For a preview of the event, we spoke with next week’s sessions producer Tim Hanlon, CEO of the Vertere Group, a longtime consultant/advisor in the advanced TV space.

Hanlon says that measurement is essential and the big players won’t necessarily be the winners with many new, innovative companies in the space.

Shifting to a virtual format is a learning experience for those of programming industry events, Hanlon says, where timing a panel duration have to be considerate of  the attendee.

He says registration for Fall 2020 is much higher than previous physical events.

The Audience Measurement Summit, will include speakers from Comscore, LiveRamp, 605, Nielsen, Tru Optik, Moat/Oracle, Effectv, TVSquared, Discovery Networks, Xandr, Inscape, CIMM and others.

Separately next week will be The Streaming TV Summit with Roku, ViacomCBS, Pluto, Tubi, Philo and other key players in the advanced TV space.

Fall 2020 is presented by Future, the publisher of Broadcast & Cable and Multichannel News.

Things like attribution from set-top box data to blockchain technology for programmatic transactions are suddenly in the mainstream.

“These are all things that literally in the last year have gone from just general concepts to truly actionable items,” Hanlon says in this interview with Beet.TV.

Much of the change has been embraced by legacy TV and upstart digital players alike. As for the former, Hanlon points to Comcast “with lots of different toeholds” in the business, from NBCUniversal to ecosystem technology providers.

“Comcast is maybe the leading media company now with all of those assets under one roof. That is an exquisite position to influence how the future of advertising on television and or video looks and feels and is shaped,” Hanlon observes.

Then there is Google, a pure play digital adtech firm “wanting to get into the television industry in a big way.”

Although in some respects, Comcast and Google could be viewed as “two warring titans for the future of TV advertising,” they actually might need each other.

“That’s the exciting part of how the future of television advertising is evolving.”

Vertere provides consulting and advisory services to companies of all sizes “or financial folks in between who are trying to figure each other out.”

It could be a TV network struggling with adopting programmatic or incorporating data into its sales process. These clients might need to consider collaborating with startups “and companies on the outside.”

Conversely, early stage companies are “trying to get on the radars of some of these big media firms.” In between are “a ton of financial folks.”

The insights of a third party can help to marry assets and opportunities. “We spend more of our time having those kinds of conversations than we ever have before,” Hanlon says.

This video is part of a series of Beet.TV’s coverage of the Advanced Advertising conference held during NYC TV Week. Beet.TV’s coverage is presented by 4C Insights. Please find additional videos on this page.

But a nationwide footprint is still some way off, many industry execs believe.

Tim Hanlon, founder and CEO of his own Vertere Group, an investment advisory and consulting firm, thinks the current deployment of addressable – limited to the two minutes per hour of local cable programming available – is a “ghetto” that limits grand uptake.

That could be solved by national operators and networks coming closer together or by local broadcasters and operators to partner. Hanlon isn’t betting that either of those things will happen in the near term – but he thinks the companies should recognize the need.

“One only has to look at how people are unbundling their cable subscriptions … cable distribution of cable networks is starting to decline,” he tells Beet.TV in this panel interview. “Even ESPN, the king of all kings, is seeing significant declines.

“As those subscriber bases get smaller, it’s pretty clear that the network operators are not going to pay programmers or TV stations as much as they have been in the past, because their subscriber levels are going down. So that money has to be made up and then some – and advertising … comes to the rescue.”

Now here is an interesting comparison. Hanlon likens the cable operators’ situation to that of Netflix. Netflix’s subscriber base may still be growing – but many observers, casting forward to slow-down, imagine the outfit will need to start selling ads to maintain positive momentum for investors. Hanlon agrees.

Typically, those most excited about advertising on Netflix are on the advertiser side. What does Hanlon think?

Asked which he conceives happening first – national broadcast addressability or Netflix beginning advertising – Hanlon says: “I don’t think national broadcast addressability happens that soon only because the local TV stations and the affiliate relationships are so convoluted and murky that that has to be completely rethought and reinvented.

“So, if I were a betting man, I would say that we’re probably going to see some judicious, target ad opportunities within the Netflix environment sooner than that.”

In January, Ampere Analysis’ Richard Broughton gave Beet.TV an analysis of Netflix’s advertising opportunity, saying the company could make between $270m and $2bn per quarter from advertising, depending on the model. But each model would also have an implication for subscriber churn.

This panel 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 panel was moderated by Matter More Media CEO Tracey Scheppach.

That transition is “about three or five or seven percent of the way there,” the Chief Research Officer of Omnicom Media Group opines during a panel discussion at the recent Beet.TV Retreat 2016.

Steuer recalls that when he started in the media business, data availability was a major obstacle. “And in particular, the combination of what I would call small data, the data that lets us understand how individuals are using a bunch of different media devices across the day, with what’s now big data,” Steuer explains.

He defines big data as “the device-level data that’s giving us very precise mounds of data that’s hard to connect together because you can’t connect it across the different platforms.”

Even though the industry is on the path to rationalizing the data piece, “The supply side plumbing is what’s missing to get us all the way to the IP-based, highly targetable, very audience-based future of television,” Steuer says.

Then he shifts to a food metaphor to address the combination of highly targetable and broad reach options available today.

“The problem of today is figuring out what’s the food pyramid of TV circa 2016, 2017 where I can have a balanced diet of my addressable as a sometimes food and still deal with the broad reach,” says Steuer.

He notes that clients like McDonald’s want to say something to everybody, but “what they say to different groups is something advanced television can help them to get to in a more and more focused way.”

Panel moderator Tim Hanlon, Founder & CEO of The Vertere Group, asks Steuer whether traditional media agencies, with their broad-based approach to marketing and media, are up to the task of becoming more data driven.

By way of response, Steuer says client wins of AT&T and Procter & Gamble by Omnicom’s Hearts & Science agency were rooted in the belief that “data is a key ingredient of the full stack, all the way from how do you inform building the right creative plan and the right messages all the way through to how do you target and measure it.”

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.

Back in 2006, when Comcast first debuted addressable ads in Huntsville, Alabama, the media world was analog only. “Trying to launch a digital-like solution like addressable on the back of an analog architecture was a little like pushing a string,” Ward says during a panel discussion at the recent Beet.TV Retreat 2016.

Now Ward is Group Vice President of Comcast 360 Media, which helps advertisers manage digital convergence across the full scope of Comcast’s multi-platform media properties. His dry humor on full display during an interview by moderator Tim Hanlon of The Vertere Group, Ward says there was “a fair degree of separation of church and state” between the advertising and distribution business inside Comcast.

“I remember being at an investor conference where Brian Roberts was speaking not long after I joined the company,” Ward recalls. “He said ‘well, we’re really not in the ad business.’ And I said wow this was a bad career choice on my part.”

That was because advertising was the tail on a $40 billion distribution dog. Then came Comcast’s acquisition of NBCUniversal, wherein advertising became the second largest standalone business behind residential video.

Now a major priority is monetizing a vast amount of inventory across more than five dozen networks.

“I’m going to make up a number, but these numbers aren’t far off,” Ward says by way of explanation, adding that “forty percent of our sellable impressions represent ten percent of our revenue, give or take.”

The disparity is due to a lack of data “to help sell and monetize that long-tail inventory,” Ward says. “So that’s one clear opportunity for us.”

Another opportunity is for Comcast, which is largely rooted in the spot TV marketplace, to compete for national direct marketing budgets “by applying that same data and distribution,” according to Ward.

Asked by Hanlon about the need for programmers and distributors to do more collaborating so as to expand the addressable marketplace, Ward offers the analogy of when Procter & Gamble and Walmart “were at loggerheads” until they came to realize “wait a minute, if we work together we can compete more effectively with Amazon.”

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 is one takeaway from a panel discussion at the recent Beet.TV Retreat 2016 on the value of advanced TV advertising. Moderated by Tim Hanlon, CEO and Founder of The Vertere Group, the discussion began with an examination of the usefulness of addressable advertising and ended with a critique of legacy ratings.

To Jonathan Bokor, advanced TV is defined as addressable, audience index programmatic and over-the-top. “These are three very distinct and different tools,” observed the SVP and Director of Advanced Media at MediaVest | Spark. “They are not currently easily melded together. That’s where we have to go.”

Larene Mantel, the Director of Advanced TV at Cadreon, said it “might not make sense for all advertisers to be in the addressable space,” a sentiment echoed by Mike Bologna, President of MODI Media. “On average, about a third of every addressable analysis we do for an advertiser the recommendation back to them is this isn’t the right approach,” said Bologna.

Nonetheless, all three panelists agreed that addressable can be a valuable, bottom-funnel tactic and that in general, TV needs to be more effective, efficient and accountable. “This is really an opportunity to deliver more frequency against your best prospects,” said Bokor. “And as a consequence, to spend a little bit less on demo-targeted media that has a lot of waste associated with it.”

But there’s still the top of the funnel, which is why traditional TV isn’t going away anytime soon.

“There’s always going to be that top of the funnel and there’s always going to be the mass GRP’s being pushed there,” said Bologna. “But now that most of these advertisers understand who their real target is, we can balance it.”

Added Mantel, “It’s finding the balance” and for advertisers “not caring where your airing but who you’re reaching and that you’re reaching the right person.”

Asked by Hanlon to reconcile increasingly longer Nielsen ratings windows like C30 with the move toward more targetable impressions, Bologna said that both are needed. “It’s absolutely both. There’s nothing wrong with improving the legacy metrics.”

Bokor was hard pressed to assign a value to C30. “The market forces that are applied to determine the value are really insufficient,” Bokor said. “We have a marketplace that doesn’t truly reflect the actual value of each impression. C30 is going backwards in the extreme.”

Bokor would like to be able to bid on every advertising impression, a situation that Bologna suggested would result in “all hell is going to break loose” because the CPM’s could skyrocket.

“I want a holistic marketplace so that it’s not just about TV,” said Bokor. “I want to look at the entire marketplace of all advertising impressions and find where the value is. And if I can truly get that, then I know exactly what I’m paying for and I might be willing to pay more.”

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.

“We definitely have a perspective that eventually everything is going to go IP,” says Brian Jankovsky, Director of Entertainment & Sports Partnerships at Google, during a panel discussion at the recent Beet.tv Retreat 2016. “It’s going to take some time.”

Jankovsky calls enabling programmers to better connect with viewers “really our core DNA” before citing two examples. Google recently began ingesting TV schedules that show up in organic searches. And it will “eventually roll out” a feature that give programmers more control on where they drive users who through search end up on a particular TV program’s landing page.

On the content distribution side, in addition to Play and Android TV Google is “investing a ton in the cloud,” says Jankovsky. He cites the company’s acquisition of Envato, which TechCrunch reports is a platform for encoding, editing, publishing and distribution video across platforms.

DoubleClick is the prime source of Google’s monetization efforts, according to Jankovsky. Two big areas of activity are user experience and dynamic ad insertion for “true one-to-one addressability of linear signals” delivered via IP, along with a major emphasis on programmatic.

“That feels a lot like mobile felt five, six years ago,” Jankovsky says of programmatic. “It’s coming together. We’re seeing more adoption on those screens.”

Asked by panel moderator Tim Hanlon of The Vertere Group to explain the value Google provides while “selling into the ecosystem,” and whether Google will be a means of simply re-aggregating lost audiences as defined by Nielsen ratings, Jankovsky offers a neutral response.

“I think as an ad tech player in an open ecosystem, we have to support whatever currency the buy and sell side wants to use,” Jankovsky says. “There is some data that we think we can lend to the conversation. Like brand attribution through search.

“Where we can make a real difference is on the programmatic platform. That’s true one-to-one targeting and as the signals get better I think that’s only going to get more precise.”

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.

Jamie Power began to learn this about three years ago when she joined the launch of GroupM’s Modi Media advanced TV unit, now employing some 30 people. Nonetheless, it’s a challenge she’s heartily embraced.

“To be honest, it’s been the best three years of my career, it’s been so much fun,” Power says in an interview with Beet.TV. “TV is in such a transformational state, so that’s why I feel just lucky to be a part of that.”

She started with tune-in advertisers because set-top box data from MVPD’s was readily available, and then scaled the process out to categories like automotive and financial. “Even if the data set isn’t currently hooked directly with an MVPD, we can work directly with Acxiom or Experian and they can do rev share,” Power says. “So basically the answer is never no. The answer might be, ‘give me three days to let me figure out how to connect all the pieces.’”

While it’s easier to justify the cost of addressable for more expensive products or services—say, a $7 allergy medicine versus a $40,000 car—there are no limits given a proper analysis of the effective cost per thousand impressions, according to Power.

She views Modi as unique in that the background of most of its people is either in TV, strategy or research, whereas other holding companies have their digital leads heading up addressable advertising. “Our understanding is it’s TV first,” she says. “We understand it’s TV and respect that it’s TV. Now data and tech are just bringing new opportunities.”

Asked by interviewer Tim Hanlon, Founder and CEO of The Vertere Group, what would make her daily work easier, Power points to automation and standardization. “There’s definitely a need for pieces of the process to be automated. There’s definitely a need for standards. You can’t scale anything without standards,” Power says.

Nonetheless, “The future holds amazing things for addressability. We just have to connect the pieces and stay positive,” Power adds.

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.

In the meantime, unless programmers and MVPD’s come together to make more inventory available for addressable ads, digital “will start to eat television’s lunch,” the Director of Advanced Media at Mediavest | Spark opines in an interview with Beet.TV.

Once all TV migrates to Internet Protocol delivery, advertisers will be able to determine what’s reach and what’s frequency—a distinction now blurred by the rise of different delivery mechanisms over the past few decades. “Eventually, all TV will be delivered by IP and I think that will open up a lot of possibilities and make things simpler,” Bokor says in response to a question from interviewer Tim Hanlon, Founder and CEO of The Vertere Group.

Those possibilities include the ability to re-aggregate reach caused by viewing fractionalization. “Once you move towards all IP and now we have a limited number of identifiers that we can match in a DMP, you can know exactly what is reach and what is frequency,” Bokor explains.

Marketers will still have mass reach against broad targets, along with being able to do more granular audience targeting on an impression-by-impression basis to reduce or eliminate waste, according to Bokor. “Those two tools will be used in combination for a more sophisticated way of blending those two techniques to get at whatever goal a marketer has,” he says.

Asked by Hanlon why there isn’t more addressable TV inventory available, Bokor points to the age-old relationship between networks and MVPD’s. It’s a union that has centered on subscriber fees and distribution.

“And that has been a contentious relationship” that has typically favored the programmers, says Bokor. “That’s why those fees go up regularly and the cost of a pay TV subscription goes up regularly,” he adds. “But I think you’re starting to see that that’s fraying.”

He thinks the situation has reached the upper limit of what marginal subscribers are willing to pay for cable TV packages. “I think we’re starting to see that the two sides need to come together a little bit and hopefully they will come together and find a way to share the cost and benefits of implementing addressable,” Bokor says.

While 1% of TV spending now devoted to addressable is “pretty impressive,” the industry cannot get to 25% using just local inventory controlled by MVPD’s. This problem does not exist on the digital side, which is why digital as a whole is bigger than TV and soon, mobile alone will be bigger than TV, according to Bokor.

Digital “will start to eat television’s lunch if television doesn’t start to make these capabilities available,” he says.

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.

The buy side needs to understand that “questions and strategy” have to have top priority, “then you look for the appropriate research tools to answer those questions,” Steuer says in an interview with Beet.TV.

“It’s how the strategy side of agency life appears to work, but it’s certainly not how the buy side has worked because the data there has always been Nielsen,” Steuer says in response to a question from interviewer Tim Hanlon, Founder and CEO of The Vertere Group. “And since that’s the currency, people have said we’re not going to worry about anything else.”

Steuer’s views are shaped by a five-year stint at TiVo and a long career in research. “When I started in research and data in the media world, the great limiting step was availability of data. Now there’s plenty of data available. The question is how does the buy side use it,” he says.

Asked whether the continuing evolution of Nielsen’s measurement solutions will satisfy the industry’s needs, Steuer responds that those are the answers to the wrong test.

“They’re still solving the local ratings problem and the world is moving on to trying to think about impression based television,” says Steuer. “I don’t think their evolutionary path ever gets us to the new world.”

While Nielsen panels are useful calibrations for understanding individuals’ media usage across devices, other inputs are needed. Steuer mentions TVision, “which basically does attribution of who’s in front of the TV set using a camera,” and RealityMine, which did comprehensive measurement of cross-device viewing of the 2016 Summer Olympics.

“If what you’re trying to do is understand that cross-device usage, that super deep data set from a sample is awesome,” Steuer says. “But what you then need to do is take that small data world…and marry that to big data datasets that measure actual delivery of impressions.”

Omnicom’s clients are indicating they’re ready to take the plunge into impression delivery, according to Steuer. “They’re not going to do it with every dollar they spend, but they’re certainly willing to experiment,” he says. “And step off the single currency train and try something else because I think they realize they’re not being well served by the existing measurement tools.”

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.

Then the combined entity took on the TiVo name, creating a corporation that own box the boxes and the data.

So you’ll forgive Joan FitzGerald for feeling like a kid in a candy store. Previously with Rovi, she is now VPof Product Management & Business Development for TiVo overall. And the long-time TV and data executive is witnessing a big change.

“One of the main shifts is the shift from what I’ll call media research to data science,” she tells Beet.TV in this video interview. “The investment in big data processing systems, that has happened both at the agency level and the media brands.

“Most notably, NBCUniversal, Turner, Viacom have all made huge investments in … enabling those systems to generate more value for the advertisers. On the advertising agency side, you see the same investments – they’re investing in big data and new people to make those operational systems work for them.”

This shift is just the latest in line with a common trend – the boosting of traditional human analytical skills with computer science, allowing customers to do more of what they did before, better and better.

And that’s something the new-look Rovi-TiVo is going to do partly after the acquisition which involved the TiVo Research and Analytics (TRA) unit.

“We’re able to combine the assets that TRA built over a number of years with our enterprise software system,” FitzGerald adds. “For example, they were really the first to market with audience targeting.

“Your whole buying and selling process is just more closely aligned with the marketer’s goals. So we’re really at the tip of the iceberg in terms of helping marketers understand targets in the context of their media spend.”

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 Verte Group founder and CEO Tim Hanlon

That’s because the CEO & Founder of the agency Matter More Media intends to “push myself to do everything different than a normal agency would do,” Scheppach explains during an interview at the recent Beet.TV Retreat 2016. “Right now, a lot of digital players are building digital back to the couch. I like to think of TV as the first thought, not an afterthought.”

Interviewed by Tim Hanlon, Founder and CEO of The Vertere Group, Scheppach traces the genesis of her fledgling business effort to a personal desire to make media matter more for advertisers, consumers and programmers. “I do believe in the long term, all television is digital, all digital is addressable and all addressable is programmatic,” is how she sees the future.

Even though just about one percent of TV spending is done on an addressable basis, “I do believe that’s a great place to start,” she notes, adding “There’s a huge mid market” of advertisers that are great candidates for addressable.

One of her favorite examples is the $2,000 Peloton spin bike, which Scheppach thinks “is perfect for addressable” because of its price point and niche audience. To her chagrin, Peloton ran direct response ads during the recent World Series, “which I don’t think is right for their brand.”

As she seeks her first clients for Matter More Media, Scheppach has a good idea of her better prospects: marketers with between $10 million and $20 million to spend and an incidence size of between five and 15 percent.

Asked by Hanlon to place addressable TV ads on the spectrum of pricing—from premium to direct response—Scheppach says “I think of addressable as premium” but notes that it’s still early in the pricing game.

“Some categories are starting to get priced out of the marketplace,” says Scheppach, citing the example of consumer packaged-goods. “It’s very hard if you’re selling bleach and you make five dollars a year on a loyal customer to justify addressable CPM’s.”

It will be up to individual media sellers to understand where to price the marketplace. “It’s really early to make any kind of bets on where addressable should end. But I believe it’s a premium product,” Scheppach says.

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.

Brands win best when they bring first-party data to the table, says the company’s Jeff Storan.

“The types of advertisers with which we’ve been able to deliver the most value are those that have large stores of customer data and have a direct relationship with their customers,” says the company’s marketing VP.

“Retailers, financial services companies, travel category advertisers… we can match their CRM data with our set top box data panel and use that as a basis for finding their target audiences. They can activate their own customer segmentations, they can use it to find within their customer segmentation more responsive audiences to their advertising message.”

The worlds of advertising and marketing are colliding because marketing, which often revolves around gathering and leveraging customer data, is now getting plugged in to advertising technology, which can super-target audiences.

There has been a lot of hype about that collision. And Storan says that customer data can best serve an ad campaign.

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 Verte Group founder and CEO Tim Hanlon

To Larene Mantel, it’s been “a challenge and refreshing at the same time” to explain advanced TV to the uninitiated. The Director of Advanced TV at IPG Mediabrands’ Cadreon has deep roots in the traditional TV space from stints at ZenithMedia and PHD and so is well suited to the task.

“There are a lot of clients who are digital in background and are willing to do new things in the space and test and learn,” Mantel says in an interview with Beet.TV. “But there are clients that are traditional and very rooted in their traditional TV and their GRP’s. They know that this has worked in the past and if it’s not broken why fix it. It’s very interesting to have those conversations.”

Smaller, digital-based clients approach advanced TV strategies and tactics with a different comfort level, according to Mantel. “They’re not having to spend as much money to reach their target audience and that opens up the door for them to get into TV,” she says in response to a question from interviewer Tim Hanlon, Founder and CEO of The Vertere Group.

Some traditional TV advertisers are more sheepish. “Sometimes they have sponsorships and that’s working for them. That’s where they’re having mass awareness,” Mantel says. “Some clients are not focused on a niche audience. They want to reach everyone.”

As addressable TV becomes pervasive, some clients are willing to test and learn, according to Mantel. Hurdles to experimentation include clients that are rooted in their networks and dayparts and knowing exactly where their ads are going to run, which runs counter to how addressable works.

“Changing that mindset and helping them feel comfortable and focusing on the target audience and making sure that you’re reaching the right people is a conversation,” Mantel says.

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.

Hanlon, who is Managing Director of FTI Consulting, brings to the playing field decades of journalism (CBS) and major advertising and media agencies like Starcom MediaVest Group. He likens consumers’ desire for more flexibility in how they are able to consume video content to when the government unplugged AT&T with a consent decree in the 1980’s.

“I think the FCC is just recognizing that the cable industry, the network operator industry broadly, has had a chokehold on that distribution point,” Hanlon says of cable boxes. “When the telephone used to come from AT&T you had three flavors and it came from AT&T corporate.”

The consent decree gave people a larger choice of phones to access the AT&T network. “The inevitability is that consumers want choice, but the cable industry has been pretty adamant about sort of locking that experience up,” Hanlon says.

Hanlon’s “not for the faint of heart” characterization of the digitation of TV derives from his knowledge of both sides of the fence.

“Both sides are not used to each other. TV people look at the digitization of things as a march toward commoditization. The digital people look at TV as just the last but biggest prize in the digitization everything where audiences and targeted audiences can be found and marketed and advertised to,” Hanlon says.

He believes the middle ground consists of the digital and TV sectors agreeing on viewer measurement commonality that speaks to the brand and reach aspects of television as well as the granularity of targeting of digital audiences. He is also a proponent of having more than one ratings currency.

“I believe a lot of marketers, advertisers and agencies are starting to mix their own sort of proprietary blends of what they want out of media,” Hanlon says. “It’s high time that the programmers meet them in the middle and start to collaborate on how those data sources can co-mingle and maybe create alternate currencies to what the value of the advertising might look like.”

Beet.TV interviewed Hanlon as part of our series on the need for standards around premium video advertising. The series was produced around the NAB Digital Summit in Las Vegas. This series on Beet.TV is sponsored by the NAB.

“Digital thinking is, for sure, going to come over to TV,” says Starcom MediaVest Group’s precision video EVP Tracey Scheppach in this video interview with Beet.TV. “But is programmatic TV going to look like programmatic display? No.

“Eighty percent of advertising is bought in the upfront. It is not a million little pieces like the internet is. It is a bundled offering. For any big advertiser to go (to advertising) impression-by-impression makes no sense.”

Scheppach is excited, however, by the eventual roll-out of addressability, which allows advertisers to target individual households with internet granularity, even on compatible TV sets.

Scheppach was interviewed by Vertere Group CEO Tim Hanlon for Beet.TV at the Beet.TV leadership summit on the transformation of television, presented by AOL. Please find more videos from the event here.

“Video is a great first touchpoint (with audiences) – then we start to close them off with some of the display and lower-funnel tactics,” DigitasLbi’s programmatic strategy and analysis VP Brian Zaben tells Beet.TV in this video interview.

“As the inventory has become more available, we’ve gone more with the trusted (online) shows – we know what we’re getting. But we take big bets on content like the iJustines.”

As internet technology comes to television sets, so, too, do many internet shows and advertisements. But not everything is yet ready to transition. Zaben adds: “Linear, addressable TV will become more relevant as more inventory becomes available.”

He was interviewed by Vertere Group CEO Tim Hanlon for Beet.TV at the Beet.TV leadership summit on the transformation of television, presented by AOL. Please find more videos from the event here.

“Buying audiences in a more targeted fashion is antithetical to the way television sellers package and sell their programmes for advertisers,” Vertere Group CEO Tim Hanlon tells Beet.TV.

“That’s a fundamental change in the way buying, selling and valuing inventory of television and video occurs. Technology is not the problem – the business models and people are.

“Right now, addressability is only in the realm of local spot cable, satellite … the magic happens when all of the advertising opportunities are made possible … That’s not going to happen until the business models change in a much higher order.”

He was interviewed by Beet.TV at the Beet.TV leadership summit on the transformation of television, presented by AOL. Please find more videos from the event here.