This efforts are manifest at Criteo, and with the work it’s doing notably with The Trade Desk and Google, explains Megan Clarken, CEO in this interview with Matt Prohaska for Beet.TV
She explains the importance of the alliance with The Trade Desk and Unified ID 2.0. She declares the partnership with The Trade Desk comprises reach of the world’s largest group of brands and media owners.
The former senior Nielsen executive adds that while the identity graph is powered by the shopper data, it is contextualized to create audience segments.
For more of the conversation between Clarken and Prohaska, listen to them on this episode of the Beet.TV podcast.
You are watching “First Party Data: Driving Media Investment and Accountability,” a Beet.TV leadership video series presented by Target’s Roundel For more videos, please visit this page. The views shared on this series do not necessarily reflect the opinion of Target and Roundel.
]]>But that is a fraction of the platform’s overall revenue, led by retail sales.
At the nexus of those two channels, Criteo, an advertising technology platform best known for offering retargeting capabilities, is trying to help smaller retailers compete with Goliath.
Following a series of acquisitions, the company recently began rolling its services in to a new offering, designed to give rival retailers a leg-up.
“Over the past couple of months, Criteo has begun launching a platform called Criteo Audience Activation Platform, or CAAP for short,” Criteo EVP for Criteo Brand Solutions John Roswech in this video interview with Beet.TV.
“This platform will really allow our retail partners to go after national media dollars, really to compete with Amazon for those dollars.”
CAAP has four pillars:
The whole thing is premised on Criteo having a global database of products listed by thousands of retailers, as well as the means to make ads for them tick.
This interview is part of a series titled Advertising Reimagined: The View from DMEXCO 2018, presented by Criteo. Please find more videos from the series here.
]]>“They’re trying to pull off something really unique, but I can tell you that the 200 or so people who are at this conference really are leaning in and really want it to happen,” Criteo’s COO says.
In this interview with Beet.TV at the conference, Spilman talks about the positive effect that speakers like Ariana Huffington and others have had on both minds and bodies.
“To get up this morning and hear [CEO] Brian Lesser unveiling Xandr, what they’re looking to accomplish, is really inspiring and compelling.”
While most people think of AT&T as a legacy telephone company, its ambition to become “a modern media company” represents “just such the right time with the right message,” says Spilman, who has been in advertising and media for nearly 30 years.
Contemplating the attention spectrum, she references the term “CPA” for continuous partial attention. “It really goes to show how important relevance in advertising is. Because in this world of fragmentation and fragmented attention, how do you market your products and services to this audience who has partial attention at any given time across devices?
“We’ve talked for years about addressable TV and measurability and how all these things are going to converge,” Spilman says. “And now with this combination of content, distribution, technology and marketing coming together, we have a shot. And that’s just really, really exciting and inspiring to me for somebody who’s been in this industry for a very, very long time.”
This video is part of a series leading up to, and covering the Xandr Relevance Conference in Santa Barbara. For more videos from the series, please visit this page. This Beet.TV program is sponsored by Xandr, a unit of AT&T.
]]>“Because for the first time commerce and communication are converging, we can really track performance along the entire journey. Leveraging new digital technologies, we are delivering solutions in a new space which we call real-time marketing,” Bonori says.
One of the industry’s earliest media agencies, Zenith rebranded itself in 2002 to assume an ROI positioning. About a year ago, it re-launched its network brand identity, proposition and platforms with the term ROI+, Bonori explains in this interview with Beet.TV at the recent DMEXCO conference.
In simple terms, ROI+ rests on three pillars, the first of which is the designing of a “digital transformation journey and agenda for the clients, helping them fix specific business challenges,” says Bonori. “It’s all about understanding what is the value.”
The second is a planning base where, among other insights that are surfaced, “we detect an expectation gap. Because Amazon is the new norm, the expectation level is very high. Unfortunately, brands are struggling. They really need to improve the way they are designing experiences.”
Third is one-to-one optimization using machine learning algorithms, something Zenith began to harness several years ago. “We are now scaling this solution and we have a very powerful platform for that, and it’s really helping clients to automate partially or completely the end-to-end customer journey.”
As media agencies have continued to evolve their offerings, they want to be seen less as vendors and more like partners, according to Bonori. “T he degree of cooperation has expanded a lot, clients are building more capabilities inside, which is good because we have more stakeholders challenging us, raising the bar, making sure we can really elevate the conversation. You need to partner in a different way.”
Agency clients still may foster barriers that can complicate the partnership, for example at companies where teams remain disconnected. “It’s a disaster because there’s no one single truth in terms of culture within the organization.”
This interview is part of a series titled Advertising Reimagined: The View from DMEXCO 2018, presented by Criteo. Please find more videos from the series here.
]]>“We’ve said for three years ago that Criteo will be one of the last stalwarts to stand strong and independent as this frankly brilliant arbitrager who has been selling on CPC buying on CPM because of tech, targets and talent.”
Those three T’s help advertisers and agencies make sense out of what still can be separate brand awareness and performance operations that should be melded. Prohaska alludes to a former client 2.5 years ago that had separate budgets, separate people and separate KPI’s for their brand awareness and performance activities.
“Just insane that they were totally siloed off,” says Prohaska. “Never shared data. It was almost a little too oil and water instead of chocolate and peanut butter like we always say in terms of those things mixing better.”
In terms of tech leadership, he says Criteo early on had its own dynamic creative optimizer. “The fact that there are major agencies who still do not have either their own, that they bought or built or even licensed at this point is crazy.”
He recalls that while working at BBDO in the mid 1990’s, creative and media staffers were separated by just one floor. “It was nice when you had media and creative together. Criteo has had media and creative together. That’s why their click-through rates were always one-plus and why conversion rates were always higher, because actually there are a lot of advertisers where that math still matters quite a bit.”
According to a recent release, Criteo is ranked #1 by IDC with a worldwide adtech market share of 7.4%. It was the first time IDC quantified the advertising software market at $12.7 billion, growing 38% year on year.
Speculating on Criteo’s future direction, Prohaska believes the more it can share its expertise “either with self-service tools or kind of empowering, maybe in a way that Xaxis became part of [m]PLATFORM. The more times that they do that and partner more with buyers and sellers, it might be less margin but of a much bigger pie and they’ll keep growing. It’s just symbolic of them doing very, very well, redefining performance marketing nailing it in this space and then expanding when it comes to video, mobile, in-app, ultimately television.”
This interview is part of a series titled Advertising Reimagined: The View from DMEXCO 2018, presented by Criteo. Please find more videos from the series here.
]]>Adjust’s SDK resides within its customers’ apps and “we transfer the data to our platform and then help our customers to understand what kind of campaigns they are running, what kind of value they can get out of it,” Henschel says in this interview with Beet.TV at the recent DMEXCO conference.
The data Henschel refers to is some 500 billion data points that it manages each month. “We basically created a fluid data system that hasn’t been there before.”
That data informs comparisons of campaigns and creative elements across various channels. “Plus we have all the data coming afterwards such as events, so we’re basically making sure that our customers have a complete transparency about the customer journey from acquisition down to churn,” Henschel says.
Adjust first partnered with retargeting provider Criteo about four years ago and has been expanding that partnership around the globe, according to Henschel.
“For Criteo specifically, mobile has become a significant part of their business and I think with our technology we’re helping them a lot to get more traction there and also to run better results for their customers.”
In terms of the evolution of digital advertising, Henschel notes the huge difference between the desktop world and mobile considering cookies versus device ID’s. “But what we see as the biggest change over the last couple of years that people are really focusing on other KPI’s than they did before.”
Five years ago, the whole industry “was basically focusing on CPC, getting the most effective CPC, the cheapest” before shifting to CPI and now to return on ad spend.
“This is when the retargeting companies came into the space, including Criteo, and now it’s really about incrementality,” Henschel says.
Henschel is a longtime attendee of DMEXCO, having represented “many companies over many years.” Given his German heritage, he’s pleased at the way DMEXCO has grown, citing a panel this year about German adtech companies that had managed to achieve global scale.
“Compared to the early days, we also have now German, relevant international companies and somehow that’s also reflected in the panels, in all the companies out there exhibiting and that’s something I’m actually really proud of.”
This interview is part of a series titled Advertising Reimagined: The View from DMEXCO 2018, presented by Criteo. Please find more videos from the series here.
]]>So says Craig Ellis, Global COO of the IPG agency Reprise Digital, in this interview with Beet.TV at the annual DMEXCO conference in which he discusses pricing dynamics and measuring true ROI.
Not that long ago, the search discipline seemed to be structured around achieving the lowest cost per click, according to Ellis. “Now with understanding your audience and the targeting, it’s making sure you’re buying the right audience and therefore how does the cost work in not only the initial purchase but then also lifetime cycle, lifetime value.”
With innovations like voice search and the integration of image-based search, “All of this is becoming quite fundamental because it is demonstrating consumer intent,” Ellis adds. “There’s a lot of value in that intent. Tapping into that consumer and behavioral opportunity is really important for clients.”
Depending on the category, paid search can be prohibitively expenses for some marketers. Nonetheless, Ellis counsels going beyond the initial purchase “and start looking at lifetime value. I think that’s really important to start fundamentally getting the true ROI.”
Asked about performance benchmarks, he says some clients approach the process like a full acquisition budget. “I sell a computer, I’m prepared to pay seven percent of the sale. Go and sell me as many computers as you can for seven percent.”
Tweaking the percentage to 8% might yield extra volume, and it might not. “The challenge is going to trying to keep that margin. Search specifically is going up year on year. There’s more ways to spend your dollars,” Ellis says.
“There’s really challenging dynamics, which I think’s putting a lot of emphasis on the consumer journey. What happens after the click.”
Search also comes into play in digital re-targeting, with understanding consumer intent again being a major component and proper message sequencing key as well to the overall experience.
“What quality experience is a brand providing to ensure that consumers are feeling you understand me, that you’re listening to me, I’m valued and you’re taking note of what I’m saying and you’re giving me a sequential story that maybe helps me to action? I think that’s pretty important.”
This interview is part of a series titled Advertising Reimagined: The View from DMEXCO 2018, presented by Criteo. Please find more videos from the series here.
]]>“A lot of folks refer to us as the trade desk for walled gardens,” says Pixability CEO David George. “The next evolution for us is into OTT or CTV.”
Pixability’s clients include the “big six agencies” plus smaller independents and some brands as well, George explains in this interview with Beet.TV at the annual DMEXCO conference.
The big six “tend to look at YouTube and Facebook in different groups where the independents and brands they really get value around our ability to do cross platform. We provide a lot of efficiencies and scale in that environment because we can move ads and budgets around to different platforms.”
Earlier this month, Pixability released a tool for automating analyses of what specific video iterations are working or not. The system uses machine learning to evaluate the different versions of the uploaded ads while measuring their performance, context and audience against the client’s KPIs, as MediaPost reports.
Part of the reason for Pixability’s presence at DMEXCO is its expansion to international markets. In addition to Boston, Chicago, New York and San Francisco, the company has an office in London.
While video consumption and advertising “is growing exponentially,” says George, what’s really exciting is what’s going on in OTT. I myself recently cut the cord. It’s a liberating experience.”
This interview is part of a series titled Advertising Reimagined: The View from DMEXCO 2018, presented by Criteo. Please find more videos from the series here.
]]>“Transparency still is a huge, huge issue,” OMD Global CEO Florian Adamski says in this interview with Beet.TV at the recent DMEXCO conference.
“Whereas I believe that a lot of things happened and a lot of it improved, and a lot of new adtech providers helped to clean up the supply chain, clients still have an eerie feeling that they don’t have total control over it,” he says.
This leads to a second trend: clients taking control. “Basically they want to own their own data, they want to own their own contracts, they want to own their own adtech.”
Which leads to a third trend, the problem of talent. “Clients can recruit and hire, buy the adtech and the licensing. The problem is how long can they retain and nurture talent to, in the long run, do what in the past agencies used to do,” says Adamski. “Do I believe there is a place in the supply chain in the industry for media agencies still today? Absolutely, because we will be all about recruiting, identifying, nurturing, training those talents that actually need inspiration working across different client industries.”
About a year into his global role, Adamski finds it fascinating to track distinct differences between different marketplaces. He notes that many people might assume that everything in adtech and publishing is fully globalized.
“My verdict is it is absolutely not. And I don’t even have to start talking about China and BAT (Baidu, Alibaba, Tencent) over there or a totally different landscape in Japan or South Korea.”
But more frustrating is working with clients to take the best possible approach to measuring the performance of the money they spend on advertising.
“I still believe in the value of building and creating and fostering a brand that at some point then will deliver sales, downloads, interactions, whatever you define as the key KPI,” says Adamski. “To understand the relationship between this rent-building effort and how it pays off in performance. Only if we tie that together we can see that full picture.”
He adds that it’s “daunting” to encounter marketers that have walled off brand and performance issues. “I think that’s a big problem. It needs to stop. It needs to be reintegrated.”
This interview is part of a series titled Advertising Reimagined: The View from DMEXCO 2018, presented by Criteo. Please find more videos from the series here.
]]>Could the rise of new mobile web technologies put the web back at the heart of consumers’ digital behavior that is now all about mobile?
Criteo’s Alexander Gösswein thinks what will be will be – but that all the current trend lines suggest advertisers who want to be in mobile should be in apps for some time to come.
“Will the app sustain in the future?,” says Criteo’s regional MD for DACH, MEA and Russia, in this video interview with Beet.TV. “Or will we have different ways of communicating with the users in the mobile environment?
“And our strong belief is you have now to invest in apps because the user is now there. No matter what is happening in five years, so even in five years there is no app anymore it doesn’t matter. Now there’s a user, you have to go for the app.”
Of course, Criteo wants to be in mobile, too. In fact, it’s working the nexus of mobile, advertising and ecommerce.
Back in Q4 2017, its Global Commerce Report found booming in-app retail sales, with Latin America seeing a 37% year-on-year bump in mobile commerce transactions.
But the extent to which everything is mobile is one thing on which emerging markets have the upper hand, Gösswein says.
“What we see now mainly in the Asian region and in East Africa is that the world becomes an app only world,” he adds.
“So all the business goes to app, and this is not yet the case for Europe. So Europe is lacking a bit behind there.
This interview is part of a series titled Advertising Reimagined: The View from DMEXCO 2018, presented by Criteo. Please find more videos from the series here.
]]>“Short term, it’s always going to be Whac-A-Mole. The criminals are smart, they’re well funded. The industry needs to up its game,” Zaneis explains says in this interview with Beet.TV during TAG’s first visit to the annual DMEXCO conference.
Longer term, “As we harden our economic model against criminal actions, what we hope is that it will be harder for them to profit and they’ll start to look away. These are the same networks that used to be involved in online identity theft. They used to attack online banking systems.”
Formation of the BSI was announced in July and it will be working with TAG, the Coalition for Better Ads, the IAB Tech Lab and other related groups and suppliers. Instead of focusing on corporations, as these groups do, BSI’s mission is to supply professional training and certification.
In this manner, “the individual at the company understands what brand safety means and they can get certified as a Brand Safety Officer,” Zaneis says.
It was a lack of semantical unity that led to the creation of the BSI. “What we found was there was really a vacuum around thought leadership on what brand safety meant in the industry. So as we were interviewing senior leaders across the supply chain, we found the need for development of a more common taxonomy.”
The BSI and TAG have jointly issued a white paper titled Defining Brand Safety. Among other things, ranks the words most commonly associated with the term “brand safety” and assigned them categorical buckets where appropriate. For example, Piracy, Fraud and Malware are examples of criminal activity.
Just under three years old, TAG has been helping to weed out criminal activity in the digital media supply chain—a subset of overall brand safety—and issuing certification. There are some 350 TAG members in 28 countries across six continents.
Earlier this year, TAG opened an office in Europe. “We’ll expand into other regions as they continue to grow and engage with us,” Zaneis says.
Providing more transparency into the supply chain deters traditional “criminal networks” from eastern Ukraine, Russia, Southeast Asia and elsewhere “that are trying to defraud the industry and they have done that successfully to the tune of billions of dollars a year.
“We’ve proven that you can get five hundred percent cleaner inventory than if you just work across the industry. You can reduce eighty three percent of all invalid, non human traffic,” says Zaneis.
This interview is part of a series titled Advertising Reimagined: The View from DMEXCO 2018, presented by Criteo. Please find more videos from the series here.
]]>It all stems from what Chris O’Hara, VP, Product Marketing, calls the “fourth industrial revolution” led by things like data, AI and the internet of things.
“It’s harder for marketers to deliver personalization at scale to consumers and that’s the goal. So everything we’re doing at Salesforce is really about integration,” O’Hara says in this interview with Beet.TV at the recent DMEXCO conference.
By way of examples, he cites the acquisition of ExactTarget about four years ago with the intention of making email “a very sustainable part of marketing, such that it’s not just batch and blast email marketing but it’s also your single source of segmentation for the known consumer.” The end result was the ExactTarget Marketing Cloud Salesforce Integration.
In late 2016, Salesforce bought a company called Krux and within six months had morphed it into Salesforce DMP. It was a way to assist marketers in making sense of households “comprised of hundreds of cookies and dozens of different devices” and aggregate them to a single person or households “so can get to the person who makes the decision about who buys a car or what family vacation to take,” O’Hara says.
Salesforce DMP benefits from machine-learned segmentation, now known as Einstein Segmentation, to make sense out of the thousands of attributes that can be associated with any given individual and determine what makes them valuable. Developing segments by machine replaces “you as a marketer using your gut instinct to try to figure out who’s the perfect car buyer. Einstein can actually tell you that.”
In March of 2018, MuleSoft, one of the world’s leading platforms for building application networks, joined the Salesforce stable to power the new Salesforce Integration Cloud. It enables companies with “tons of legacy data sitting in all kinds of databases” to develop a suite of API’s to let developers look into that data and “make it useful and aggregate it and unify it so it can become a really cool, consumer-facing application, as an example.”
Datorama now represents what O’Hara describes as a “single source of truth for marketing data, a set of API’s that look into campaign performance and tie them together with real marketing KPI’s and use artificial intelligence to suggest optimization.”
In addition to driving continual integration, Salesforce sees itself as “democratizing” artificial intelligence, according to O’Hara. “There’s just too much data for humans to be able to make sense of on their own. You don’t have to be a data statistician to be able to use a platform like ours to get better at marketing.”
This interview is part of a series titled Advertising Reimagined: The View from DMEXCO 2018, presented by Criteo. Please find more videos from the series here.
]]>“The audiences are coming to us not just on the desktop home page, which is such a powerful force for us. Our mobile numbers are going through the roof and, frankly, OTT has begun to really, really take hold,” Berend explains in this interview with Beet.TV at the annual DMEXCO conference.
“That for us is proof that the brand resonates as much as it ever has. It’s also an indicator of where a lot of consumption and behavior is headed.”
CNN sees news consumption as “less fragmented and more of a giant fire hose,” Berend adds.
The global news provider walks a daily tightrope that is the oft-vitriolic political discourse some advertisers don’t want to be associated with, according to Berend. Among advertisers, there’s a higher sensitivity right now to salaciousness and vitriol prevalent within the political realm in the United States.
“Every advertiser is different and within categories, you have a lot of different concerns and sensitivities,” he says. “But we’ve also been very smart and we understand what they’re concerned about and so we put, whether it’s technical things or thematic things or editorial pieces in place, to make sure that they do have a safe environment to get their message across.”
Meanwhile, CNN has been growing a lower-profile asset in Great Big Story, launched nearly three years ago. Great Big Story is an independent media company owned by CNN that’s executed more than 50 brand partnerships this year while opening new doors for the news network.
Great Big Story monetizes its content through sponsorships and advertising. “We don’t run pre-rolls. This is not a video-start farm,” says Berend, who co-founded the operation.
While Great Big Story represents a different style and approach to the traditional digital business within CNN, it “starts a conversation with new advertisers that we may not be getting through our doors at CNN proper and it also starts a conversation with new audiences.”
The average age of user of Great Big Story is roughly 27 to 28, quite a bit younger than traditional CNN viewer.
“For us, it’s hitting all the right notes and the business is growing exponentially, and at this point we’re just trying to keep up,” Berend says.
This interview is part of a series titled Advertising Reimagined: The View from DMEXCO 2018, presented by Criteo. Please find more videos from the series here.
]]>From his position as GM, EVP, Advanced Advertising, FreeWheel, Comcast Clark sees broad recognition that “there’s an opportunity to coalesce a platform, bring audiences together, share data and offer marketers a more unified look into inventory, unified planning,” he explains in this interview with Beet.TV at the annual DMEXCO conference. “Make it all easier. That’s a huge sea change.”
FreeWheel has been preparing for this change for about a decade, something that now fills the time of some 1,500 people. “We’re all focused on one thing: solving the very complex software and data issues around television, making it interoperable and driving economics for the programmers and for marketers.”
Media buyers understand the power of platforms because of the billions of dollars they routinely allocate to the likes of Facebook and Google in return for reach, targeting, unified pools of inventory and ease of use, according to Clark. They’ve been asking television to do the same.
“I think when television gets all of this together, the buy-side is ready to go. It’s a very big shift. You’re seeing the buy-side also invest in technology, which we’re excited about as well and we’re providing a number of solutions there to connect up to the supply,” Clark says.
Noting that the consumer “is the one piece of the puzzle that we don’t control,” he cites the continuing shift toward on-demand TV environments and lower ad loads. On the latter subject, there are limitations.
“We’ve also seen examples where the right ad loads and the right sort of targeting offsetting subscription fees or even with subscription fees can be very appealing to consumers. So there’s a long march in that direction.”
To properly manage inventory yield and the viewer experience is a balancing act that will require more time to achieve because “you need tools that the industry doesn’t have scaled yet, like addressable technology, better yield management tools, those kinds of things. All of which is coming on line very quickly and we at FreeWheel are powering most of that.”
This interview is part of a series titled Advertising Reimagined: The View from DMEXCO 2018, presented by Criteo. Please find more videos from the series here.
]]>“We believe we have an edge here because we have access to amazing shopper data. We cover more than 74 percent of shoppers worldwide,” Gazagne, who is EVP, Global Revenue & Operations, adds in this interview with Beet.TV at the annual DMEXCO conference.
Three pillars support the new tech offering: helping clients acquire new website visitors, converting those people in clients and re-engaging with them “once they are part of your CRM.”
Gazagne potentially sees “every retailer” benefitting.
“We are first focusing on, of course, the biggest retailers with the manpower to operate these kind of platforms. But as we build it, it will be more scalable in time and so even small retailers will be able to use it.”
In creating the acquisition, conversion and re-engagement platform, Criteo is going “beyond the digital world because we have CRM data and being connected with the offline world through loyalty cards we are able to understand not only online behavior but offline behavior.”
Asked about the impact on the European Union’s new GDPR rules, Gazagne says “clearly, customers and users want to be in control of what they see, what they are being recommended. Clients also want to be more in control and have more transparency in what is being done, with their ads and where they are being played, so we are now proposing all this.”
For publishers, the whole idea has been having access to direct demand from retailers at scale. “Retail demand has always been something really quite tough to capture from normal publishers,” says Gazagne.
Currently operating in 30 countries, Criteo added another non-retargeting product with the recent acquisition of Storetail, a French ecommerce ad tech startup focused on bringing retail trade marketing dollars online. That helped to augment its creation of Criteo Customer Acquisition, Criteo Audience Match and Criteo Sponsored Products.
Asked about the DMEXCO confab, Gazagne says, “I love this show. I can meet all my German clients at once. As well as meeting with all the publishers worldwide. It’s the only show I never miss.”
This interview is part of a series titled Advertising Reimagined: The View from DMEXCO 2018, presented by Criteo. Please find more videos from the series here.
]]>“The market is crying for more video. There is a huge shortage on that market,” says Dominique Delport, who is President, International & Global Chief Revenue Officer, at Vice Media.
In this interview with Beet.TV at the annual DMEXCO conference, Delport says two main features of VICE Media Everywhere are premium content in brand-safe environments and the ability to reach the 18-35 audience that isn’t being addressed by legacy media providers.
“The other issue is it’s super complex,” Delport explains. “We moved from medium is a message to medium is a mess. Today, to buy video with all the platforms, all the formats, is incredibly complicated.”
VICE Video Everywhere guarantees that brands’ advertising assets will only run on VICE owned and therefore produced content. Viewability is addressed through the offering of a vCPM pricing model for advertisers that prefer a 100% viewable approach. Measurement for buys is available through a number of market leading third parties.
To reach the 18-35 audience at the core of VICE’s offerings, “You have that ability, I would say in one click, to tap into Facebook, Twitter, Snap, Apple News, Roku, Viceland, YouTube, great video inventory vice premium content,” Delport adds.
He estimates that VICE produces some 1,500 pieces of content daily, in local languages, for audiences that include 55 million people on Snapchat. When the company started up in India a few months back, it decided to champion the cause of rights for women and LGBT people.
“After a few months of pushing the society forward, to see the Supreme Court decriminalizing LGBT behavior in India is a big achievement for the Indian society, and we’re very proud, even humbled, to have contributed to that change. We give a mic to a generation that is still very unheard by the legacy media.”
Having joined VICE four months ago from Vivendi Content and Havas, reporting to new CEO Nancy Dubuc, Delport describes himself as “still a rookie, still an intern, learning every day and impressed every day with what Vice has delivered so far.”
This interview is part of a series titled Advertising Reimagined: The View from DMEXCO 2018, presented by Criteo. Please find more videos from the series here.
]]>But Criteo didn’t anticipate this kind of demand.
When the ad-tech company launched Criteo Direct Bidder, one of its header products, 12 months ago, the company’s global supply EVP Marc Grabowski expected it to be used by 750 publishers customers in the first year. But that has now exceeded 2,000, the company has announced.
To coincide with its first year of deployment, Criteo is also now committing to join Predbid.org, the organization offering and promoting free open-source header bidding technologies. It has pledged to integrate more seamlessly with these tools, including to support PreBid 1.0.
Criteo is not a stranger to header bidding already. “Criteo has been doing header bidding for about seven years, but relaunched a product … last April that allows us a better opportunity to buy in the header,” Grabowski tells Beet.TV in this video interview. “It allows us to make better user connections and also buy directly from the publishers without having to go through an SSP or an ad exchange.”
Since then, Grabowski says, demand for the tool has outstripped expectation. Using Criteo Direct Bidder helped Accuweather attract 116% ad spend year-on-year, for example.
“Other publishers have different metrics,” he adds. “An example is a European publisher, Spiegel. Their focus to be able to reduce the number of ads on page. They want to have less clutter, they want to have less distractions, they want to increase the user experience.
“Spiegel found that Criteo Direct Bidder allowed them to reduce the ads on the page while still increasing their overall revenue – as a result, increasing the relationship that the publisher had with their end users.”
]]>But, for companies and countries which already sing from the same hymnsheet, could the impact be muted?
In this video interview with Beet.TV, one of the biggest ad-tech companies discusses the likely effects – or non-effects of the The General Data Protection Regulation (GDPR).
“There is now a very clear distinction as to what is personal data, per the regulation,” says Criteo CFO Benoit Fouilland. “There are two types of personal data on this very important distinction:
“We don’t believe that we are going to be impacted in the way we operate, because the way we today gather consent is very consistent with what the regulation is requiring
GDPR came in to effect back in 2016, whilst the final deadline for compliance comes this May.
Now any global company which deals with EU citizens’ data must comply with a new and more stringent set of demands, risking a fine of up to 4% of global annual turnover, up to a maximum of €20 million.
New GDPR stipulations give consumers new protections including:
That has put many companies of all kinds on high alert for compliance. Some are rushing to proclaim their compliance, others are accused of not being up to speed, even with three months to go.
“It’s still early to understand how enforcement will take place,” Benoit adds. “Enforcement is going to take place first at the geographic level, (by) the data privacy authorities in each of the European member states
“For countries like France who had already put a framework in place, which is very consistent with the spirit of the regulation, I would not expect a significant change in doctrine.
“The extent to which data privacy authorities (in member states) can interpret the law is going to be probably restricted; it’s more the severity of enforcement, and when will they start to be really severe with the enforcement. That might vary from country to country.”
This video is part of our series on the preparation and anticipated impact GDPR on the digital media world. The series is presented by Criteo. Please visit this page for additional segments.
]]>With Europe’s new GDPR privacy rules also looming, some observers were saying Criteo was toast.
But it hasn’t quite turned out that way. On Wednesday, publicly-listed Criteo reported annual revenue jumped 28% versus last year, while quarterly revenue was up 19%. Investors liked the news – Criteo’s stock on NASDAQ jumped 30% as a result.
In this video interview with Beet.TV, Criteo chief financial officer Benoit Fouilland is bullish about the company’s prospects.
“We went clearly above expectation,” he says. So what lays behind the better-than-expected results? Fouilland gives three reasons:
When Criteo last reported earnings in November, it had warned that Apple’s ITP would slightly reduce its full-year revenue growth forecast, from between 28% and 31% to between 26% and 27% at constant currency.
This week’s reported full-year revenue growth of 27% at constant currency means the company came in at the better end of that revision.
And, though Europe’s new General Data Protection Regulation, limiting some ad-targeting use cases, is nearing final deadline in May, Criteo says it is already fully compliant.
This video is part of our series on the preparation and anticipated impact GDPR on the digital media world. The series is presented by Criteo. Please visit this page for additional segments.
]]>For the uninitiated, the GDPR came in to effect back in 2016, whilst the final deadline for compliance comes this May. Now any global company which deals with EU citizens’ data must comply with a new and more stringent set of demands, including:
Breaching the new rules risks incurring a fine of up to 4% of global annual turnover, up to a maximum of €20 million.
But Criteo chief strategy officer Jonathan Opdyke, in this video interview with Beet.TV, says GDPR could be OK.
“The good thing about GDPR is that it’s actually codifying across European law, modernizing law, making it very clear where some of these things weren’t as clear before,” he says.
“Probably the most important piece of it is really understanding how specific types of data work, and what is personal data, what is non-sensitive, and sensitive personal data, and how that has to be treated.”
Opdyke took the time to explain the differences to Beet.TV: “Personal data is data that can directly identify an individual. And there are two different types of personal data:”
“GDPR really does a good job of spelling out the differences between those and really encourages the use of pseudonymous data.”
Opdyke says Criteo only deals in the second category, pseudonymous data and believes it has never dealt with personal, sensitive, directly-identifying data.
This video is part of our series on the preparation and anticipated impact GDPR on the digital media world. The series is presented by Criteo. Please visit this page for additional segments.
]]>But GDPR, whose final deadline comes on May 25, doesn’t have to be scary, and companies don’t have to look at it as a negative.
“It’s actually a good thing because it brings a lot of clarity and consistency for businesses, we see it as a very good development overall.” says Criteo CEO Eric Eichmann in this video interview with Beet.TV.
The European Commission’s General Data Protection Regulation updates prior consumer data protection rules in a significant way. Now any global company which handles EU citizens’ data must comply with a new and more stringent set of demands:
But Eichmann, whose ad personalization vendor company Criteo operates globally but began in France, says GDPR helpfully cleans up existing patchwork legislation.
“They wanted to modernize the legal framework to protect the consumers, strengthen individual rights for consumers, and bring consistency and clarity around the rules,” he says.
Picking through the terminology, Eichmann sees two kinds of redefined consents that may be required – “explicit” and “unambiguous”, which may each be used depending on the circumstances. In the latter case, Eichmann says Criteo has already offered a solution for many years, in which consumers are warned that continuing their session further will mean them being tracked.
“We’re very happy with this because one, we’ve been having high sort of standards of privacy since the inception of the company.”
Steps European lawyers suggest data handling and data processing companies should take include conducting risk assessments, appointing data protection officers and overhauling policies and systems.
Marketing technology companies lately have been scrambling to declare compliance with GDPR, which was adopted two years ago before a two-year grace period began.
This video is part of our series on the preparation and anticipated impact GDPR on the digital media world. The series is presented by Criteo. Please visit this page for additional segments.
]]>LiveRamp is partnering with Criteo. In the deal, Criteo becomes LiveRamp’s first European partner for its IdentityLink product, helping to piece together an omnichannel view of consumers, specifically in the UK and France. That data can then be used for media buying through Criteo.
Criteo already claims to hold data on shoppers contributed from more than 10,000 different websites, and to be able to understand shopping behavior of more than 1.2 billion online customers.
More on the alliance in this press release.
]]>That is according to one ad-tech chief hoping to leverage data scale to help replicate some of what Amazon does with retargeting and consumer recommendations on its own platform.
“To all these companies, we’re saying, ‘Look, you can still have the benefits of scale. You just need to participate in an ecosystem that does this for you’,” Criteo CEO Erich Eichmann says in this video interview with Beet.TV.
Eichmann reckons his company compares favourably with Jeff Bezos’ behemoth, despite the relative lack of consumer brand awareness.
“Today we see $550 billion in sales in our network of companies that we work with compare that to $300 billion in Amazon,” Eichmann claims.
Criteo’s best-known offering leverages consumer data to help retailers retarget online ads for previously-viewed products. But the company has since branched out.
As WSJ reported: “The Criteo Commerce Marketing Ecosystem, as it will be called, will give its clients the option to share anonymized, or ‘hashed’, aggregated data sets of customer email addresses or other customer relationship management (CRM) data, plus purchase and other ‘event’ information from their physical stores, websites and apps.”
Last month, Criteo announced a deal with LiveRamp to enable digital media buying powered partly by omni-channel consumer data.
“The world of online and offline are blurring,” Eichmann says. “Still, 90% plus of the commerce is happening offline. People forget that.
“If you take… data as a core asset and competitive area or dimension to operate in and the fact that offline is becoming online, we see a huge opportunity for companies that are not Amazon.”
]]>Eric Eichmann’s milestone means the much-talked-about advertising technology company is now celebrating its tenth year.
During that time, Criteo raised $250m from an IPO that valued it at $800m and courted attention for popularising the practice known as ad “retargeting”. But the little company that started in Paris is now a global player.
“(We are) a company that has 2,700 employees, we’re serving ads in more than 95 countries,” Eichmann says in this video interview with Beet.TV. “We have 30 offices worldwide. And, of those 30 offices, we’re in 18 countries and we work with eCommerce companies that represent about $550 billion in sales. For 25 quarters now, we have (had) 90% retention rate.”
The company was lately seen re-entering the Chinese market as part of a wider Asia push.
Eichmann joined following the IPO in 2013 and says Criteo started by trying to help individual ecommerce retailers use Amazon’s super-powers.
“From the beginning, when we were doing recommendations, we’re trying to sort of do what Amazon was doing for other eCommerce players, we’re doing product recommendations on their site,” he says.
Over time, the practice of retargeting has drawn a degree of criticism. But Eichmann defends retargeting as highly effective.
“A lot of people say, ‘You just serve the products that you’ve seen’,” Eichmann adds. “And actually, in most cases, in more than 50%, the products that people click on are products that they haven’t seen before.
“From a consumer perspective, if you think about advertising in general, you’d rather get something that’s relevant to you that you’re likely to buy than to get something that’s completely irrelevant.”
After a decade in the game, what’s next? Eichmann sees the line between branding and promotional ad budgets blurring, helping marketing achieve the same kinds of measurability that sales enjoys.
]]>This time, it is focused on personalising video ads and matching ad data with brands’ own customer data.
Criteo already announced its Criteo Commerce Marketing Ecosystem back in the summer, a network of tens of thousands of retailers, brands and publishers pooling anonymized consumer email addresses and CRM data plus purchase and online behavior data.
Now it is expanding the system with two additions:
Meanwhile, Criteo is getting deeper in to video. Its Criteo Kinetic Design suite, geared toward personlizing the visual design of display ads, is being expanded to incorporate video.
Advertisers can get to dynamically create video ads on the fly, for the same goals Criteo customers are familiar with – re-engaging customers.
“We are not creating a new video from scratch, but there are some elements that are similar so what changes in the video is the music is going to personalized, the products we present are going to personalized,” says Criteo CEO Eric Eichmann in this video interview with Beet.TV.
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