Category results for "Perspectives"

Women seek out and value lifestyle videos for two main reasons—to be entertained and to be inspired— according to new research undertaken by Scripps Networks Interactive’s ulive video network and POPSUGAR (conducted by conducted by Ipsos OTX.) Among the key findings of the study, which focused on U.S. women ages 18-49, was that a large majority of women prefer to view lifestyle video that entertains them (74%),helps them learn (71%), and inspires them to try something new (60%).

Underscoring the value of such research, Lisa Choi Owens, chief operating officer of ulive said, “Understanding what our audience emotionally connects to helps us know what to create for them and how and where to program that content to maximize relevance.” And, not surprisingly, the research revealed that women have clearly defined views of what they’d like to see in the lifestyle video they consume. The study shows that 49% of women want to see more videos that provide “how-to instructions” on how to accomplish the task, cook the meal, get the look or learn the exercise. Women also want more personalization, including content that is based on their interests (46%), that is short and of high quality (30%).

“We’re learning how our current audience segments feel about our existing content categories, as well as the new ones we’re expanding into,” said Choi Owens. “That emotional connection is even further deepened by the quality and authenticity of our content.”

Authenticity is, in fact, among the qualities that female video consumers specifically value. Women strongly prefer high-quality video that is authentic, concise and positive in tone. Significantly, the most avid lifestyle video consumers seek video content that is fun to watch (59%), authentic and real (48%), and features hosts that are passionate about the topic (38%).

Rob McLoughlin, vice president of POPSUGAR Insights found respondents’ desire for positive content among the most interesting findings of the research. “With the large amount of negative and salacious commentary found on the web, women increasingly seek funny, profound and inspirational videos that are compelling and entertaining,” said McLoughlin.

The good news for media and other brands alike is that women are open to hearing from brands and take action when relevant brands are appropriately presented in their favorite lifestyle video content. In fact, 54% of women watch lifestyle videos to learn more about products and brands, and 50% of avid lifestyle video consumers (women who stream 240+ minutes of lifestyle content a month) have visited a site or brick and mortar store to purchase the product they saw advertised in a lifestyle video.

Innovation | Perspectives

Q&A: Avi Steinlauf, CEO Edmunds Inc., on Putting Data to Work

April 22, 2014 Michelle Manafy, Editorial Director – DCN

This Q&A interview is part of OPA’s “Three on Three” series where we ask three industry executives the same three questions on a topic to uncover actionable insights… If you want to learn more, keep an eye out on our site for more interviews. This Three on Three interview is with Avi Steinlauf. CEO Edmunds Inc., on Putting Data to Work.

Q: Please describe the value of data to your editorial and advertising efforts:

A: Data is the backbone of Edmunds.com. Consumers who visit our site use our automotive data to shop for a car. And, with a deep regard for individual privacy, we collect clickstream, lead and transaction data that illustrates aggregate car shopper behavior in order to present our automaker and dealer partners with tangible insights that they can apply to their business.

We also analyze traffic to specific dealership inventory listings and carefully monitor consumer reviews of dealerships to ensure legitimacy and to help dealer partners pinpoint issues that may be hampering sales. I’m pretty sure that our attention to our consumer reviews is likely one of the reasons that Edmunds.com was named — along with TripAdvisor, Zagat and OpenTable — one of the most trusted prominent online review sites in Maritz Research’s 2013 Online Customer Review Study. That study examined 13 high-profile ratings sites; Edmunds.com was the only automotive site listed in the top ten and it ranked fourth overall, outperforming Yelp, Google+, Hotels.com, City Search and others.

Of course, we also collect data that allows us to make improvements to our own website user experience.

Q: Please describe a recent advertising initiative that leveraged data, how it did so, and how that generated a better end result:

A: Well, I think the way that we approach the use of data for advertising in general might be a better answer here. We have an innovative “dashboard” through which our account managers can help our business partners understand all sorts of performance data. For example, we can show how many Edmunds.com visitors spent time shopping online for particular vehicles—slicing the data by make, model and/or segment—to help our partners market their vehicles.

Our sales team can also help an Edmunds “Promise Partner” dealership review its performance relative to other dealerships. For example (see picture below), data might show that a dealer is providing Edmunds.com visitors only with exterior colors of its inventory 60% of the time. This means that in nearly half of the searches in which car shoppers are specifying a desired color, this dealer’s vehicles will not be included in search results.

Additionally, this dashboard illustrates that the dealer is below average in its designated market areas, both in terms of number of consumer ratings and reviews, and in terms of the score, for sales and service. So, when this dealer’s inventory appears on the Edmunds site, its listings will show no stars to 2 stars based on 1 review, which does not make them very competitive. These dashboards make our clients aware of opportunities to make positive changes that will affect their bottom line. We find that the real-time analysis is tremendously valued by our clients, and is a huge differentiator from our competition.

Q: The notion of “data” raises concerns with some. Please describe your take on the issues around publishers’ use of data and how you address some of the common concerns/issues:

A: Privacy is extremely important to us here at Edmunds.com. We have been told by our site visitors that they trust us, and we intend to always be as helpful and reliable as a friend. We use non-PII [personally identifiable information] data to help build better products for our website visitors and clients. By entering a ZIP code, car shoppers can gain access to locally relevant information such as nearby dealership inventory, regional True Market Value® prices, and average vehicle ownership costs specified by year, make and model.

Many of our site visitors choose to also give us PII data in order for us to help make their car shopping experience easier. For example, to receive a Price Promise certificate (which guarantees a locked-in, upfront price from a dealership), a car shopper will opt in to provide to Edmunds.com his or her name, phone number and email address. We make it crystal clear that this information will be used by Edmunds.com to facilitate a useful connection to the dealerships selected by the car shopper. Our site visitors know what we will do with the data, and we don’t do anything more. From a process perspective, that data is segmented and has strict access control so that we can maintain the privacy of our site visitors as we deliver a service that they requested from us.

Avi Steinlauf is the CEO for Edmunds Inc. He is responsible for managing Edmunds’ operations, including its 550 employees headquartered in Santa Monica, CA, its satellite office in Detroit, MI, and its field sales force located across the US. Avi also serves as a Director on Edmunds’ Board of Directors. Since joining the company in 1998, he has been responsible for developing and cultivating relationships with a number of Edmunds’ key partners. Positions Avi has held at Edmunds include President, Chief Operating Officer, Executive Vice President of Strategy & Development, Vice President of Revenue Management, and Vice President of Marketing. Before joining Edmunds, Avi was a Senior Industry Analyst for Coopers & Lybrand’s Knowledge Strategies Group in New York.

Since 2006, Avi has been a Board Member for the Online Publishers’ Association, a not-for-profit trade organization dedicated to representing high-quality online content providers before the advertising community, the press, the government and the public. Avi is also a member of the Young Presidents Organization (YPO), Golden West Chapter and serves as the Communications Chairman for YPO’s Automotive Network.

Note: This Q&A is part of OPA’s “Three on Three” series where we ask three industry executives the same three questions on a topic to uncover actionable insights. Also in this series:

Q&A: Vikram Somaya, GM Weather FX, The Weather Company on Putting Data to Work

Q&A: Colin Decker, Group Operating Officer, Discovery Digital Networks on Putting Data to Work

Perspectives | Research

Infographic: From Chaos to Credibility

April 10, 2014 DCN

AAM’s “Digital Insights” white paper series shares our findings from recent AAM research to shed some light on the challenges and opportunities media companies are facing in today’s digital landscape. The third paper, “From Chaos to Credibility,” addresses the issues with media measurement and focuses on some potential solutions. Here’s a preview of what we found:

The methods used to track users’ media engagement and activities are just as varied and fragmented as the devices themselves. A quarter of publishers use two or more solutions to evaluate user interactions with their content. The multiple options, solutions and methodologies for tracking user engagement contribute to the fragmentation challenges of digital measurement and lead to lack of standardized metrics in mobile.

In our research we also heard a clear desire for industry-wide collaboration for definitions and standards that all digital media could use to create a level playing field. The number of associations and vendors working toward solutions is just as fragmented as other areas of the digital arena. As an independent third party, AAM is able to maintain a neutral presence with numerous groups. There is a lot of collaboration happening in our industry and AAM is proud to share our members’ voices and gain feedback during these discussions.

Setting those guidelines and standards is the first step to bring order and comparability to digital media. The next critical phase is independent, third-party verification and timely reporting of data. Audits help ensure everyone is on the same page when buying and selling digital media. For buyers, it takes the guesswork out of the equation and provides confidence in the product. It ensures reliability because even if the data is sourced from different vendors, it still has to pass the rigorous inspection of an audit. And it ensures accountability among all participants in the process — vendors, publishers and buyers. As we come together as an industry to set standards across each channel and then agree to audits of those channels to provide confidence and comparability for buyers and sellers alike.

See how we can move as an industry from chaos to credibility in our infographic:

Perspectives | Revenue

Q&A: Colin Decker, Group Operating Officer Discovery Digital Networks, on Putting Data to Work

April 8, 2014 Michelle Manafy, Editorial Director – DCN

This Q&A interview is part of OPA’s “Three on Three” series where we ask three industry executives the same three questions on a topic to uncover actionable insights… If you want to learn more, keep an eye out on our site for more interviews. Today’s Three on Three is with Colin Decker, Group Operating Officer of Discovery Digital Networks, on Putting Data to Work.

Q: Please describe the value of data to your editorial or sales efforts:

A: Having a solid foundation of data-driven decision-making is really mandatory at this point. You simply must have a well-defined methodology for the “why” of using data as well as talent and staffing to handle the “how”. And it’s not just a matter of generating reports. To really use data means that every member of your team must feel confident asking questions and be enabled to proactively seek the answers without depending on a separate research group. At Discovery Digital Networks, we use a combination of publicly available data sources as well as a series of proprietary purpose-built systems to inform what we do day-in and day-out. On both the Editorial and Sales sides of our businesses, the ability to react in real-time to audience demand is a critical capability as we define the digital video marketplace.

Q: Please describe a recent content or advertising initiative that leveraged data, how it did so, and how that generated a better end result:

A: We spend a lot of time mining data for signals and trends. At Discovery Digital Networks, we have many shows that publish multiple times per day so a typical exercise is to look at topic and category performance throughout the week. DNews is our twice-daily science and curiosity show that covers all types of weird, geeky cool facts. As we mined audience, engagement and sharing data over the course of several months, we noticed a small signal that seemed to indicate that space-themed programming performed better on Fridays. To test the signal, we created “Space Fridays” and saw a near 4x increase in all our audience metrics. The next natural question is “why space and why Friday?” but for now, we’re content to have better served the DNews audience with what they are wanting to see from us.

Q: The notion of “data” raises concerns with some. Please describe your take on the issues around publishers’ use of data and how you address some of the common concerns/issues:

A: It’s a reasonable concern when you think of user retargeting or leveraging transactional data to inform programming selection. While it’s great when Netflix makes a relevant movie suggestion based on your prior consumption, I don’t think I want my Kindle to suggest “Mr. Mom” because I just ordered diapers online! On a more serious level, the Edward Snowden NSA affair has opened everyone’s eyes to the fact that you don’t need to break the law to invade privacy. Data “triangulation” threatens to open too much information up to bad guys and marketers alike. I think we’ll see an inflection point in the coming 2 years where the average consumer grows to understand this and we’ll see more meaningful push-back to the harvesting and misuse of personal data.

Colin Decker is a media leader who has played a guiding role in the confluence of Television, web, video and social media. He has held programming, strategy and executive management roles at Current TV, Yahoo! and Virgin Investments. Colin is a frequent speaker on emerging media and has held teaching appointments at Boston University and Harvard University.

Note: This Q&A is part of OPA’s “Three on Three” series where we ask three industry executives the same three questions on a topic to uncover actionable insights.

Also in this series:

Q&A: Vikram Somaya, GM Weather FX, The Weather Company on Putting Data to Work

Perspectives | Research

Digital Future in Focus 2014: The upside of mobile disruption

April 3, 2014 Adam Lella, Senior Marketing Insights Analyst—comScore

Although smartphones have been in the hands of consumers for a long time, these devices, now along with tablets, have probably never had a more drastic impact on consumer behavior as they did in 2013. What started out as a niche, high-end market has quickly exploded into the mainstream, with Americans now spending more time – approximately 137 BILLION more minutes per month – on mobile platforms than on desktop.

In comScore’s new whitepaper, the 2014 U.S. Digital Future in Focus, we tackle of variety of themes influencing the current digital landscape, including social media, video, search, and e-commerce. But the prevailing theme that ties all these issues together is how our rapid increase in mobile usage is causing major shifts in all of these areas.

Social Media companies have already embraced the transition to mobile, perhaps more successfully than any other digital vertical. Many major social networks are now seeing far more traffic and time spent coming from mobile devices than from desktops, as the mobile/desktop divide continues to grow. Among the largest social networks, only Linkedin and Tumblr maintain a majority share on desktop, while newer social networks such as Instagram, Snapchat and Vine are almost exclusively mobile in their usage.

On the other end of the spectrum, e-commerce is still largely dominated by spending via desktop – yet signs indicate that mobile may disrupt this arena sooner than later. Mobile commerce now accounts for a meaningful percentage (10.5% in 2013) of total digital commerce and is growing at a significantly faster rate (23% year-over-year vs. 13% for desktop). And while m-commerce is only in the low double-digits as a percentage of total digital commerce, more than half of digital media time spent in the Retail category now comes from smartphones and tablets.

It tends to be true, as is the case with digital advertising, that dollars eventually follow eyeballs. In the case of retail shopping on mobile, the eyeballs are already there. It seems inevitable that, as technology and consumer behavior evolves, m-commerce will play an increasingly prevalent role in retail buying as it stands to become more disruptive to desktop-based e-commerce. And that’s not even to mention how mobile is currently disrupting the shopping and buying process for brick-and-mortar retailers as consumers take to showrooming.

So while disruption from mobile is inevitable, it’s important to remember that it isn’t necessarily a bad thing. On balance, it is a value-creating innovation that delivers benefit to consumers, media companies and marketers alike. It’s beneficial for consumers, whose lives are becoming more convenient, more fun, more informed, and ultimately more connected due to their mobile devices. It’s beneficial for media companies because mobile usage is largely incremental to desktop, rather than cannibalistic. As consumers spend more time overall with screens, they engage with more content, conduct more searches, and do more online shopping. And it’s beneficial to marketers who have more channels and different creative palettes to use in developing strategies to reach, influence and convert consumers into brand buyers. While there are certainly challenges ahead, the benefits of mobile’s disruption greatly outweigh any disadvantages.

To learn more about this platform shift, along with other digital trends we can expect in the year ahead, check out the 2014 U.S. Digital Future in Focus report

Innovation | Perspectives

Q&A: Vikram Somaya, GM Weather FX, The Weather Company on Putting Data to Work

April 1, 2014 Michelle Manafy, Editorial Director – DCN

This Q&A is part of OPA’s “Three on Three” series where we ask three industry executives the same three questions on a topic to uncover actionable insights… If you want to learn more, keep an eye out on our site for more interviews. Today’s Three on Three is with Vikram Somaya, GM Weather FX, The Weather Company on Putting Data to Work.

Q: Please describe the value of data to your editorial and sales efforts:
A: I think we’ve been in a unique position given that the weather itself is such a unique data set. Weather is real. It isn’t household income, it isn’t level of education or other standard demographic information. It exists as a tangible thing. That helped us envision how data can work for us, as a publisher.

At The Weather Company, data has two particular areas of impact:

For marketers, we combine weather and messaging with our data engine, which is integrated with our media delivery platform. In the retail world, for example, a company with 4,000 stores might let us know when a product is selling well—or not—and other information. We take this data and line it up against varying weather conditions for two to three years and effectively create predictive sales models. We can tell them that, in Miami, on a January morning, this is what people are likely to buy.

On the content side, which is well-run by Neil Katz, our VP/editor-in-chief, what has been interesting is not only the weather itself, but other information around it, which we are integrating into the experience. Certainly, people interested in weather are interested in other types of content as well, such as science and nature. We’ve begun to look at what content people look at based upon weather in their area.

An interesting piece here has been that their actions are based not only on what the weather is, but also on how it makes them feel. Weather has not only a direct impact on sales, but also on sentiment. If, after many days of bad weather, there are a few days of sunshine, it affects how people feel, which in turn affects what they are interested in.

Q: Please describe a recent content or advertising initiative that leveraged data, how it did so, and how that generated a better end result:

A: Okay, I have an example that combines both data and weather information that underlays, from a project we did with Pantene, a P&G hair care brand. Behind the weather information for any city there is a canvas that might show raindrops or bright sun and have a special type of ad format for our mobile application that can replace that canvas with weather-specific brand creative for our clients. We can match the ad to the specific weather condition.

So, for Pantene, we created an index that mapped a range of hair conditions to weather conditions—which we called “the fizziness index” internally. Depending on which city you checked, we would analyze the weather for that location, then pull up the corresponding ad with the appropriate Pantene product.

The results were measureable in actual sales. In towns where the ad appeared, retailers saw spikes in product sales. This is an ad unit that actually worked in the real world for sales—not just engagement and other click-through metrics. Our goal is to actually move sales. We can’t think of a more compelling argument for our marketers.

Q: The notion of “data” raises concerns with some. Please describe your take on the issues around publishers’ use of data and how you address some of the common concerns/issues:

A: So I have something I frequently do at conferences where I speak that illustrates the data position we are in at The Weather Company:

I ask everyone at the conference to stand up, introduce themselves to the person next to them, and then ask that person five questions. That person does not need to answer. Instead, they should think about how uneasy each question makes them. The questions are:

Social: How old are you?
Third party data: How much money do you make?
Search: What are the last three things you searched online while alone?
Purchase: What are the last three things you purchased online while alone?
What is the weather today?

For that fifth one: No privacy concerns.

The Weather Channel is in a different position than many content companies. We have been, for 30 years, the brand people come to know how to behave around weather. We don’t ask your name or personal information. We collect business data around weather data. And weather information is 100 percent opt in—you have to ask for it.

I think we’re in a strange and unusual time where it is not clear who owns the information. Though I’d say that every time a publisher or marketer has cause to question “Am I doing the right thing?” the answer is probably no. With data, erring on the side of caution is the way to go. The right, fair thing to do is to protect the consumer.

Another thing to keep in mind is that what we are doing with data is natural and organic to the brand itself. There are certainly other publishers for which this is true. Some are trying to put a square peg in a round hole with data. We should use data to bring value to the experience, not to shoehorn data because it is the hot thing. If there is a fundamentally organic way to build value for the user, it is worth doing.

As general manager of The Weather Company’s WeatherFX division, Vikram Somaya leads the team that creates localized ad targeting solutions using Weather’s access to location data and the best, most comprehensive weather data in the world. Vikram joined The Weather Company from Thomson Reuters, where he served as vice president of global operations and audience. Previously, Vikram helped build out data-driven marketing company Bluekai as managing director of business development and channel sales. He served as executive vice president of sales and marketing at Milabra, consulting an early-stage company in machine-learning-derived technologies. He also served as vice president of strategic alliances at Phorm, an online behavioral targeting technology company, and as vice president of strategy management at Operative Media, an advertising business management company.

Note: This Q&A is part of OPA’s “Three on Three” series where we ask three industry executives the same three questions on a topic to uncover actionable insights.

Also in this series:

Q&A: Colin Decker, Group Operating Officer, Discovery Digital Networks on Putting Data to Work

Perspectives | Research

The State of News Media: It is Springtime and We Can Grow the Business

March 27, 2014 DCN

After a tough “winter” in the news business, the latest Pew report on the state of journalism predicts an energizing spring ahead, based on a key trend that may have sneaked up on you while you were busy shoveling: The big disruption in the journalism business is now coming from within the profession, not from the old tech bugaboos of the last decade or so.

Part of Pew’s report highlights the proliferation of digitally-centric news organizations and the migration of “traditional journalists” to new media ventures, but the reality is that traditional ventures are not so traditional anymore. And even Pew recognizes that the hiring trend that receives so much hype is not a one-way street noting the New York Times hire of Slate veteran, Farhad Manjoo and The Washington Post’s addition of Jason Millman, who hails from Politico.

The fact is there is reason for optimism in the digital news business, and it is based on the business itself, not (just) tech. So, let’s move past search, social and even mobile as discussion points and embrace the new conversation about real innovation inside the business. It took some time to materialize, and now it’s coming, from both new and old places.

Before Pew cited the trend, a conversation about the big changes underway in digital news, in particular growing audiences of news readers, had already started. Marc Andreessen’s recent blog post took it a step further, looking at the business opportunities arising from this audience explosion. It was also clearly the context for Justin Smith’s recent public memo about the new direction for Bloomberg Media, in which he talks about the ways in which Bloomberg will innovate and experiment to address its growing audiences.

It’s clear that a new inflection point is upon us in the news business, and without diminishing concerns about lost jobs, lost audiences and lost influence resulting from the disruption of traditional media, it’s important to start exploring the new territory that’s being opened. At the Associated Press – the big mainstream news agency I work at – that means continuing to innovate on the content front for the benefit of our customers. Spring is here and there is more news consumption going on, and more journalism blooming. Ultimately, that’s a good thing for established as well as native digital players.

Perspectives | Revenue

Q&A With Jeff Misenti, Chief Digital Officer, Fox News on Cross-Platform Advertising

March 24, 2014 Michelle Manafy, Editorial Director – DCN

This Q&A is part of OPA’s “Three on Three” series where we ask three industry executives the same three questions on a topic to uncover actionable insights… If you want to learn more, keep an eye out on our site for more interviews. Today’s Three on Three interview is with Jeff Misenti, Chief Digital Officer, Fox News on the subject of cross-platform advertising.

Q: What is the biggest hurdle in creating, selling and delivering cross-platform advertising initiatives?

A:I think that the biggest hurdle is the coordination and collaboration of all the parties involved. This includes the internal coordination among our Editorial, Production, Programming, and Sales Team. There is also communication with the Agency and the Client that must be clear and accounted for. All of these pieces need to fuse together seamlessly in order to reach our shared goal.

Q: Describe a recent or forthcoming cross-platform advertising campaign that you think is particularly innovative or successful:

A:We are currently exploring a campaign, featured once a week, which has a natural extension to a live online component. A prospective client approached us looking for ways to engage the audience into a custom campaign. Fox News Channel has a particular show that digitally engages with its audience during live tapings. We are working with both the show teams and advertisers to develop a Google Hangout where we can draw in viewers in to interact live with show talent.

Q: How do you approach the cross-platform sale organizationally?

A:In every organization, internal priorities differ. In order to succeed and create winning cross platform initiatives everyone must conform, at times, while also staying true to his or her own goals and responsibilities for the organization.

The sales cycle might require more time and resources to be collaborative and creative with clients and agencies to propose innovative campaigns. This approach may mean that we have more work to do to integrate the campaign; but again to my point – the execution of the planning stages is just as if not more crucial to launching a successful program. All parties put in a lot of time, effort and money and we need to make sure it isn’t wasted. And if we are successful with our advertisers, they are coming back proactively for ideas around new initiatives and campaigns.

It is also important to develop trust across the organization. As basic as it sounds, we all tend to overcomplicate things. If you and your peers are looking out for each other’s objectives in these situations, there will always be trust – and with hard work and trust, comes victory.

Jeff Misenti is the Chief Digital Officer for the Fox News and Fox Business networks. In this role he is responsible for the strategic direction of the products under Fox News’ digital portfolio. As a digital media veteran of 12 years, Misenti joined Fox News Network in 2007 to manage the success and growing presence of the Fox News and Fox Business digital properties. Coupled with his previous knowledge gained at Dow Jones/MarketWatch – where he constructed business-to-business and consumer business units – he has acquired the expertise of leading the most successful branded media websites. His wealth of knowledge and experience has garnered him a passion and successful presence in digital media.

Note: This Q&A is part of OPA’s “Three on Three” series where we ask three industry executives the same three questions on a topic to uncover actionable insights.

Also in this series:

Q&A With Greg Jackson, Chief Data Officer, Everyday Health Inc. on Cross-Platform Advertising

Q&A with Neil Johnston, Cox’s EVP of Strategy & Digital Innovation on Premium Programmatic

Perspectives | Revenue

Q&A with Rachelle Considine, President Future US, on Cross-Platform Advertising

March 19, 2014 Michelle Manafy, Editorial Director – DCN

This Q&A is part of OPA’s “Three on Three” series where we ask three industry executives the same three questions on a topic to uncover actionable insights… If you want to learn more, keep an eye out on our site for more interviews. Today’s Three on Three interview is with Rachelle Considine, President Future US on the subject of cross-platform advertising.

Q: What is the biggest hurdle in creating, selling and delivering a cross-platform advertising initiative?

A: One of the biggest hurdles we face is changing the mindset of the client/advertiser. Our users have migrated cross-platform and expect to have a seamless experience when they consume our content across various platforms. However, the advertiser does not always see the same value of an impression across platform. To help mitigate this issue, we sell one digital impression to our clients unless specified “mobile only”, “desktop only”, etc. We believe that the value should be the same if not more if you reach a person in the environment of their choice.

We recently overhauled GamesRadar to not only be a mobile optimized site but also incorporate responsive design. This has helped us with the battle as our ad performance has increased and the feedback we have received from the advertising community has been extremely positive.

Q: Describe a recent cross-platform advertising campaign that you think is particularly innovative or successful:

A: One recent cross-platform campaign we ran was for Activision’s Call of Duty: Ghosts title. We ran their creative across the desktop, mobile and tablet versions of GamesRadar. It served the advertiser’s need to reach their target wherever they were accessing gaming content.

Really, this comes back to our revamp of GamesRadar. We know that gamers are not on desktops anymore and we needed to make this site not just mobile-optimized, but truly responsive. It was important that we had a launch sponsor on board who understood what we were doing, one that is really out there testing the marketplace. We worked closely with Activision’s agency and made sure their creative looked great across screens.

In the past, our click through rate—which I am not a fan of as a measure—was not as high as our competitors. Well, Activision reported that we were the best performing site of all the gaming platforms they worked with. They got it: Activision loved the fact that the experience is built for the audience in their specific environments. It is crazy to say, but some advertisers still don’t get it. Their mindset is stuck in the desktop.

Q: How do you approach the cross-platform sale organizationally?

A:When I joined Future in 2009, one of the first things we did was combine the sales teams. Everyone became responsible for selling across all platforms. We further consolidated the teams and they now not only sell across platform but also across brands. This has allowed us to compete for bigger advertising dollars and non-endemic clients. This was not an easy thing to do. We actually had to approach it as “change the mindset or change the people.”

We are way past the magazine sale. We don’t sell games; we don’t sell technology. We sell audience. With the cross-platform, cross-brand approach we can give advertisers a larger total reach or allow them to go after a specific audience. At the end of the day, we create content people care about. We enable the advertiser to reach an audience that is engaged and influential with their peers.

As President, Rachelle Considine oversees all of Future U.S. and is a member of Future PLC’s global management board. Previously, in her role as Vice President of Sales and Marketing, Considine led all marketing and sales across Future’s games, technology, and men’s special-interest markets. She drew on her expertise in working with some of the world’s most well known brands, including Best Buy, Hyundai and 7-11, to apply new ways to connect with readers and partners to grow the company and viewership. Considine joined Future U.S. in 2009 as General Manager of the Games Advertising Group. Prior to joining Future, Considine served as Vice President of Sales for What They Like, Inc. and earlier in her career, she held several management roles in the video game industry, notably as the National Sales Director for Fox Interactive Media/IGN Entertainment and MySpace Games Group. Considine began her media career partnering with such clients as PeopleSoft, Edmunds.com and WesternUnion.com as an offline media planner, and served as an online media planner for Starcom Worldwide and Starcom IP.

Note: This Q&A is part of OPA’s “Three on Three” series where we ask three industry executives the same three questions on a topic to uncover actionable insights.

Also in this series:

Q&A With Greg Jackson, Chief Data Officer, Everyday Health Inc. on Cross-Platform Advertising

Q&A With Jeff Misenti, Chief Digital Officer, Fox News on Cross-Platform Advertising

Perspectives | Revenue

Q&A with Peter Longo, CEO IDG TechNetwork & CDO IDG Communications, on Premium Programmatic

March 10, 2014 Michelle Manafy, Editorial Director – DCN

This Q&A is part of OPA’s “Three on Three” series where we ask three industry executives the same three questions on a topic to uncover actionable insights… If you want to learn more, keep an eye out on our site for more interviews. Today’s Three on Three interview is with Peter Longo, CEO IDG TechNetwork & CDO IDG Communications on the subject of “Premium Programmatic” advertising.

Q: How would you define premium programmatic as it compares to what we’ve come to know as “programmatic advertising”?

A:Quite honestly, the definition is constantly changing. What we thought was programmatic two years ago, and what we thought it was six months ago, and where it is today are all very different. As advertisers continue to experiment, this definition is going to keep shifting. Ask me in a month what it means.

When we talk about premium programmatic at IDG Communications, part of it has to do with how the inventory is positioned and structured, and part the advertisers we deal with. At IDG TechNetwork, premium programmatic actually competes with our direct-sold inventory. However, while our IDG owned and operated brands such as Computerworld and CIO still have brand-specific reps, for the IDG TechNetwork, we have combined teams so that advertisers can deal with the same rep much of the time.

We position premium programmatic the same way we do all of our sales: What is the audience you are trying to reach, what are the campaign parameters, and how can we best deliver results? The conversation starts the same way we’ve always approached it. We talk about their objectives, who they are trying to reach and what they are trying to achieve.

Q: Describe the way in which your organization handles programmatic?

A:Five years ago, we decided to create our TechNetwork, which includes more than 500 publisher sites, as a way to provide scale to our owned and operated business. Three years ago, we decided to go into programmatic because, as a network, we had a lot of programmatic at our disposal and wanted to deal with it effectively.

The way we use premium programmatic gives us the ability to create micro audiences at scale. For example, say an advertiser wants to reach people interested in cloud computing at companies with more than 500 employees. With data and programmatic, you can build a sizeable audience even for something really targeted. Now we’ve got our owned and operated sites and the network inventory combine that with first-party data, and that gives us a demand-side platform so we can buy programmatically, as well increase the size of these audiences.

The data makes a big difference. It allows us to create this micro audience and use creative rotation to deliver the most value. When an impression is served, we factor in what we know about the person behind the impression: Have they visited our sites? Have they read any articles that are part of our product suite? Have they visited our shopping cart? This information lets us figure out where they are in the buying cycle so we can serve the right ad, be that one that is for someone just starting to research or someone ready to make a purchase decision.

The ability to use first-party data also keeps us from undercutting display. The advertiser can be specific about who they are targeting. So, we build value back into the chain programmatically. At the end of the day, it is a very specific way of doing advertising. If there is value, we’ll maintain our CPMs because, with programmatic, there’s not a lot of places to hide.

Q: What types of marketing initiatives lend themselves best to leveraging programmatic, and what advice would you give publishers weighing programmatic pros and cons?

A:We’ve done a ton of direct response in premium programmatic. It goes back to the very specific audience, a very specific individual or group—those are the ones that work best. We don’t see it used much for general branding campaigns.

The value of programmatic always comes back to reaching a very specific profile at scale. Marketers are looking for efficiencies and results. One of the great things about programmatic is that you know almost instantly how something is performing and, as a publisher, you have a lot of flexibility to adjust the audience you are targeting.

I realize there’s still some hesitation on the part of publishers to incorporate programmatic into the mix but I would encourage them to continue to test it and to evaluate pricing models as well. The biggest fear among publishers is that programmatic is going to devalue pricing. Do some testing around performance. You can build a lot of value back into the pool with data mining.

Keep in mind that programmatic can dramatically expand the audience you offer your advertisers, and it can put you back in control because you can be the arbiter of what is good on the web.

Peter Longo is the CEO of IDG TechNetwork Chief Digital Officer of IDG Communications. Longo, who joined IDG six years ago, has built IDG TechNetwork into the leading tech vertical ad network and exchange and has defined and led IDG’s data-driven strategy. In 2013, Longo assumed added responsibilities as IDG’s first Chief Digital Officer. In that role, Longo oversees all digital operations in IDG’s U.S. media subsidiary, IDG Communications, including ad operations, development of creative systems and functionality, demand generation, branding, video, and mobile. Longo brought to IDG a 20 year career in media sales and senior management. He began his career at CMP Media but in 1991 moved to Ziff Davis Media where he held several executive positions. Longo rose from associate publisher to publisher, group publisher, and executive vice president with titles such as PC Magazine, PC Week/eWeek, and Computer Shopper. In 2003, he joined Zinio, first as executive vice president and then rose to president at the digital magazine provider.

Note: This Q&A is part of OPA’s “Three on Three” series where we ask three industry executives the same three questions on a topic to uncover actionable insights.

Also in this series:

Q&A with Neil Johnston, Cox’s EVP of Strategy & Digital Innovation on Premium Programmatic

Q&A with Chip Schenck, VP/Programmatic Sales & Strategy, Meredith on Premium Programmatic

Q&A With Jeff Misenti, Chief Digital Officer, Fox News on Cross-Platform Advertising

Perspectives | Revenue

Q&A with Neil Johnston, Cox’s EVP of Strategy & Digital Innovation on Premium Programmatic

February 25, 2014 Michelle Manafy, Editorial Director – DCN

This Q&A is part of OPA’s “Three on Three” series where we ask three industry executives the same three questions on a topic to uncover actionable insights… If you want to learn more, keep an eye out on our site for more interviews. Today’s Three on Three is with Neil Johnston, Cox Media Group’s Executive VP of Strategy & Digital Innovation on Premium Programmatic.

Q: How would you define Premium Programmatic as it compares to what we’ve come to know as “Programmatic Advertising”?

A: The value proposition of programmatic advertising is the efficiency and scale that automated buying confers. Premium programmatic retains these values, while adding in the safety and fidelity of guaranteed site-direct buying. Technologically speaking, this means bypassing an RTB exchange in favor of exposing and booking a subset of inventory directly against a publisher’s primary ad server.

This has advantages for both demand side buyers and supply side publishers. Buyers are able to selectively access quality, site-specific, high impact inventory in a highly efficient way, while publishers are able to increase yield by accessing the high demand programmatic sales channel in a transparent and optimized way.

Despite the moniker, “Premium” does not necessarily mean better – it’s simply another buying tool that suits certain campaigns more than others. The name is more a reflection of the relative scarcity of this guaranteed inventory compared to the rest of programmatic space, as well as the higher prices that come with that. Premium may be better suited to certain branding campaigns, for example, while RTB might be better leveraged by performance campaigns run through DSPs that can optimize against its scale in real-time.

Q: Describe the way in which your organization handles programmatic?

A: Our CMG properties leverage the technology of our subsidiary, Cox Digital Solutions (CDS), on the programmatic supply-side to excellent results. Some of our sites seek to maximize yield, others maximize fill, and still others are most concerned about protecting CPMs and direct sales channels. CDS’ proprietary dynamic floor optimization technology lets us optimize demand tailored to our properties specific needs.
On the sell-side, our inventory has been included in private exchange deals facilitated by CDS through our partners at Casale Media to buyers such as MediaMath. We are currently exploring our options to expose guaranteed inventory programmatically.

Q: What types of marketing initiatives lend themselves best to leveraging programmatic and how can the premium approach better deliver?

A: Practically any campaign, shy of a truly integrated/native one, can benefit from the advantages of programmatic. While there is currently a bias towards premium for branding and RTB for performance, the lines are blurring, as scale and measurement improve optimization in the premium space, and transparency and viewability improve brand safety in the RTB space.

My advice here is simply that while programmatic will evolve, it’s here to stay. So get educated. And, more than anything, get started.

Neil Johnston is Cox Media Group’s (CMG) Executive Vice President, Strategy and Digital Innovation at the company’s headquarters in Atlanta where he oversees Strategic Development, CMG Digital and the company’s growing portfolio of digital investments. Johnston previously served as Executive Vice President and Chief Financial Officer of Cox Media Group. He also was Cox Radio’s Chief Financial Officer from September 2000 until it was made private in 2009.

For premium access to Cox Media Group inventory, please contact Andy Levi at Cox Digital Solution ([email protected]).

Note: This Q&A is part of OPA’s “Three on Three” series where we ask three industry executives the same three questions on a topic to uncover actionable insights.

Innovation | Perspectives | Research

Q&A with Joe D. Weir, VP of Digital, A.H. Belo on Mobile Advertising Innovation

February 14, 2014 Michelle Manafy, Editorial Director – DCN

Q: In mobile advertising, what is the most important thing to consider?

A: I think that it is the ability to reach the consumer where they are. “Where they are” means two things: First, it can mean geolocation. But it can also mean where the consumer is within the buying cycle.

For example, I am going to dinner. So first we need to think about how we play a part in where they are physically. Then we need to think about where they are in their decision making process about dinner. At that point, we factor in our relationships with businesses, grocery, restaurants, to help marry up the consumer and “where they are” with our advertisers.

People are using mobile more often, in more places and more ways; they are using it in line to buy movie tickets or at the grocery story, or pumping gas. But behind all that may be them doing something bigger. For example, maybe they are in the process of buying a car and using mobile to explore and research products.

We need to understand how the consumer is using mobile so we can connect them with content that helps them make better decisions or, as we’ve done through our partnership with cars.com, to bring buyers together with sellers in the marketplace. Another factor to keep in mind is the importance of reviews. An exciting opportunity for us has been matching up consumer reviews with other content.

Mobile helps change the landscape because of its mobility, but also because of its connectivity. It allows for more data points around various topics.

Q: Describe one of your recent or forthcoming mobile ad initiatives that you think is particularly innovative:

A: First let me tell you a bit about our approach. The way we’ve looked at mobile is that we’re trying to build a network of mobile access. We have variations of our content that is HTML5 that can be pulled up and rendered on whatever device consumers are on—mobile or tablet. We also have applications that we’ve launched for iOS and Android and we’re working with Windows right now.

If you look our stuff, you’ll see things like “Dallas’ Best Burgers” and “Dallas Skyline”. Obviously, we also have our core offering like Dallas Morning News as websites, epaper and applications. One of our strengths, as with a lot of newspapers, is sports.

I think one of our most innovative stories is in sports. So it is an understatement to say that High School football is big in Texas. In December, we had a game that broke the national High School attendance record with more than 54 thousand attendees. Needless to say, we’d been creating all this content around High School ball and realized we needed a mobile play in that space.

The way we created the SportsDay High School app, and the way we sold the whole campaign, is a good example for media companies. The app delivers all of the content we were creating, but we also built live score delivery into it, which is really optimal for mobile. It also includes push notifications and alerts for teams you are interested in. So what we did was work hard to create an app experience audiences would really want.

Then we sold a single sponsorship to the app as part of a much larger package, which had print, desktop and mobile components. Albertsons sponsored an entire High School Sports package. It even includes a community element where Albertsons honors top players at a banquet. Mobile, for us, fits into something bigger. It allows us, as publishers, to pull together revenue opportunities that might exist in a range of areas as one larger sale, which delivers more to the advertiser as well.

Q: What is working in mobile advertising, and what do we need more of, in order to drive success in this area?

A: We need a couple of things. First, there needs to be as much standardized delivery of advertising as possible.

We also need the best ease the integration of mobile into our existing business. There are a lot of media companies right now who, with their mobile, are doing ad serving with x company over here and then on desktop, with y company over here. And all of those systems are separate and don’t talk to each other. All media companies need to look at their technology stack and figure out how their technology can support the needs of salespeople. It needs to be very efficient for pre-sales—to understand how big the audience is and what the opportunity is. It also needs to be efficient for post-sales—I’ve closed the business and need to implement the campaign across platforms.

We have this great group of sales people who go out into the market every single day. Their job is to sell audiences and those audiences exist on mobile, print, desktop, tablet. So to make the most of that, we need to create the best technology stack to distribute the ad dollars seamlessly across our different platforms. The easier this is for sales people, the easier it will be to get those dollars in the front door.

Joe D Weir leads sales of all digital offerings of DMNmedia and is responsible for product development and digitally related strategic initiatives. Prior to joining DMNmedia, Joe had been with Belo for 18 years. His most recent position was Vice President of Digital for Belo since 2009. His responsibilities included digital strategies for revenue and audience growth across new media platforms. Weir was named a “Digital All-Star” in 2010 by Broadcasting & Cable magazine. In 2009 he was named “Outstanding Young Alumnus” from his alma mater Hardin-Simmons University and in 2008 he led WFAA.com to be honored with a National Edward R Murrow for online innovation. Weir currently serves on The University of North Texas RTVF (Radio, TV and Film) Executive Board.

Also in this series:

Q&A with Brian Colbert, Chief Revenue Officer, About.com on Mobile Advertising Innovation