts and the independent Web sitcom, “It’s JerryTime!”

What was striking about ABC’s Monday announcement was that, for a change, it wasn’t highlighting one of those sleek handheld devices. Instead, the star was the humble personal computer. Before the iPod came along, the PC was considered the major challenger to TV, because it had a large screen and hundreds of millions of models in use.

Now that nearly 70 percent of American homes with Internet service have switched to broadband, there is a huge audience for streaming video on the PC. This has led to an explosion in content and more time spent online, according to Nielsen/NetRatings. It recently reported that the average surfer spends more than 30 hours a month online. That’s up more than 20 percent in the past two years.

Yet even as broadband usage has increased, so has time spent watching plain old TV, according to Nielsen. The number of people who have their TVs turned on while they surf the Web also continues to rise.

“There’s not a huge, demanding audience that wants everything on TV to be available on computer,” said Jon Winsell, director of online media strategy at ID Society. “We had video on demand 20 years ago. Consumers didn’t want it. It’s like videophones back in the 1970s. We had the technical capability; we just didn’t have the demand.”

Not only is TV not dying, there’s growing evidence that new media and old media are codependents. Take “The Office,” the NBC comedy starring Steve Carell as an obnoxious regional manager for a paper-supply company. After it debuted to modest ratings, NBC began offering full episodes on the iTunes Music Store. There, it became one of iTunes’s most downloaded shows and began making converts. They, in turn, started tuning into “The Office” on NBC, which has seen its audience grow this season… (continue)

View article online at www.kansascity.com

TV everywhere

Friday, April 7th, 2006

THE ABILITY TO WATCH A SHOW ANYTIME, ANYWHERE WILL MEAN NEW WINNERS AND NEW LOSERS.

By Rick Bentley
The Fresno Bee
Sunday, April 2, 2006

It’s 10:03 p.m. Sunday. You suddenly realize that besides the fact you were not home to watch the weekly antics of the women of ABC’s "Desperate Housewives," you forgot to set the VCR, digital recorder or TiVo.

At one time, this viewing boo-boo meant trying to find someone who videotaped the television show or having to wait for the rerun. Those days have gone the way of vinyl albums, eight-track tape players and suitcase-size home computers.

Three new systems for the delivery of television programming to the public have arrived: devices connected to the Internet, nonconnected mobile devices such as the iPod or other MP3 players and the cell phone.

The Consumer Electronics Association reports $135 billion will be spent on consumer electronic products in the next year. A huge chunk of that money will be spent on electronic equipment to watch television.

That’s why the networks and cable channels are offering episodes of television shows, short program highlights and even sporting events through these new platforms. The reason is simple. Each platform offers potential growth in viewing numbers for their offerings.

No longer does a TV watcher have to stay at home or remember to set a recording device.

With great new technology comes great responsibilities. How will television stations deal with the loss of viewers for commercials on their stations? Who will benefit financially from the new delivery services? Which new technology is the best? Is traditional TV viewing at home going away?

The simple answers are don’t know, don’t know, don’t know and no chance in Helsinki.

There are a lot of unanswered questions at this point. But executives, journalists, producers and those who monitor television agree that the consumer is the big winner.

Jon Winsell, director of Online Media Strategy at ID Society, an interactive marketing agency, says consumers are in a great position.

"There are so many new technologies that allow the consumer to watch what they want and when they want to watch it. What all of these technologies are doing is making TV watching more convenient in between the times you are at home. It all helps you be more mobile," Winsell says.

CBS president Nina Tassler told television critics in January: "The truth is, we don’t know where we’re headed. We know that we are going for the ride.

"I think, philosophically, we know that we need to get our programming to the audience: where they are, when they want to watch it. For us, it’s all about content, and our hit shows and the quality of our hit shows means that all the opportunities for these other platforms are even greater. We’re very curious as to where this is going to lead."

Fox entertainment president Peter Liguori says that it is too early to talk about which new form of delivering programming will be used.

"We’re taking a more measured approach to what works and what may not work and I think, in the world of new technology, that is the quintessential marathon, not a sprint, and we’re looking at it accordingly," Liguori says.

What’s traditional TV’s future?

What the television executives are looking at is an assortment of ways for television watchers to see programs without having to sit in front of their television sets in their homes.

ABC already is offering episodes of "Lost" that can be purchased for podcasts. The same goes for NBC and "The Office."

One of the big concerns is that the more such shows are viewed on computers, telephones or iPods, the less likely the program will be watched on local affiliates.

The networks make deals with local television stations to broadcast their programming. The stations sell advertising time on those shows to make money. If fewer people are watching the programs the traditional way, there will be fewer people seeing the local and national commercials.

Mark Glaser, a longtime journalist, suggests there is plenty of advertising-generating programming for everyone. He says that the demand for entertainment has grown to the point there is no way it can be adequately delivered by the networks and cable channels.

"There’s a finite amount of space that you could have in those instruction models, but the Internet and new distribution avenues are basically opening it up so you can add an infinite amount of inventory," Glaser says.

That means instead of being limited to the 24 hours of daily programming available on each network, every old and new television show could be made available to the public.

Most network executives agree that the majority of television viewing, at least for now, will still be done through traditional television sets. All of the new technologies just offer some bonus opportunities.

Tassler explains CBS is looking at all of the new alternative ways of watching television as a means to draw attention to the original broadcast format.

When an episode of "Two and a Half Men" aired following a Yahoo! broadcast of the CBS show, the comedy experienced an increase in viewing by the 18-to-49 age group. Network executives credit the Internet exposure with the ratings jump.

Early efforts to offer programs such as "Desperate Housewives" and "Lost" through Apple iTunes have shown that television watchers are more inclined to watch a show after they have seen it on one of the new delivery systems.

"It has not taken away viewers at all from our shows, but actually drove up and increased our viewership," says Albert Cheng, vice president of digital media for Disney-ABC.

The Sci-Fi Channel will use iPods to give viewers more opportunities to watch new episodes of "Ghost Hunters." New episodes started airing Wednesday on the cable channel. The shows were available on iTunes for $1.99 the day after their first-run broadcast.

The new technologies are not just limited to series. CBS offered college basketball fans condensed versions of all the 2006 NCAA Men’s Division I Basketball championship games for $1.99 per game as a webcast.

Which new format is the best?

The simple answer right now is that no one knows.

Network executives are looking at several criteria when trying to decide which new format will be best: The technology must be sound; it must be enjoyable for the consumer to use; there must be a way to protect the programming from being pirated; there must be aspects that complement what the network is doing; and making money is important.

"It’s about looking at consumer needs, looking at the consumer experience, going everywhere they are," says Stephen McPherson, ABC entertainment president.

David Katz, head of sports and entertainment for Yahoo! Media Group, points out there has been a clear shift of usage to the Internet in recent years.

"If you’re trying to market your programs, you absolutely need to be on these other devices and platforms in order to get your message in front of folks," Katz says. "I do believe, however, the Internet is going to be a great promotional platform for all of these shows and ultimately help enhance loyalty and drive people back to the shows.

"Now everybody is getting high-speed Internet access. And through IP [Internet Protocol] delivery, you’re going to see a couple of different things. The premise behind an IPTV is that you can really combine that kind of rich video programming with the interactivity and really make kind of an interactive, more immersive experience."

The Internet v
iewing will require advertisers to find new ways to sell their products. Right now, viewers can speed through commercials in any recorded program.

One way that the Internet can take advantage is to have the entire telecast sponsored by a single advertiser. There also can be interactive points on the screen that would allow a consumer to watch a TV show and order a pizza.

There’s no doubt that the Internet is huge. But just think about how many cell phones are being used.

National research shows that 52% of those 25 to 34 years of age have their cell phone with them always or almost always. That means that more than 90% of the time they have their cell phone with them while they are watching television.

Using cell phones as another source of television, even if it is just short segments of shows, is a way to add to the number of viewers being exposed to a network comedy, a college basketball game or a news update.

Tassler says the big question right now is not which new format will be the best. It is a matter of moving forward to make sure that the networks are using some alternative viewing method.

"It is imperative that we make our content available to audiences where they are and when they want to watch it. Their habits are changing, and we have to be there when they want to see our hit shows," the CBS president says.

Fox president Peter Ligouri says the worst strategy is to push all of the new viewing formats and then see what happens.

His approach is to work on producing the best content possible. Then when the leading new format emerges, the network will have the kind of programming that viewers will want to see on that format.

Who benefits the most?

These new ways of delivering programs are a source of new revenue for the networks. Consumers will have to pay to watch the shows. Debates are being held in the broadcasting world as to how the new income source will be shared.

Network affiliates are making the case that they should be compensated for revenue they lose from people not seeing their commercials.

Then there is the talent that produces the programming. The talent already gets a portion of the profits from the sale of shows into syndication. New contracts had to be negotiated in recent years with actors, writers, directors, etc. when DVDs became so popular so they would be paid something as their work was distributed.

NBC executives already have started talking with various entertainment guilds in regard to this matter.

"The thing that makes it particularly complicated is that these are uncharted waters, and we are figuring it out ourselves," NBC entertainment president Kevin Reilly says. "We are in the talent business, and the talent needs to get compensated for their work. They create this product. We do not."

"So it will certainly be a priority for us to engage and come to a fair decision with the guilds. But those are very complicated discussions because we’re truly all figuring it out as we go."

Brad Adgate, senior vice president and director of research for Horizon Media, points out, from an advertising perspective, that the Internet allows local merchants to advertise locally while at the same time reaching a much larger, even global, audience.

That could make the new delivery formats more cost efficient than a commercial aired on a local television station.

But the argument is made that a commercial for a local laundry on the Internet does little to promote business outside the city.

Final word

Unlike the battle between cable and television networks, the current boom in viewing alternatives is not an "us-or-them" mentality.

Cyriac Roeding, vice president of wireless for CBS digital media, describes the future of TV watching with all the new outlets as a move to combine as many technologies as possible.

"It is about creating something that makes sense together rather than these individual platforms that might be hyped one day and are gone the other," Roeding says. "It’s about creating something, new forms of content, and that’s what it all comes down to."

At ABC, Cheng says, the focus of television viewing is certainly on the future. It doesn’t matter whether programming gets 5 billion downloads or none; the key is to provide the consumer as many ways as possible to see programming in a cost-efficient way.

Dawn Ostroff, president of UPN, says: "I think that we all realize that technology is great for all of us. It gives us not only more exposure for our shows, more opportunity for viewers to be able to keep up with their favorite shows, but also possible other revenue streams.

"I think that in the end, when we look at television and we look at television shows, there’s nothing like sitting back in a living room, watching TV on a big-screen TV, or sitting there with your family or with your friends, and it’s almost like a community experience in an odd way."

Kevin Reilly, NBC entertainment president, compares the arrival of new ways to watch TV programming to a speeding train.

"You either get on the train, or you get rolled over by it," Reilly says.

Design Interact Profile

Tuesday, March 28th, 2006

ID Society Profile
by Joe Shepter

ID Society founders Jonathan Webb and Adam Berkowitz like to tell their story in numbers. There’s $5,000, the start-up cost of the company; 800 the square footage of Webb’s Manhattan loft, which served as the company’s first office; and 3, the number of employees they crammed into that office before moving out.

“I had people’s desks around my bed upstairs,” says Webb. “And we had a whole network in my apartment.”

Needless to say, Webb and Berkowitz come from the gritty, not glamorous, side of the New York design scene. They don’t wander into the office at 11 a.m. in their Prada bathrobes and they don’t conduct business on their cell phones from the Barneys on 5th Avenue. On the plus side, they’ve made money every year since 1998.

Their success stems largely from their focus on two of the more desirable markets on the Web: sports and spirits. Companies in those industries have solid budgets and frequently want their sites to be an expression of that. As a result, ID Society routinely produces some of the most ambitious, built-from-scratch projects you’re bound to see.

Summing up their success, they point to their relationship with their clients as much as their artistry. “Relationships aren’t rocket science,” says Webb. “One of our competitors once went in [on a bid for the New York Jets] with four guys with suits and a huge PowerPoint presentation; it probably wasn’t the best approach to take with a bunch of football fanatics.”

These days, ID Society has almost 20 employees and a client list that includes MTV, the Baltimore Ravens and Diageo.

Read more

All-In-One Marketing Firm

Tuesday, March 28th, 2006

EntrepreneurMagazine
Jan. 15, 2001

ID Society.com and its founders, Jonathan Webb, 28, and Adam Berkowitz, 27. Far beyond your typical marketers, these guys do it all—Web design, Flash development, CD-ROM business cards, printing, marketing and anything else a client could need. Says Berkowitz, "We help [clients] create their identities."

Started in 1999 from Webb’s New York City apartment, the entrepreneurs tally their start-up costs at about $5,000 (for their two computers). The biggest initial hurdle was getting their name out to potential clients—and Berkowitz admits to one occupational hazard: In working so hard to market your clients, "sometimes you neglect yourself."

Thankfully, referrals and word-of-mouth have brought in so much business, ID Society has the luxury of turning away work that doesn’t interest the partners. It’s all part of the plan, according to Berkowitz. "We’re growing fast, but [we want to grow] comfortably," he says—which means hopefully exceeding 2000 sales goals and expecting a 600 percent increase for 2001.

To be successful with this business, get acquainted with your client’s target market so you can effectively market to it. For instance, urban marketing expert Ron Vos of Hi Frequency Marketing in Carrboro, North Carolina, has commissioned 200 college-age marketing reps to research his target market. Above all, running a marketing firm is "kind of like being in the restaurant business," concludes Vos. "You’re only as good as your last meal."

Luxury Brands Mine Riches Online

Tuesday, March 21st, 2006

DM News
Jan. 25, 2006

By: Chantal Tode
Senior Editor

It turns out that wealthy U.S. consumers share at least one attribute with other shoppers: They like the convenience of e-commerce, a fact that hasn’t escaped Nordstrom and Giorgio Armani, which both have new e-commerce sites targeting this market.

In an online survey of wealthy consumers last month by the Luxury Institute, 63 percent of respondents ages 21-49 said they research products and services online, while 56 percent said they buy products and services via the Internet. The jewelry/luxury goods/accessories category was one of the top-gaining categories in terms of the number of unique visitors, according to comScore Media Metrix, showing a 22 percent increase in December 2005 versus November. Top-gaining luxury sites included RedEnvelope.com, Tiffany.com and BurberryUSAOnline.com.

However, because luxury consumers are famously exacting in their standards, marketers targeting them usually steer away from run-of-the-mill features. Instead, Nordstrom’s new Designer Collections Web site, which launches Feb. 6, will feature illustrations by world-renowned fashion illustrator Ruben Toledo and six dedicated customer specialists situated inside the chain’s downtown Seattle store.

The Giorgio Armani Beauty site (www.giorgioarmanibeauty.com), which debuted last month, is the only online outlet where the brand’s entire range of limited-distributed fragrances and cosmetics is available, and it offers Armani fans how-to advice from its fashion team. The site also features lots of the brand’s signature color black.

Luxury Web sites "have to show the product in its most elegant way without delaying the consumer," said Milton Pedraza, CEO of New York’s Luxury Institute, a research group that focuses on the top 10 percent of wealthy Americans.

These sites should be aesthetically pleasing, easy to navigate and offer the ability to sort by whatever criteria a consumer wants, be it type of merchandise, price or best sellers, he said.

In the past two years, more luxury brands have migrated to the Internet.

"As a concept, e-commerce is now readily accepted by even the most conservative luxury companies," Pedraza said. After all, the wealthy are among the most technologically savvy groups out there, he said.

To date, the leaders have been hospitality companies such as Ritz-Carlton and auto manufacturers. But retailers and designers increasingly are discovering the Web’s potential for keeping in touch with customers, Pedraza said. Luxury brands "are sending a lot of e-mails, but they’re not highly targeted and they tend to be about discounts, which can erode a brand."

Relationship building is one goal of the Giorgio Armani Beauty Web site.

"The Web gives us that conduit to develop an ongoing relationship with consumers," said Jon Winsell, director of strategy at ID Society, which created the site.

Not only does a good Web site enhance a store’s presence, it lets the customer feel closer to the brand, he said. The site has several unique features intended to extend "the luxurious feel of Armani to the Web," Winsell said. One is the Beauty Bar, which shows all the products scrolling across the screen as if they were on a beauty counter in a physical store. Clicking on a specific product takes the browser to the product group of her choice.

"This helps simulate the in-store experience and allows consumers to feel like they are standing at the counter and browsing at the products," Winsell said.

Customers also can view a selected shade of lipstick or eyeshadow on a model in order to make the process of finding the right shade easier. In addition, the site offers collection previews and product exclusives.

Nordstrom had in mind creating something similar to its in-store experience while developing the Designer Collections Web site, spokeswoman Pamela Perret said. As a result, the site is a more complete online version of what a Nordstrom store has to offer.

To help re-create the in-store experience, the site is designed to resemble an avenue with individual designer shops that consumers can enter, similar to the designer boutiques in Nordstrom stores.

Once a customer clicks on a ready-to-wear, shoe or accessory illustration, the site reverts to fashion photography and customers then can view photos of items from that designer’s spring collections. Featured designers are Giorgio Armani, Blumarine, Burberry, Dolce & Gabbana, Donna Karan, Marc Jacobs, Michael Kors, Missoni, Ralph Lauren and Roberto Cavalli, though others may be added later.

Initially, all orders will be handled over the telephone by one of the six Designer Collections specialists. This way, if a customer has a question about the merchandise, the specialist can go onto the store floor and get a direct answer from someone who works in the relevant designer’s boutique, Perret said. The team of designer specialists has an average of 15 years experience with Nordstrom and also will handle e-mail queries and live chats.

Q&A With Jon Winsell

Wednesday, February 22nd, 2006

ID Society, an Internet marketing and Web design agency has served big-name clients such as the Baltimore Ravens, American Movie Classics, and Crown Royal. A recent effort involved creating a Web site for Giorgio Armani fragrances and cosmetics.

As Director of ID Society’s Strategy team, Jon Winsell helps to meld creative design with strategic thinking. Winsell brings more than 20 years experience leading companies to higher profitability. He has worked with AOL and partnered with CondeNet, directing content management and data integration functions for the "Sommelier" section on the Epicurious Web site.

Read Jon Winsell’s Q&A.

 

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