Eyeview Wants To Personalize Online Video Like Display And Search


oren harnevo eyeviewIt seems all online ads, except video ads, are targeted. That online video largely isn’t personalized seems odd, since the ad industry jumps on any tech-supporting online assets that move and make noise. For evidence, you need only count recent high-profile video-related acquisitions: AOL-Adap.tv, Facebook-LiveRail, and maybe, possibly Yahoo-BrightRoll.

The problem with these video platforms – at least the ones that serve the demand side – is that they buy too broadly, according to Oren Harnevo, CEO and co-founder of Eyeview.

Eyeview originated as a tool through which brands could personalize their TV ads for specific audiences. Remember that generic car ad you saw on Monday Night Football? Typically, a brand (or its media agency) would simply slap that same ad into an online video preroll.

But imagine the video content shifting to highlight the car’s trunk space and power for an audience of outdoor sports enthusiasts. Or maybe the ad focuses on safety features for an audience of parents.

“With Land Rover, we take their TV ad, create 15 versions with different colors of the car, then we add in a local map for the closest dealer. It feels like a brand ad,” Harnevo said. “You don’t know it’s targeted for you.”

This was and remains Eyeview’s value proposition. But there was an initial problem: After Eyeview generated hundreds of thousands of customized assets, a video demand-side platform (DSP) would make the buy without doing any real audience targeting, which Harnevo said undermined Eyeview’s performance.

Consequently, Eyeview built an in-house DSP in 2012. “We still have the potential to work with other DSPs, but we need to affect the decision of the buy, because otherwise they’ll just buy GRPs and demos,” Harnevo said.

Eyeview’s clients include Expedia, Macy’s, Mercedes, Target and Lowe’s. And it’s quickly increasing its staff: Eyeview has 90 employees, up from 40 last year and 20 the year before, Harnevo said, and it anticipates a staff of 150 in 2015.

Harnevo spoke with AdExchanger.
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Publishers Need To Help Brands Move Beyond The CTR


jeffbandersellsiderThe Sell Sider” is a column written by the sell side of the digital media community.

Today's column is written by Ephraim Bander, president and chief revenue officer at Sticky.

For brand advertisers, clicks don’t count. But not all brand marketers are ready to accept that reality.

Clickthrough rate (CTR) is among the worst measures of the efficacy of a digital, brand-focused ad. It simply does not reflect the big picture of the consumer experience. Publishers know this, but it’s time they educated their brand advertisers about it.

For every brand-based ad that a consumer clicks, there are probably hundreds that she does not. This doesn’t mean she didn’t see them or isn’t aware of the brand that she just saw; she just chose not to click or to act at that time. The key word here is “chose.” If someone who sees an ad makes a conscious decision not to click, that still means she saw the ad and responded accordingly, even if, in this case, it was by choosing not to act.

Take, for example, a nationally known consumer brand like Coca-Cola or a fast food chain like McDonald’s. Since nobody can buy a two-liter Diet Coke or a Quarter Pounder with cheese online, the odds that a consumer will feel a pressing need to click these ads are pretty slim. But that doesn’t mean she didn’t see them. It doesn’t mean the brands aren’t now at the top of her mind and that she won’t stop at McDonald’s on her way home from the grocery store, where she bought a few bottles of Diet Coke. Just because she didn’t click doesn’t mean she wasn’t motivated to make these purchases because of her exposure to the ad.

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Kraft On Digital; Instagram Debuts Video Ads


kraftHere's today's AdExchanger.com news round-up... Want it by email? Sign-up here.

The Kraft Of Digital

“We're not looking to drive down advertising costs per se. We're driving for improved advertising effectiveness,” said Kraft EVP and CFO Teri List-Stoll during the company’s quarterly earnings call. “We're also realizing meaningful efficiencies as we shift our spending to more targeted digital media.” Digital accounted for more than 35% of Kraft’s total ad spend in Q3, a 25% increase YoY. Read the Q3 earnings transcript via Seeking Alpha. The theme echoes CMO Denise Elsner’s recent speech at the ANA Masters of Marketing conference. Read Joanna O’Connell’s take.

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LinkedIn Q3: Marketing Solutions Revenue Up 45% As Bizo Integration Continues


LinkedQ3LinkedIn's revenue grew 45% YoY in Q3 to $568 million. Its Marketing Solutions division also increased 45% YoY, totaling $109 million in revenue. Marketing Solutions, which makes up 19% of LinkedIn's total revenue, is one of the social network's three lines of business.

Overall member growth was strong. LinkedIn now has 332 million members, up 28% YoY. About 47% of LinkedIn members now access the platform through mobile.

LinkedIn also integrated B2B advertising platform Bizo in Q3, which it acquired for $175 million. LinkedIn intends to build an "end-to-end B2B marketing platform."

"We've seen an increase in Sponsored Updates spending and we're seeing existing customers increase their spend as our content marketing proposition develops," said CFO Steve Sordello on the earnings call. "We've seen a 60% increase in customers using more than one product." He added that next year, LinkedIn intends to establish a broader, content-based platform alongside the Bizo marketing platform.

LinkedIn's and Bizo's teams, Sordello said, are working on developing lead nurturing across the Web through display ads and finding ways to augment LinkedIn Sponsored Content. Analysts asked repeatedly about the "off-network" LinkedIn opportunity and how Bizo will help advertisers.

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Q3: Neustar’s Marketing Services Rockets Ahead – Just Not Fast Enough


neustar q3If Neustar were only a marketing services provider – that is, if it weren't at risk of losing a contract that brought in 49% of its 2013 revenue – then the company would be on solid ground.

Its Q3 revenue increased 7% YoY to $243.9 million and its marketing services division – an area of growing investment for the company – popped at 21% YoY to $37.5 million.

Q3 highlights for Neustar’s marketing services unit include Facebook’s September relaunch of the Atlas ad server, which uses Neustar’s Measurement Insights platform – “the only one of its kind to be integrated,” said Neustar CEO Lisa Hook during the earnings call.

Neustar also partnered with three mobile ad tech companies in September – Adelphic, NinthDecimal, and Voltari – which Hook said provides Neustar with “a comprehensive look at mobile consumers.”

Finally, Neustar partnered with comScore to give its marketing stack PlatformOne the ability to determine how long audiences engaged with ads and whether those ads were viewable.

Thus far, Neustar’s business as an end-to-end marketing services provider seems to be in good shape, with growth coming “across the board,” according to CFO Paul Lalljie.
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Programmatic Co-opetition: A Smarter Way For Insurers To Serve Ads


steve-yi"Data-Driven Thinking" is written by members of the media community and contains fresh ideas on the digital revolution in media.

Todays column is written by Steve Yi, CEO at MediaAlpha.

Cold feet, rate comparisons and digital noise are all common distractions that might stop a customer from doing business with a specific insurer. But that customer could still be a good fit for a competitor.

That may sound like bad news, but it really could be a benefit for all players. These days, an insurance company can turn into its own publisher and sell ad inventory to the competition at various points in the insurance-buying process, generating a secondary source of revenue.

You can call it the ultimate piece of the click-revenue pie.

There are sound reasons for insurers to engage in this process. On the sell side, a company might realize that it can’t offer competitive rates for a special type of coverage, or perhaps a national brand can’t underwrite in certain states. In either case, the insurance company can act as a publisher itself, selling ad space to competitors and allowing potential customers to click on a competitor’s display ad. The best-case scenario here would be to see those customers eventually come back to where they started, giving insurance companies a revenue double-dip from both co-opetition and conversion.

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New York Times Reports 17% Revenue Growth, Cites Advances In Native And Programmatic


NYT imageDigital revenue rose 17% in Q3 at The New York Times. During the same time period, digital subscriptions rose 20%.

But overall revenue rose just 1% for the quarter -- anemic growth, though The New York Times spun it as good news, since digital increases almost offset declines in print. (earnings release)

“Smartphone, tablet, and video, taken together, are now a significant reason why we turned what was a revenue stream that was in slight decline that is now a revenue stream growing healthily,” said Times CEO Mark Thompson.

The gap between consumer usage on mobile and ads on mobile remains. Only 10% of digital revenue comes from mobile. In the past year, though, mobile increased from one-third of user sessions to over half of user sessions, said EVP of advertising Meredith Kopit Levien.

The Times mentioned ways it’s working to close that gap.

Paid Posts, which launched in January and attracted 30 clients so far, “was meant for the mobile world,” Levien said.

The Times launched mobile ad units, and is still experimenting with frequency and type of creative to find what works best on mobile. The publisher created a “full-screen, self-propelled, tappable story” designed to be viewed and monetized in the mobile market.

“Mobile is still small for us. We’re eager to put innovative product in the marketplace to move [that gap] closer together,” Levein said.

Levein said the company has made advances in the programmatic space, though she noted it’s still a small part of The Times’ business. Read the rest of this entry »

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Yahoo Confirms Hire of Amazon's Lisa Utzschneider, Brody Named To Ad Tech Role


LisaThe rumors were true.

Yahoo confirmed Thursday Amazon's sales chief Lisa Utzschneider will, indeed, be out at the ecommerce giant at the end of the month and will join Yahoo as senior vice president of sales, America. She will report directly to Yahoo CEO Marissa Mayer. Prior to Amazon, Utzschneider spent 10 years at Microsoft, where she led ad development and strategy. Read the press release.

All Yahoo ad sales teams will report directly to Utzschneider, and Ned Brody has been appointed to the newly created role of SVP, Advertising Technology and Strategy from his current role as head of Americas. Ned Brody, according to a Yahoo spokeswoman, will report directly to Utzschneider and Scott Burke, SVP of advertising display and advertising technology, will remain in his existing role. So it looks like Yahoo essentially has two SVPs of ad tech now.

Amazon has confirmed to AdExchanger Seth Dallaire, Amazon's current VP of advertising sales, North America, will assume Utzschneider's position as global VP of sales.

"Lisa has a demonstrated track record as a leader and as a business builder, focused on creating and expanding sales relationships as well as scaling technological innovation," said CEO Marissa Mayer of the appointment, in a statement. "She brings unique strengths to Yahoo in terms of identifying new opportunities to maximize the value of advertising in a rapidly expanding and evolving media landscape.

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GRP 2.0: How To Defibrillate An Old Metric With Fresh Data


RevivingThe gross rating point (GRP) has time – and money, in the form of TV budgets – on its side, but a slew of new entrants in TV-to-digital measurement could disrupt what was once a Nielsen-run show.

ComScore, once thought of as the de facto leader in digital measurement, is encroaching on Nielsen turf with its Total Video planning tools and expansion into over-the-top tracking (AdExchanger story). Additionally, competitors – including Rentrak, which just invested in Kantar Media’s TV business, and TiVo Research and Analytics (TRA), which matches purchase data against television viewing patterns – are moving in (see a breakdown below).

Feeling the heat, Nielsen has hit the gas pedal on efforts to update its aging metric by adding new data sets and forming digitally attuned partnerships with a variety of companies, including TV ad-targeting platform Simulmedia and Twitter.


Rewind 50 years to when Nielsen’s household panel was the only meaningful benchmark for measuring television-viewing habits.

Even then, one big argument against measuring based on percentage of audience was that the technique could easily over- or underestimate the frequency of exposure. Additionally, relying on a panel that uses age and gender demographics limits the opportunity for addressability in television.

“We make the TV world antiquated when we talk about women who are 24 to 54,” said Howard Shimmel, chief research officer for Turner Broadcasting, during a recent presentation at Simulmedia's “PeopleFront” event in New York.

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