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Nat Geo expands VR capabilities with YouTube partnership

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National Geographic has teamed up with YouTube to launch three virtual reality projects over the next year.

The partnership, announced Wednesday (5 December), aims to give Nat Geo's global audience a new way to experience technology-enabled storytelling.

The first VR project is The Okavango Experience, a four-part series that goes live on 11 December. Each episode is about five minutes long and takes audiences into the wild of Africa's Okavango Delta.

"Embracing immersive content continues our tradition of going further, while connecting our audiences directly with our Explorers and the stories of the world they have to share," said Jenna Pirog, senior director of video and immersive experiences at Nat Geo. "We’re looking forward to a long-term partnership with YouTube that will allow us to remain industry stewards for marrying immersive technology with impactful storytelling."

As part of the long-term partnership, Nat Geo and YouTube will release two additional series in 2019.

The Okavango Experience will be accessible on Nat Geo's YouTube channel, its website, and its VR app on Google's Daydream platform. It can also be watched on desktop and mobile, even though it was created to be viewed in VR.

The series coincides with the 14 December TV premiere of Nat Geo's documentary Into the Okavango.

In November, Nat Geo used VR to promote the second season of its show Mars.

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Amazon’s cashier-free Go store could be coming to London

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Amazon is reportedly planning to open a cashier-free store in London as part of the international rollout of its Amazon Go concept.

The retail giant is sizing up sites close to Oxford Circus to house the flagship UK store for its Go brand, according to a report from The Sunday Telegraph.

The claim comes just days after Reuters revealed that Amazon has also been drawing up plans to bring the futuristic grocery stores to American airports to cater for time-poor travellers.

The company opened its first Go store in Seattle in January and has since opened two more outlets in its home city as well as three in Chicago and one in San Francisco.

With their USP of having 'no lines and no checkout', Go stores have so far been pitched at city workers looking to pick up a quick bite on the move.

Instead of fumbling with cash, customers scan their phones on entry and then cameras and weight sensors identify which items they buy. When they leave the store they are automatically billed to the card Amazon has on file.

Amazon is said to want to open 3,000 such stores in the next three years.

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Online advertising has alienated our most valuable asset – the consumer

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It’s an understatement to say things have changed since I started my career in publishing 34 years ago, and mostly for the right reasons. The industry has moved on and some of those less palatable institutional barriers have been broken down. Yet there are certain industry behaviours that are having a real impact on original content creators, and they are so often borne from preventable consequences.

In many instances, these could be negated through the reapplication of ‘guiding principles’ that have perhaps been lost along the way.

It’s time we took a look back to make sense of what’s in front

The media industry has always been a sum of its parts, with different skills and disciplines working, mostly, in partnership. There was a sense you belonged to something special, and you knew you were directed by principles honed from many years of evolving media and advertising practices.

But it’s time to face the truth: today, consumers lack trust in digital advertising. In a quest for infinite online inventory, the crucial relationship between brand and consumer – that was built on shared values and respect – has become commoditised and jeopardised, quelling any desire for users to engage with ad campaigns. How have we got to a place where advertising that lives in the online world has all but alienated its most valuable asset – the consumer?

And no matter how many smart and inspiring examples of diversification and new monetisation models we see emerging, for original content creators, a base level of advertising remains essential.

There needs to be a change in behaviour

Many promises have been made to re-evaluate advertising practices and there’s an acknowledgement that quality and context matters. However, very little seems to have moved on and there remains limited evidence to suggest any measurable change in behaviour.

I’m not here to knock the technology that has enabled so much in modern life or the dominance of social media in which many users choose to consume news. Yet there is an obnoxious disparity around ‘standards’, accountability, and responsibility, and the right to compete fairly for advertiser funds that enable and sustain the creators of original quality journalism and content.

Despite all efforts to collaborate and support the industry’s wider call for greater parity, media owners with a long-established code of conduct and complete accountability for every single item present on their site continue to be at a disadvantage. Media organisations have always been defined by their transparent policies. So how is that an organisation like Facebook – that has such an impact and influence on the industry – is able to prosper and have a significant amount of revenue derived from online advertising, without being defined as a media business, and therefore does not need to adhere to any of the policies or codes of practice that is required by others?

As long as these organisations continue to be the principle benefactors from a type of advertising purchase behaviour, they have no motivation to change. It is only when we see a promised change in the advertisers’ behaviour, that the technology businesses themselves will be forced to re-examine their practices – meanwhile they will continue to enjoy all the spoils while residing outside of the union of all other media practitioners.

Driving better standards, and meaningful returns

As media owners, we continue to value the long-established trading partnerships centred on mutually defined policy and protocol, and relationships built on trust. These values matter.

This is a call to advertisers to check this current commodity driven behaviour, to take a moment to reflect, and work with publishers, as partners. But we also need to be sure that in striving for this goal we aren’t diluting standards, and the desire to improve accountability doesn’t just find us looking to provide a definition around practices that would otherwise be deemed as sub-standard.

Within the industry, we have in place numerous compliance guidelines. The IAB has been tireless in its efforts to bring the industry together to agree on a variety of advertising technology compliance standards. But what use are these if there is no accountability and seemingly no process to enforce compliance? While other established media channels have flight checkers in place – for both creative compliance and copy integrity – with all this wonderful technology, why does it not exist online?

And what about the extent of these standards? Premium publishers operate to much higher standards than laid out by these bodies, and always have done. They are self-regulated and they are accountable. And while I strongly support the adoption of universal standards for the good of the industry, it doesn’t change the fact they represent something that is significantly less than what we can actually provide.

At AOP, we’re committed to surfacing these challenges and we are striving to find practical answers, recommendations, and examples of best practice to help cement the future of advertising and publishing. But we must all commit to win back the trust of the consumer and return to a place of integrity – and continue to succeed as an industry I have always been proud to be part of.

Richard Reeves is managing director at AOP

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Blippar warns shareholders it is facing insolvency

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Augmented reality studio Blippar is “on the brink of collapse”, it has been reported.

The London-based tech firm is preparing to call in administrators, according to The Sunday Times, following a dispute between investors Nick Candy and Malaysian sovereign wealth fund Khazanah.

The report claims Blippar’s board warned shareholders on Friday that Khazanah had blocked emergency fundraising and it had been left with “no current option other than to give notice to start insolvency proceedings”.

Some 75 jobs would be put at risk by the company’s failure.

After launching in 2011 Blippar expanded into New York, LA, San Francisco, Chicago, New Delhi, Bangalore and Singapore.

Its image recognition technology has been used by major brands including Cadbury, Kellogg’s and McDonald’s.

The firm insisted it was in a “financially strong position” even as it shuttered its San Francisco operation to cut costs in the summer of 2017.

But in June this year it was reported that the company had raised an extra £20m from investors to stave off losses and help the company stay afloat.

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