Integral Ad Science is one of the providers and its CEO Lisa Utzschneider expects that other social platform will follow, responding to intense marketers’ demands.
This was one of the topics covered in this podcast episode of the #BeetCast, guest hosted by industry consultant Matt Prohaska.
They covered the increasing importance of verification around contextual marketing, and the battle in combatting a rise in fraud around CTV.
Lisa is one the most accomplished leaders in digital media. She started out 20 years at Microsoft where she spearheaded monetization at MSN, moved on to help build the Amazon advertising business and then to Yahoo where she was Chief Revenue Officer. She joined IAS two years ago.
Thanks Lisa and Matt for a fascinating chat.
Please subscribe to the #BeetCast on your favorite podcast service. The BeetCast is sponsored by Tru Optik, a Transunion company.
]]>One of Prohaska Consulting’s top services this year is helping buyers, sellers and technology providers “take more ownership and control and command of their own first-party data, and then bridge appropriately into second-party across every channel imaginable or at least possible today,” the CEO and Principal says.
These actions are partly defensive and partly offensive, Prohaska explains in this interview with Beet.TV at the recent LUMA Partners Digital Media East event in Manhattan.
Defensively, it’s the “one-two punch of Google and Apple’s news over the last few weeks” and for offensive reasons “you might want to figure out this deterministic footprint because Google, Facebook and Amazon have been crushing you here in the states and BAT has been crushing everybody else in China and elsewhere.”
His reference to BAT (Baidu, Alibaba and Tencent) relates to “obviously the largest deterministic footprints in the world.”
As for traditional publishers being skeptical about the “speed bump” of having people log in so their data can be efficiently harvested, “Facebook’s kind of gotten over that over the last ten years and Google and Twitter and others have as well,” says Prohaska.
“For firms that can own their own identity, be able to collect their assets and then engage appropriately through proper regulation and opt in environment and recognized respecting the consumer first, where they can monetize either coupling or decoupling their identity data with their own inventory, those are the folks who are going to win for years to come.”
He recalls saying six months ago that “the world is going to move fully deterministic, fully opt-in across all media channels” by the end of 2025. “And we’re on track now.”
Before then, there will be “this major blowback, appropriately, with regulation and consumer fear understandable.”
But when consumers have full transparency over what’s happening to their data “and really what’s not happening to their data” there will be a tradeoff “around free content and services in exchange for a little personalization so we don’t serve punch the monkey ads for the next ten years.”
This video is part of Beet.TV’s coverage of LUMA Partners’ DIGITAL MEDIA EAST 2019. For more videos from the conference, please visit this page. This series is sponsored by 4INFO.
]]>As that importance grows, so does the position of companies offering identity “graphs”, records of consumer profiles.
In this panel discussion at Beet.TV’s Identity In Focus leadership forum, two ad agency executives discuss how identity is being pieced together by both graph vendors and brands themselves.
Prohaska Consulting CEO Matt Prohaska interviewed:
“There’s a number, about 20, different measurement attribution companies all working on either their own ID graphs and/or being able to measure off of that,” Prohaska said. “Are you having to piece together ID graphs all over the place?”
Matts replied: “Frankly, a lot of (clients) are making their own decisions with regards to identity graphs. They’ve got their own, and I think most of the work that we’ve done in the past 18-plus months has been stitching together different identity graphs from major partners in the marketplace, client partners as well, and then thinking about how you enrich that with other data sets, too.”
GroupM’s Danish agreed: “Especially those that are at the high end of enterprise spectrum, they have internal investments (in customer data). That has evolved to now CDPs (customer data platforms), and there’s authenticated identity graph and first party identity graph.”
Hearts & Science’s Matts said identity graphs are important because advertisers should recognize that individual audiences are vastly different, that broad demographic buckets may not be suitable.
She said some clients are in-housing their customer data on to an Amazon Web Services environment and are not inclined to port it out, placing importance on linking together fragmented pieces of data in a privacy-compliant fashion.
This video was produced in New York City at Identity in Focus: Understanding the Cross-Screen Consumer in a Fragmented World, a Beet.TV Leadership Forum, presented by 4INFO and hosted by Viacom. For more videos from the series, please visit this page.
]]>In this event recap, Prohaska, CEO and Principal of Prohaska Consulting, talks about identity as it currently stands, the rise of companies seeking to help track it and the industry’s progress to date.
On identity: “It was impressive to see that in an industry where there are, let’s say some headwinds around data privacy, and if you read broad business and consumer press there are a lot of landmines and a lot of places where people would think ‘oh my god I can’t do this, I can’t do that. I don’t want even think about targeting in anyway possible.’”
Players in the space: “There were at least fifty companies represented today in this room that are on offense and recognizing there is a proper path to do it, if you have proper transparency, if you have consumer opt out, if you have consumer opt in before the entire engagement begins, whether it’s through hardware or software. To be able to identify folks not just even at the household level but to the unique individual. We all know the pitfalls that can happen when creative goes to the wrong place.”
On determining identity: “It was encouraging to see that processes are getting a little more cleaned up. I heard people talk positively about second-party data for the first time in six months, that was a great sign to see. And the individual buying leaders that are either taking over entirely new organizations and coming from a data practice where they’ve run it, creative and media. To be able to tie that all together.”
Where the industry stands: “We now are getting closer. Most folks talked about maybe three of four on scale of one to ten and getting there. Optimistic for sure because we were in the ones and twos maybe even six months ago. Whole lot of promise and a lot of upside for the industry.”
This video was produced in New York City at Identity in Focus: Understanding the Cross-Screen Consumer in a Fragmented World, a Beet.TV Leadership Forum, presented by 4INFO and hosted by Viacom. For more videos from the series, please visit this page.
]]>So why are so many advertisers either spending so little or using addressable for a different purpose?
In this panel discussion at Beet Retreat, a cast of “millennial”-aged companies assembled to discuss issues affecting the pace of roll-out of future TV advertising – and what advertisers really want it for…
The panel heard that what ad buyers really want is audience scale. This may seem to go against the inherent promise of addressable TV, which can make an audience far smaller but also far more relevant…
Mark Gall, Chief Revenue Officer, Alphonso:
“There’s a lot of great data sets out in the marketplace. There’s 199 million homes. Get to half, you really have something. And then the strategy and the media planners will start funding that at a much, much higher rate than it does now.”
Today, connected TV even seems to mitigate against large-scale campaigns. One ad-tech exec said the promises aren’t quite living up to results achieved in limited trials – perhaps one reason so much advertiser spending in OTT is still considered “test-and-learn”…
Hardeep Bindra, Managing Director of Product, Sizmek:
“The general expectation from our digital-first customers is as we expand to CTV, OTT – and then adventuring to addressable and linear – is that we will continue that same (performance) approach in defining attribution. It works to a degree when it’s in a closed-loop testbed … But the minute you try and reach scale with it that’s when these systems start to either fall down or the delay in attribution breaks the existing models that we have in place.”
If connected TV advertising doesn’t yet have big scale, it may offer something else. Beet Retreat heard many executives talk about its ability to help cap the frequency with which viewers see a TV ad…
Frank Sinton, President & Founder, Beachfront Media:
“Connected TV but it hasn’t hit that 50% (penetration) mark yet. So we’re more like 10 or 15% penetration at this point. (In) connected TV, in particular, frequency (of ad exposure) is something that we’re looking really closely at.”
But the panel heard that using addressable TV to reach large audiences is possible. Two companies that have spent the last few years building out a patchwork of advertiser delivery opportunities, in very different ways, weighed in…
Beth-Ann Eason, President, Innovid:
Right now Innovid is 75 million households through nine different streaming devices across 1,000 different apps that are capable of delivering an interactive OTT ad. So the capacity is there. The systems and structure that we’ve talked about today is lagging that a bit. But we are continuing to focus on the largest potential audiences that can be lit up to be able to bring this reality to market.
Mark Gall, Chief Revenue Officer, Alphonso:
“One of the things that we’ve built over the last couple years is this local owned-and-operated station group opportunity which is, going back to we’re in 35 million homes, one out of every three TV homes, so we work with almost all the large station groups.”
Connected TV isn’t just about what happens on the TV. In a multi-touch consumer ecosystem, if you can track viewership and link it to outcomes like visitation and brand CRM data, you have the capacity to deploy sophisticated attribution that can prove the real value of connected TV exposure…
Mark Gall, Chief Revenue Officer, Alphonso:
“We’re literally enabling them to prove that their local TV ads are actually driving to the website or actually driving to the store. We’re able to do that because we are literally bringing live placeIQ data and matching it against our IP and IDs. So, ‘Wou’ve seen the ad for the F150, did you go to the dealership?’ ‘Did you see the ad for Taco Bell, did you go to Taco Bell or to the website for TD Ameritrade?’We literally get live information.”
This video was produced in San Juan, Puerto Rico at the Beet.TV executive retreat. Please find more videos from the series on this page.
The Beet Retreat was presented by NCC along with Amobee, Dish Media, Oath and Google.
]]>But, if that is the case, how do you explain Netflix?
Many executives in the industry have long since moved on from using “TV” to describe the box in the living room connected to an antenna, with many choosing the describe all moving-picture content, including “TV”, as “video”, whatever device it is delivered on.
But what is the current state of “television”, does it matter and what’s in a name?
A Beet Retreat panel convened by Beet.TV discussed the issue in Puerto Rico…
Television is becoming something very different, with hugely different capabilities. But, for both viewers and advertisers alike, there has been no wholesale recalibration of the enduring nature of “TV”…
Julie DeTraglia, Head of Research, Hulu:
“I mean, Hulu is television. If we don’t define it as television, I don’t know what else we’d call it. Increasingly, especially as you get to younger generations, they define streaming as television. Older generations slightly less so.
“We do have advertisers that consider us in two different ways. You have sort of more traditional reach-and-frequency linear buyers who look at Hulu as a reach extension, as a way to brand their products, as a branding platform. And then increasingly, we have all of these direct-to-consumer advertisers … who treat television a little bit differently, who want the data that they’re accustomed to getting in digital.”
Viewers may still have a unified sense of what TV is – but that doesn’t mean that, for broadcasters and advertisers, the medium isn’t nevertheless splintering in to umpteen different challenges…
Neil Smith, GM, FreeWheel Markets:
“It’s clear from our data that the consumer defines OTT as television. It’s the fastest growing platform, it kind of enfuels dataset, and it’s also the largest.
Now the challenge, I think there are a couple that we see with publishers. One is it’s very fragmented. We look at kind of OTT – there are a couple different buckets of devices that we include in that. So there’s kind of plug-in devices like Roku or an Apple TV or an Amazon Fire. There are gaming consoles. There are (also) smart TVs.”
From the advertiser perspective, the panel heard how advertisers want all of this complexity simplified so they can execute video- or TV-like ad buys across all the screens. But there is a tension – they want TV-like simplicity, but they want far more of the benefits of digital channels…
Anupam Gupta, Chief Product Officer, 4C Insights
“What they’re looking to do is buy a single audience across different platforms – plan, and buy, and get the outcomes that they need. In each of those cases, there is friction. Using first party data, third party data, all that is possible, but there’s friction like the matching process that the previous panel talked about.
“The number of days it takes (is significant). By contrast, campaigns can be live on digital platforms in literally an hour, (or) a day. So if it takes two weeks, that there is friction.”
The panel heard from one tech vendor that was early in to helping brands benefit from digital targeting of TV viewers. He said that addressable TV is powerful, but hard to expand…
Mike Baker, CEO, dataxu:
“We started experimenting with addressable TV for Ford. (They asked), ‘Could you literally show us the incremental cost of selling an F150 using highly targeted addressable TV?’ We said, ‘Sure, we do data science innovation’.
“We did the campaign, and it was like $767. The VP of sales was like, ‘Yippee, this is great’. And then I want to scale this, and it just ground to a halt. And we were sort of snake-bitten by that, because what you could show is the promise of using all this data and analytics really could ring the bell for a major marketer and get them very enthused. But it just couldn’t scale.
“So we sort of retrenched a little bit and said, what is – back to the friction point – how could you have a more digital like workflow? And what would it require?”
But a panel member also echoed a view heard elsewhere during Beet Retreat, that the extent of available content against which to sell ads has a profound impact on how ads are sold there…
Neil Smith, GM, FreeWheel Markets:
“We’re potentially falling into the same trap we did with digital video on other platforms – we’re kind of sacrificing the quality of the content and that ultimate TV experience to go get scale in places that’s kind of a different-quality-of-content, different-context, probably different-value-proposition to marketers.”
Advertisers want to be able to straightforwardly understand who is viewing content and ads, no matter what the device. But, in a world of proliferating platforms, each with their own commitments and approaches, that can be difficult…
Carol Hinnant, EVP, National TV, Comscore:
“It’s a very difficult environment to try to pull all of that together. What we’re working on cross-platform is really taking that linear television approach and bringing in all the various (other) platforms and lining it up with the linear television.
“Metadata behind all of this is what is absolutely critical. And that has to be solved. Because there is no group today that is good at their metadata.”
This video was produced in San Juan, Puerto Rico at the Beet.TV executive retreat. Please find more videos from the series on this page. The Beet Retreat was presented by NCC along with Amobee, Dish Media, Oath and Google.
]]>But what if the presuppositions they made with that data could be improved on in yet another step-change?
One leading TV company researcher thinks viewers may soon elect to give broadcasters and their advertisers far more specific information about their buying intents.
In this fireside discussion with Prohaska Consulting CEO Matt Prohaska for Beet.TV, Janus Strategy & Insights president Howard Shimmel – previously chief research officer at Turner – opens up on how Turner’s research has convinced him the change is coming.
“We did some research at Turner that we call the Consumer Data Value Exchange,” says Shimmel. “We were trying to get an understanding of what consumers are willing to give up in terms of data to get a better ad experience so they’re not getting ads for categories they don’t care about.
“The reality was consumers said they’re willing to give up a lot more than we think they’ll give up. They just need control and they need to be paid for it.”
That realization could have profound consequences for marketers and the publishers or broadcasters they go through.
For one, it could mean a change in emphasis – from second-guessing consumers’ position in the purchase funnel for various products and services, to actually knowing.
“I think eventually we’re going to have to get to a world where there’s more consumer control and they’re giving us signals a little bit more directly than (simply) ‘I’m in the market for a car because I happen to go to a BMW site yesterday’,” adds Shimmel.
This kind of approach may see new power brokers emerge. Shimmel, who joined Janus last year, says comScore and Nielsen evolved to measure media consumption because buyers didn’t have access to first-party data with full accuracy. But now connected TV sets can give off exact data signals about who is watching.
That, he says, should prompt the measurement agencies to change the nature of their service, and – for anyone hoping for a career in media measurement – it will place a premium on getting skills in data science.
This video was produced in San Juan, Puerto Rico at the Beet.TV executive retreat. Please find more videos from the series on this page.
The Beet Retreat was presented by NCC along with Amobee, Dish Media, Oath and Google.
]]>“Fortunately, thank god the stigma of programmatic TV and those two words being bridged together is not a bugaboo anymore or freaking people out,” the CEO of Prohaska Consulting says during a break at last month’s Beet Retreat.
People recognize now “through education and getting people off the ledge, sellers, buyers and anyone else in between,” what can actually be accomplished. Prohaska cites some of the benefits of programmatic in display, mobile app and premium, pre-roll video “without the real-time nature and it doesn’t have to be a copy paste the exact same way.”
As some of the conference speakers indicated, there’s more cross-pollination of talent in agency teams. “People are starting to bring different skill sets and points of view to the same type of advanced TV buying where context does matter,” Prohaska says. “People are realizing, fortunately, that the benefits of buying in-program and contextual placements do matter if you can bring some audience targeting to the party.”
Still “very much a work in progress” is frequency capping across screens, “obviously not there yet, I think we all experience it as consumers.” He sees “a concerted effort to be able to figure that out both probalistically for now and deterministically where that’s available.”
Transaction friction costs are “not as perfect as they will be,” whether it’s leveraging the OpenAP platform “or any other more direct connections.”
There are still too many touchpoints and a “little bit too much delay between being able to execute a deal and then actually launch it. And then being able to optimize either by message sequencing or just by media mix optimizing and being able to appreciate where the best placements are,” he says.
This video was produced in San Juan, Puerto Rico at the Beet.TV executive retreat. Please find more videos from the series on this page. The Beet Retreat was presented by NCC along with Amobee, Dish Media, Oath and Google.
]]>“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.
]]>“What we’re hearing from buyers and even from a couple of the sellers is that there hasn’t been a lot of momentum in transaction as folks would have hoped in this season,” Prohaska says in this interview with Beet.TV in which he also discusses the early impact of the General Data Protection Regulation in the European Union.
Another hot topic at Cannes was “what we politely call next Nielsen, and next Nielsen could involve Nielsen obviously, but sort of what’s next beyond age and demos,” he adds.
OpenAP is not yet one year old, having been announced by Fox, Turner and Viacom in March 2017 and activated that fall, so the current Upfront is its first. Earlier this year, NBCUniversal joined in, as did Univision.
“What we’re hearing from buyers, and even from a couple of the sellers is that there hasn’t been a lot of momentum in transaction as folks would have hoped in this season,” Prohaska says.
He cites comments by, among others, OMD’s Chris Geraci—who was Prohaska’s boss at BBDO back in the day—to the effect that “there’s some usage there. But the real upside of being able to have proprietary data sets that you keep as a buyer or seller but be able to dip into this great pool and leverage these standards that have been worked on for awhile hasn’t fully been realized yet. I think there’s a lot of energy and excitement about trying to do that more while the legacy television and advanced television buyers and sellers sink their teeth into this marketplace.”
At the outset of Cannes, Prohaska heard of “a couple other” media that should be joining OpenAP in next couple of months, “and that’s all great. But not as much transactional, put to use on a campaign-by-campaign, brand-by-brand basis yet.
“We think we’re sort at that start of the hockey stick and hopefully next year this will become just become the way everyone does business in advanced television and we hope to be helping with a couple of our buyer clients and then one or two sellers maybe, we’ll see.”
GDPR has impacted the EU temporarily, but while many people still think of programmatic in traditional display mobile as sold by open auction, Prohaska says that’s not the case.
“Fortunately, what we’re seeing is a strong move to PMP’s in digital, strong move to deterministic versus probabilistic data strategy. As we’ve been saying for about a year, classic short-term pain for sure with a lot of organizations but long-term upside.”
Prohaska Consulting recently signed its 260th client in the company’s 230th week of business as it expands globally, with its publisher practice representing one-third, tech-one third, the buy-side 20% and the rest investors and trade groups. “Fortunately, that idea of kind of helping everyone move forward under the prism of client first and if we’re there to receive some thanks and compensation, great. It’s been paying off,” said Prohaska.
]]>“A lot of the conversations now are not such much about the promise of all the stuff we talk about. Data-driven, advanced TV, whatever. But it’s about how to practically make it happen,” he adds in this interview during a break at last week’s Beet Retreat in the City.
“And the challenges that people are facing who kind of said, ‘hey okay, I want to do this, now let’s roll it out to teams and what’s the process and how do you educate teams that have been doing it a certain way.’”
Asked by Beet.TV contributor Matt Prohaska, CEO & Principal of Prohaska Consulting, to recap the progress of 4C, which was founded in 2011 under a different name to operate in the social media space, Gupta says it’s been a journey on disparate platforms.
“So we started out in paid social, we extended to TV, toward the ultimate dream that what marketers need is really one platform to do audience-driven, cross-channel marketing,” says Gupta. “That’s really kind of what we’ve been moving towards.”
What he’s seeing now in the market is that brands and agencies alike “absolutely get it. They know that these media need to work together. They know that it can’t just be silos.
“So they get it but we’re in the process of deploying it. People, process, technology. How all these need to work together.”
This video was produced at the Beet Retreat in City & Town Hall on June 6, 2018 in New York City. The event and video series are presented by LiveRamp, TiVo, true[X] and 605. For more videos from the series, please visit this page.
]]>“Belated” and “complacent” would seem to sum up his view of many publishers’ readiness for the European Commission’s new General Data Protection Regulation (GDPR).
“There are still some publishers that haven’t gotten off the mat and gotten even reviewing their compliance, reviewing what their DMPs (data management platforms) are doing right now,” says Prohaska, who once worked at The New York Times and who now leads his own consultancy, in this video interview with Beet.TV.
So, what is GDPR? A new piece of EC law that came in to effect back in 2016, updating 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:
Just because GDPR operates across Europe, that doesn’t mean companies elsewhere are unaffected. Any company handling EU citizens’ personal data risk a fine of up to 4% of global turnover, to a maximum €20 million, for non-compliance.
Still, some US publishers seem to be comically, if worryingly, unprepared. Summing up an attitude often heard, Prohaska reports: “It’s a, ‘Yeah, there’s no way they’re gonna do this, really, and ding someone’, or, ‘They’re gonna get one and make a statement, but that’s not gonna be us’. We think those folks are in trouble. They’re going to be sorely mistaken.”
European publishers may have a head-start on GDPR thanks to historical privacy regulation that had pointed in the same direction.
“There are some that we know that have been preparing for this for about a year, plus,” Prohaska says. “Just a couple of months after the regulation came out, back in April of 2016. And they’ve got a data compliance officer in place, they’ve worked on this with their ad product team, so they know when they’re going to engage.
“Most publishers, at least that are European-based or headquartered or where the majority of their audience is, are getting set up and fine,” Prohaska says. “Fortunately, there has been some practice, already, where a lot of the European-based publishers that have the heads-up, ‘Hey, we’re going to be dropping cookies on your browser, is that okay?'”
Specifically, that was the previous EU Cookie Directive, which was adopted in 2011, rather than GDPR, which is much wider-ranging, but the direction of travel was similar.
Whilst some practitioners, especially those in the US, seem to be treating GDPR as simply akin to same kind of European regulatory over-bearishness which they have long had to suffer (in other words, little change), the ramifications could be deeper than that.
The emphasis is on obtaining more explicit consent from consumers, and giving them more control over how consented-to data processing is carried out in future.
Many believe GDPR will precipitate a shift in fundamental marketing practice, from targeting consumer behaviors and characteristics to targeting real consumer profiles, will come about.
Says Prohaska: “We think that, in 18 months, the days of cookie-fishing and buying in the open auction and dropping tags and banners only just to be able to re-target, are probably done, or severely minimized.
“The good news is that (this is) for the good of the industry, for the good of consumers, for the good of this whole ecosystem. (This is) the way it should have been to begin with. We didn’t have a great opt-out system and so the pendulum swing now says, ‘Okay, it’s going to be a little more painful in opt-in and you’ve got to let everyone know up-front.”
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.
]]>As explained by Sequent’s Jim Spaeth at the recent Beet.TV Leadership Summit titled Outcomes and presented by Eyeview, there’s still a strong perception among marketers that digital video is for branding. “It was a way to reach the people they weren’t reaching with linear TV,” Spaeth told the audience in a one-on-one interview conducted by Matt Prohaska of Prohaska Consulting.
This is despite the fact that some of the research participants “had experiences and points of view that conflicted with that branding bucket.”
Specifically, the research found that 55% of respondents said digital video is for branding and 40% said it was to drive sales. “I wish this had been a longitudinal study,” said Spaeth. “You can sort of feel that emerging group of people saying digital video is actually good for sales.”
Some respondents fall into the category of “the Jedi knights of marketing” in that they view video as useful for both branding and sales.
While companies in the travel space “were the leaders” in seeing digital video as generating and converting opportunities, other categories view things differently. To some automotive marketers, it’s “good at generating traffic, as opposed to ‘I sold more cars,’” said Spaeth.
Some CPG marketers consider digital video to be shopper marketing. “I’m going to get people in the store. It’s not going to actually put the Velveeta in the cart.”
One-on-one interviews yielded proof that marketers understand the benefits of personalization but see a complicated path to execution, according to Spaeth. “They’re terrified of the process and the cost. The minute you can simplify that and make it work for them and make it affordable, it makes a huge difference.”
According to the research, personalization of digital video ads can increase ROI by 200% to 300%, according to a handful of cases alluded to by Spaeth.
This video is part of a Beet.TV leadership summit on video outcomes presented by Eyeview. For more videos from event, please visit this page.
]]>Nine years ago, Innovid chose the latter path, providing an open platform approach to personalizing video targeting and integrating it with customer data and insights from other channels. Now, about one-third of all video served on the Internet is done so by Innovid.
It’s not been the easiest of paths, according to CTO and Co-Founder Tal Chalozin. “Clearly, it’s been an uphill battle fighting existing ways of doing businesses, existing processes and existing players,” Chalozin says in this interview conducted during the recent Beet.TV Leadership Summit titled Outcomes, presented by video marketing technology provider Eyeview.”
Chalozin puts early innovators in two buckets. First are those that can prove success in the easiest way, including online sellers and data-centric players like Netflix. “It’s way easier for them to dabble into better creative, personalized storytelling, one-to-one messaging. That’s the easiest ones,” he explains in response to a question from Matt Prohaska of Prohaska Consulting.
In the other bucket are innovators who seek to “cater to the vast side of the market,” for example packaged-goods companies that haven’t traditionally tried to figure out specific creative to promote a household product based on gender, geography, different times of day and so on. Helping these marketers through a maze of sources and suppliers “is a hard business to be in,” Chalozin says.
Having planted its flag early in the video space, Innovid believes it has succeeded in moving the industry forward by focusing on technology and solving complicated problems. “Someone needs to be the operating system that makes this all work,” he adds.
Chalozin has two messages for marketers: the investment in personalized targeting “is not that hard” and not all outcomes need to be measured by sales lift because “in many cases it’s close to impossible.”
Besides, “There are many other ways today to find your metrics of success”
This video is part of a Beet.TV leadership summit on video outcomes presented by Eyeview. For more videos from event, please visit this page.
]]>The smarter approach now is tapping moments in peoples’ lives and using the behavioral data that can make their way into a creative brief, Estrada explained to the audience at the recent Beet.TV Leadership Summit titled Outcomes, presented by video marketing technology provider Eyeview.
“It can be kind of functional within a category, or you bought a thing therefore here’s the next thing you can buy, using the data we know about people to appeal to them in more emotional terms,” said Estrada. Such thinking requires a shift on the client side to not just think channel first but to think about video and consumer first. Or, “What do we need to make for them,” he explained.
Asked by moderator Matt Prohaska of Prohaska Consulting how difficult it is to convince clients to make the needed investment in various creative iterations, Estrada said you have to start wide and then you can get narrow.
“You can cut it way too thin and overproduce a whole bunch of content that’s going to be really expensive, or you can start there and do a lot of testing and testing,” said Estrada. “You have to be agile in market, create all the different assets, look at it quickly, respond and throttle up when it’s appropriate.”
Nonetheless, weather targeting for a business like Lowe’s is still a key tactic. “Bad weather, good weather has a massive impact on their business,” Estrada said.
This video is part of a Beet.TV leadership summit on video outcomes presented by Eyeview. For more videos from event, please visit this page.
]]>During a break at the recent Beet.TV Leadership Summit titled Outcomes, presented by video marketing technology provider Eyeview, the Television Partnership Director for Experian shares his insights on product and service category success stories and what lies ahead.
Automotive, which is “a big TV category in general, is prime territory for consumer targeting and outcomes measurement, according to Danaher. “That’s been a huge success because even half a percent lift will drive thousands of extra cars sold, so that’s been a big win,” Danaher says in response to a question by Matt Prohaska of Prohaska Consulting.
Financial services, which has a lot of metrics inherent in the business, has been “a big category for us and interestingly, travel has been maybe not number three but it’s certainly significant,” Danaher explains.
Asked about the pricing model for using third-party targeting and measurement data, Danaher cites the usage model adopted by Experian and other third-party data providers. A big advantage is no major upfront commitment of budget.
“Since we’re measuring all of it we can see what works. And then they usually come back and buy more of what works. That usage model has really enabled a lot of people,” says Danaher.
What would he like to see 12 to 24 months from now in terms of industry progression on audience targeting and measurement? “The dream would be a cross-media campaign using an Experian segment in TV online and mobile,” he says.
“Right now there’s a lot of heavy lifting still” as brands seek the best data to define and target audiences. “Twelve months from now the ideal would be if the advertiser knows their metrics, they know what data to use and they know what they’re doing and it’s fast, smooth and efficient,” Danaher says.
This video is part of a Beet.TV leadership summit on video outcomes presented by Eyeview. For more videos from event, please visit this page.
]]>This is one reason why it’s important to bring the right partners into creative agencies, according to Bob Estrada, EVP & Director of Strategic Partnerships at BBDO New York.
“If there’s a separation between media and creative, what’s going to happen is maybe something gets onto a media plan and by the time it gets to the creative agency and it’s sold in, there isn’t the requisite amount of time to develop a great idea,” Estrada explains in an interview at the recent Beet.TV Leadership Summit titled Outcomes, presented by video marketing technology provider Eyeview.
BBDO is always seeking best-in-class partners across technology, ad-tech, media, publishing, social platforms. “Getting them in so we understand their platform and what works today with that platform. Maybe ideating together,” says Estrada.
The end result is being able to take a brand’s creative idea, seeing how it can work on a particular platform and “oftentimes bringing that idea forward to a client along with media and that way we’re crafting something contextually right for the platform,” he adds.
In the old days, before media was unbundled, creative and media types would sit around a table putting together joint plans for clients. “You have to act that way. It takes a little bit more effort and time sometimes, but the partnership route has been very successful for us,” Estrada says.
Asked by Matt Prohaska of Prohaska Consulting to cite the best of the biggest platforms in their understanding of the importance of creative in driving results, Estrada cites Facebook and Google. It’s inherent in their business models to have the best work on behalf of their brand advertisers.
“If there isn’t good entertainment or compelling content that’s on those platforms, users are not going to keep going there,” he says. Estrada believes Facebook and Google have “taken a lot of great steps” to provide third-party verification on what ad campaigns are working on their platforms.
“Being able to know if you’re doing a campaign and how well it’s driving people to store or to offline sales is critically important for us to be able to really determine which outcomes are mattering to our clients,” says Estrada.
This video is part of a Beet.TV leadership summit on video outcomes presented by Eyeview. For more videos from event, please visit this page.
]]>Moore is one of many industry leaders who will gather in New York on March 9 at the Beet.TV Leadership Summit titled Outcomes: Connecting Video Ad Spend To Sales. The event is sponsored by outcome-based video marketing provider Eyeview.
In an interview with Beet.TV at the IAB Annual Leadership Meeting, Moore notes that one neglected aspect of “the fantastic growth of digital over the last ten years” has been creative.
“And what we have now seen is a whole host of creative management platforms, as well as dynamic creative optimization companies that provide one more way for us to optimize a campaign,” Moore says.
Alas, most of this creative customization has been relegated to display ads. “Today video is not being put together on the fly in order to create an ad specific for a user. That will happen in the future,” Moore predicts.
“Right now, most of the video renditions tend to be downloaded overnight into a cable box or made available in some other fashion,” he adds. “However, over the next few years you will see video become an increasingly important part of the dynamic creative optimization marketplace.”
Among the speakers joining Moore on March 6 at the Andaz 5th Avenue for the Beet.TV Outcomes Leadership Summit are: Lisa Archambault, Senior Director, Global Advertising, Caesars Entertainment Corporation; Tal Chalozin, CTO and Co-Founder, Innovid; Brad Danaher, Television Partnership Director, Experian; Andrew Davis, Founder, Monumental Shift; Bob Estrada, EVP & Director of Strategic Partnerships, BBDO New York; Andrew Feigenson, Chief Revenue Officer, Nielsen Catalina Solutions; Oren Harnevo, CEO, Eyeview; Rebecca Lieb, Advisory Board Member, Netswitch Technology Management Inc. and OneSpot; Joanna O’Connell, Chief Marketing Officer, MediaMath; Matt Prohaska, CEO & Principal, Prohaska Consulting; Tom Rogers, Executive Chairman, WinView Games, Chairman and CEO, TRget Media; and David Shim, Founder and CEO, Placed.
This video is part of a series produced at the IAB Annual Leadership Meeting. Beet.TV’s coverage of this event is sponsored by Index Exchange. For more videos from this series, please visit this page.
]]>During a panel discussion at the recent Beet.tv Retreat 2016, Gupta explains the 4C product suite, which includes activation on Facebook, Instagram, LinkedIn, Pinterest, Snapchat and Twitter as well as TV-synced ads across digital display, mobile, search, social and video.
“We have figured out, by looking at each and every platform that we’re integrated with, the right metrics and have the whole closed-loop optimization kind of built in,” he says in response to a question from moderator Matt Prohaska of Prohaska Consulting.
4C Insights doesn’t want to be known as just another data provider, according to Gupta. “For us, it’s about connecting data and activation. Those two things happen side by side,” Gupta says.
The company also provides advertising and content analytics leveraging its Teletrax global TV monitoring network and proprietary social affinity database.
Mixpo developed a modern enterprise cloud platform to help media companies, advertisers and agencies run advertising campaigns, with an emphasis on the proper creative elements. “I absolutely believe that as ad tech and marketing tech com together, and you think about what the challenges and opportunities are for marketers, targeting and creative go hand in hand,” Gupta says.
Asked whether there are specific winning formulas for specific social media platforms, Gupta says, “There are so many different things. Direct response campaigns. Direct mapping to conversion versus branding campaigns. There’s no one answer to that.”
This interview was conducted at Beet Retreat 2016: The Transformation of Television Advertising, an executive retreat presented by Videology with AT&T AdWorks and the 605. Please find more videos from the event here.
]]>Furious Corp.’s Prophet is an enterprise management platform for television broadcasters and premium publishers to manage pricing and planning of cross-platform video inventory. Among other things, it’s a tool for forecasting, “which everybody neglects but is an essential precursor to a better planning, pricing, allocation and optimization business process,” Swartz says.
“The other big part of our thesis is there is so much wealth to be unlocked at media companies,” Swartz continues. “If media companies aren’t empowered with insights and information and they don’t understand their own audiences, how are they going to package and deliver that audience to an advertiser?”
At many large media companies, there is one CMS per television network and a separate one for digital, making it difficult to build cross-platform plans, Swartz says in response to a question from Matt Prohaska of Prohaska Consulting.
“What better place are you going to mine insights than looking at your digital audience behavior and viewing behavior and adjacent behavior to build a better television schedule?” says Swartz.
While this should be a quick win, according to Swartz, “because the CMS’s are disparate and don’t talk to one another, that media company is disadvantaged going to the negotiation table.”
As a result, “value is going to be had by a middle person putting their hand in the pot. We believe there’s an opportunity to recapture more of the value upstream by empowering them.”
This interview was conducted at Beet Retreat 2016: The Transformation of Television Advertising, an executive retreat presented by Videology with AT&T AdWorks and the 605. Please find more videos from the event here.
]]>So says the man who used to run programmatic advertising at The New York Times, no less.
“And the audience data pipes that have been connected, whether it’s through social or a lot of the same fundamentals from direct mail, are really starting to take hold,” says Matt Prohaska, now an independent consultant, in this video interview with Beet.TV. “You see it in people’s faces around here, where it’s not just theory anymore.
“It’s, ‘No, no, no we’ve actually done this and it’s real, it’s just, okay we want to now accelerate the actual process around this. We need a little more scale, we need the taxonomies to improve.”’Those are all just things that are gradually creating nice progress for everybody.”
Prohaska was responsible for global programmatic and channel revenue for the digital properties of The New York Times in display, search, text, mobile, and video between 2013 and 2014.
Now he runs his own Prohaska Consulting, with clients numbering Hulu, Grapeshot and Toyota.
Prohaska sees a world that’s changing fast. “A year ago, there was a little bit of people putting up crosses and wearing garlic and ‘get that programmatic word away from me completely’,” he recalls. “You’re starting to see enough at bats now from the sellers and certainly on the buy side.”
This interview was conducted at Beet Retreat 2016: The Transformation of Television Advertising, an executive retreat presented by Videology with AT&T AdWorks and the 605. Please find more videos from the event here.
This interview was conducted by Furious Corp CEO Ashley J. Swartz.
]]>There are a “lot of different actors on a lot of different levels,” among them stations and groups, “and getting them all together can be very challenging,” TubeMogul’s Matthew Dybwad confirmed during a panel discussion at the recent Beet.TV summit on politics and advertising. “I think that’s really the main reason why you haven’t seen programmatic television become a thing earlier than it did.”
Moderator Matt Prohaska of Prohaska Consulting drilled a little deeper, asking Dybwad whether many media owners see things as “going well enough right now” for most of them.
“I hear this too in the industry,” Dybwad responded. “You’ve got station owners saying, ‘look, I’m already selling every minute of every day. Why do I need technology to make this better? How could I possibly make more money than I’m making’”?
Having spent the past 15 years in digital marketing, Dybwad, who is the Head of Politics & Public Affairs at the global advertising software platform, takes less of a status quo stance. “It’s very clear coming from a digital marketing background that if each one of those minutes were able to be bought more efficiently, against data, with more verification and measurement, people would actually pay more to get that level of efficiency,” Dybwad said.
Because programmatic buying can reduce marketers’ actual cost per engagement or per reach and frequency goal, it’s “the key to media owners throughout the spectrum getting more for their dollar and ultimately, as automation goes forward, it’s going to make their jobs even easier,” said Dybwad.
Among the brands leveraging TubeMogul’s programmatic tools—which have powered more than 300 campaigns—are Allstate, Heinekin and Mondelez.
“On a national landscape, this is an opportunity that makes a lot of sense for these brands because they can buy smartly with data, in a more automated fashion. It brings a lot more sense and logic into their process,” Dybwad said.
Within the political realm, Dybwad predicts that the 2016 election cycle will yield “a lot of really compelling case studies” involving programmatic buying.
“I think that by 2018, programmatic buying of TV across the political spectrum is going to be common place,” he predicted.
You are watching videos from Beet.TV politics and advertising summit presented by OpenX along with Intermarkets. Please find additional videos from the series here.
]]>“I was amazed at how quick the political ad agencies were to accept this and to want to use” D2 Media Sales, its Director of Political Ad Sales, Mark Failla, said of 2014 during a panel discussion at the recent Beet.TV summit on politics and advertising. “Now in 2016, what we’re starting to see is some of the digital players fight for that money and say it’s really a digital buy,” Failla explained in response to a question from panel moderator Matt Prohaska of Prohaska Consulting.
According to Failla, political buyers are drawn by the “precision of direct mail with the accountability of digital, but with emotional impact and reach that only a television commercial can give you.”
Among D2’s main attributes is its ability to create scalable household-addressable media buys at the local level, enabling political campaigns to target their buys within given states, along with its approach to prevent wasted impressions. “If the commercial is played during a DVR playback and they skip through the commercial, it doesn’t count as an impression,” Failla explained. “If someone changes the channel instead of watching the commercial, it doesn’t count.”
Even though D2 offers some 50 demographic audiences for targeting, in addition to voter file data, buyers bring their own data to the table in line with their specific needs.
“Especially in this election cycle, there’s unique audiences that are affected by the top of the ballot problems that maybe we have on the Republican side or the Democratic side,” said Failla. “That affects the down-ballot candidates.” By matching campaigns’ own data to D2 households, “now you can target just these disaffected Democrats or reluctant republicans. You name the target audience. There’s a ton of them out there.”
Asked whether campaigns have begun to harness dynamic creative messaging to deliver sequential messages to target households, Failla said buyers are interested but there are concerns about cost and scale.
Although most voters would agree that this is a unique election season due to the personalities of the presidential candidates themselves, TV still plays a fundamental role regardless of how much free media coverage a candidate can generate.
“I think television as a vehicle still has to be a persuasion vehicle and still has to be used in a traditional way in many cases. It’s just that targeting is so much more superior,” Failla said.
You are watching videos from Beet.TV politics and advertising summit presented by OpenX along with Intermarkets. Please find additional videos from the series here.
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