tag:econsultancy.com,2008:/topics/media-planning-buying Latest Media planning & buying content from Econsultancy 2018-05-11T15:15:00+01:00 tag:econsultancy.com,2008:BlogPost/70012 2018-05-11T15:15:00+01:00 2018-05-11T15:15:00+01:00 China is a "massively untapped market" for US media sellers Patricio Robles <p>Take, for instance, Facebook. Despite the efforts of its CEO, Mark Zuckerberg, who has learned to speak Mandarin and even reportedly asked Chinese President Xi for baby name suggestions, the world's biggest social network is blocked by China's so-called Great Firewall.</p> <p>But according to one Wall Street analyst, there's a "massively untapped market" for American digital businesses in China.</p> <p>During an IAB webinar, Pivotal Research Group's Brian Wieser <a href="https://www.mediapost.com/publications/article/319062/what-blows-brian-wiesers-mind-stumbling-upon-bil.html">revealed</a> that there are billions of dollars in digital ad spend now being directed by Chinese brands at American consumers.</p> <p>Wieser says this spend has gone unnoticed to date.</p> <p>Based on Wieser's analysis, Chinese brands are spending $5 billion on Facebook to reach consumers outside of China, primarily in the US. In total, he estimates that this spend from Chinese brands now accounts for nearly 10% of Facebook's ad revenue. And he suspects that Chinese ad spend is also benefiting other large players like Google and Twitter.</p> <p>So who are the Chinese advertisers spending all this money to reach US consumers?</p> <p>Based on his analysis of Facebook's filings with the US Securities and Exchange Commission, Wieser says that the advertisers primarily fall into two camps: Chinese businesses that are now operating as global brands and organizations that are endemic to China, such as tourism agencies.</p> <h3>The rise of Chinese brands</h3> <p>As Wieser sees it, the interest of Chinese advertisers in reaching consumers outside of China could create significant opportunities for lots of American companies.</p> <p>"It may be an opportunity for all sorts of media owners to find new money to bring into the United States," he stated. </p> <p>The good news for digital media firms in the US is that this trend appears to be in its infancy. Chinese manufacturers, for instance, are increasingly cutting out the middleman and <a href="https://econsultancy.com/blog/70003-four-amazon-weaknesses-retailers-can-exploit/">selling direct to consumers through Amazon</a>, which, while not mentioned specifically by Wieser, has built a billion dollar advertising business and would seemingly be among the best positioned to take advantage of growing Chinese ad spend.</p> <p><img src="https://assets.econsultancy.com/images/0009/4374/Chinese_Markets.png" alt="chinese brands targeting american consumers" width="615"></p> <p>Amazon's marketplace provides perhaps the best evidence of the rise of Chinese brands. Take TCL, for instance. Hardly a household name, this Chinese brand manufactures televisions that <a href="https://www.forbes.com/sites/sethporges/2016/11/14/how-a-no-name-chinese-tv-brand-came-to-dominate-the-amazon-charts/">consistently rank</a> among Amazon's best sellers.</p> <p>Such success stories are increasingly common and as more and more Chinese brands seek to woo directly to consumers in large export markets, the number of opportunities for businesses that can help them reach consumers will only grow.</p> <p>For that reason, media sellers in countries like the US would be wise to start exploring how they can position themselves to take advantage of these opportunities.</p> <p><em><strong>Further reading:</strong></em></p> <ul> <li><a href="https://www.econsultancy.com/blog/69578-what-western-brands-need-to-know-before-joining-china-s-massive-ecommerce-economy">What Western brands need to know before joining China's massive ecommerce economy</a></li> </ul> tag:econsultancy.com,2008:BlogPost/69982 2018-05-01T09:30:00+01:00 2018-05-01T09:30:00+01:00 What brand marketers and agencies need from each other Jeff Rajeck <p>Can these differences of opinion ever be resolved? Or are brands and agencies doomed to forever be disappointed with one another?</p> <p>To find out, Econsultancy recently held a Digital Intelligence Briefing in Singapore and invited Damien Cummings, CEO of Peoplewave, Entrepreneur-in-residence at Econsultancy and long-time marketing leader of many household-name brands to let us all know what brand marketers and agencies need from each other.</p> <h3>The problem</h3> <p>Damien summarized the problem between brand and agencies as a difference in understanding.</p> <ul> <li>Brand marketers don't understand agencies and they feel that agencies only offer 'solutions' which don't solve the brand's real problems.</li> <li>Agencies don't understand brands and agency staff feel that they are victims of unfair cost-cutting, bad briefs and bad clients</li> </ul> <p>Damien summed it up by stating that the 'business of marketing' is not well-communicated by brands and, as a result, is not well-understood by agencies.</p> <p><img src="https://assets.econsultancy.com/images/0009/3941/agencies-marketing-1.jpg" alt="damien cummings" width="600"></p> <h3>Marketing strategy</h3> <p>Taking a step back, Damien pointed out that what marketers are trying to achieve is really quite simple.</p> <p>Brand marketers need to </p> <ul> <li>understand where their company is today,</li> <li>set short-term and long-term goals,</li> <li>agree upon objectives for brand value, sales, market share, profit, and customer satisfaction.</li> </ul> <p>Marketers then have four tasks: </p> <ol> <li>Help set the above objectives</li> <li>Come up with a plan for how to get there</li> <li>Report on the progress toward these goals</li> <li>Put the right marketing capability in place to achieve the objectives</li> </ol> <p>The business of marketing, he noted, is what the brand's marketing team does on a day-to-day basis to achieve these four tasks.</p> <h3>What motivates the marketer</h3> <p>So, Damien continued, a marketer's motivations (along with their KPIs and remuneration) are based on business goals such as: </p> <ul> <li>increasing revenue</li> <li>increasing market share</li> <li>cutting costs</li> <li>lifting brand value</li> <li>making customers happy</li> </ul> <p>And while they may use advertisements to achieve these goals, marketers are not judged or motivated by ad campaign performance. The marketer's job is much more about building internal relationships, getting buy-in from stakeholders and, perhaps most importantly, keeping within a well-defined budget.</p> <p>So while marketers are keen to know about how agencies can help them, pitches based on new technologies, platform optimizations, or ad performance simply do not address the things that they need to achieve every day.</p> <p>Damien feels that this fundamental misunderstanding of brand marketers by agencies is widespread and may explain why agencies, in general, feel that they are working with clients who are always irritable and only ever produce 'bad' briefs.</p> <h3>What motivates the agency</h3> <p>Agencies, however, have a different view of the world.  Instead of being aligned with the goals of their brand partners, agencies are focused on two main goals:</p> <ol> <li>Increasing revenue </li> <li>Building the agency's reputation</li> </ol> <p>Consequently, agency staff are judged and motivated by increasing fees, attracting more prestigious clients and winning awards. And, as a result, the daily work of someone working for an agency is dominated by replying to briefs, selling in a new campaign idea or reporting on campaign performance. </p> <p>This means that agencies typically aren't made aware of the constraints of the marketing budgets or the difficulty marketers face when trying to 'sell' the agency's work internally. Specifically, agency staff aren't informed about corporate change management procedures which dictate that marketers need to make cuts in order to get the budget for a new campaign or tech platform.</p> <p>That agencies do not understand how hard it is for marketers to manage change with internal stakeholders likely leads to the notion that agency costs are being cut unfairly by brands.</p> <p><img src="https://assets.econsultancy.com/images/0009/3943/agencies-marketing-2.jpg" alt="damien cummings" width="600"></p> <h3>The solution</h3> <p>Regardless of these misunderstandings, brand marketers and agencies still must work together. But with so much distance between them, how will things ever change?</p> <p>Damien's advice for resolving the impasse: </p> <ol> <li>Brand marketers should share their marketing plans and budgets with agencies. Providing agencies with their motivations will allow agency staff to understand the big picture of what the brand is trying to achieve and give the relationship a purpose.</li> <li>Agencies should talk less about campaigns and more about how the agency will help the brand achieve their goals.</li> <li>Brand marketers need to tell their agency partners about the change management procedures at their company and that for every new idea proposed by the agency, something else must be cut. Transparency and honesty must be at the core of the relationship.</li> <li>Finally, agencies need to be paid fairly for the work they do, including pitches. Having cost as the most important factor in every meeting turns the relationship into a constantly renegotiating transaction. Once a good relationship can be re-established, both sides will be able to have a shared agenda for success and focus on the next steps toward achieving the brand's goals.</li> </ol> <p>So while brands and agencies are unlikely to suddenly become close partners any time soon, Damien laid out some clear steps both sides can take to move forward together. </p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank Damien Cummings, CEO of Peoplewave, Entrepreneur-in-residence at Econsultancy for sharing his insights about the state of brand/agency relationships gathered from his years of experience in the field.</p> <p>We'd also like to thank all of the marketers who took time out of their busy schedules to hear about the latest marketing trends from our panel of experts - and we hope to see you all at future Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0009/3944/agencies-marketing-3.jpg" alt="damien cummings" width="600"></p> <p><em><strong>Further reading:</strong></em></p> <ul> <li><a href="https://econsultancy.com/reports/top-100-digital-agencies">Top 100 Digital Agencies report</a></li> </ul> tag:econsultancy.com,2008:Report/4755 2018-04-19T15:01:00+01:00 2018-04-19T15:01:00+01:00 Trust, Transparency and Brand Safety <p>The<strong> Trust, Transparency and Brand Safety </strong>report will consider the factors which have been impacting trust and driving a need for further transparency around a brand’s advertising as well as how businesses operate and communicate with their customers. </p> <p>We carried out a series of in-depth interviews with senior executives from brands, agencies and publishers to understand how companies are responding to different opportunities and challenges. Econsultancy would like to thank the following interviewees who contributed to this report:</p> <ul> <li> <strong>Dominic Chambers</strong>, Global Head of Digital Marketing, Jaguar Land Rover</li> <li> <strong>Claire Cronin</strong>, Chief Marketing Officer, Virgin Atlantic</li> <li> <strong>Christopher Daniels</strong>, Sales Director, Haymarket Automotive</li> <li> <strong>Daniel Gilbert</strong>, CEO, Brainlabs</li> <li> <strong>Simon Jackson</strong>, Chief Marketing Officer, Gamesys</li> <li> <strong>Attila Jakab</strong>, Managing Director, Infectious Media</li> <li> <strong>Russell James</strong>, Digital Engagement Director, The FA</li> <li> <strong>Matt Kwiecinski</strong>, Co-founder and Managing Director, Journey Further</li> <li> <strong>John LaMarca</strong>, Consumer Strategy Director, Haymarket Automotive</li> <li> <strong>Laura Milsted</strong>, Global Advertising Director, B2B and Insight, The Financial Times</li> <li> <strong>Michael Nicholas</strong>, Global Director, Kantar TNS</li> <li> <strong>Ellie Norman</strong>, Director of Marketing, Formula 1</li> <li> <strong>Mark Payton</strong>, Editorial Director, Haymarket Consumer Media</li> <li> <strong>Isaac Poh</strong>, APAC Digital Marketing Lead, Schroders APAC</li> <li> <strong>Tara </strong><strong>Prabhakar</strong>, Global Director of Client Impact, Kantar TNS</li> <li> <strong>Ben Rhodes</strong>, Group Marketing Director, Royal Mail</li> <li> <strong>John Sinke</strong>, Director of Marketing, Hong Kong Disneyland</li> <li> <strong>Charles Talbot</strong>, Director, Journey Further</li> <li> <strong>Mariella Villa</strong>, Private Bank Proposition Owner, ANZ Bank, Australia</li> <li> <strong>Lisa Wood, </strong>Chief Marketing Officer, Atom Bank</li> <li> <strong>Head of Digital and Analytics</strong>, APAC FMCG</li> <li> <strong>Senior Executive, </strong>Global APAC Bank</li> </ul> <p><strong>What you will learn:</strong></p> <p>Trust is seen as a crucial element of brand success. With increasing disruption and competition across all sectors, trust becomes even more important for brands to focus their efforts on. This report will consider the factors which have been impacting trust and driving a need for further transparency around a brand’s advertising. It will also explore how businesses operate and communicate with their customers. You will learn:</p> <ul type="disc"> <li>How companies are making changes to how they buy digital media and how they structure their contracts and relationships with their agencies in response to growing concerns over their advertising in respect of brand safety, viewability and ad fraud. </li> <li>The need to focus on demonstrating this to consumers and ensuring that trust and transparency are at the heart of your products and services. </li> <li>Importance of demonstrating trust through culture, goals and values. </li> <li>How companies are connecting with their customers to drive greater participation and co-creation.  </li> <li>The focus towards demonstrating greater transparency with customer data and how it is used.</li> </ul> <p><strong>You will discover: </strong></p> <ul type="disc"> <li>How companies are taking more control over their marketing communications.</li> <li>The need for companies to be more transparent about their business to deliver on their promise and focus on what their brand stands for.</li> <li>How companies are focusing on putting the customer first and at the centre of their operations. </li> <li>The importance companies are placing around having the right culture and set of values and hiring against these. </li> <li>How co-creation should become a key part of an organisation’s processes and brand strategy.</li> <li>How digital priorities are rising higher on the agenda as companies encourage a move towards thinking digital first and creating journey-based experiences. </li> <li>How companies are focusing on putting the customer at the heart of everything and identifying how to enhance the experience and develop a deeper understanding of the customer decision journey. </li> <li>The key ways to drive greater transparency and trust highlighted by those interviewed.</li> </ul> <p>Download a copy of the report to learn more.</p> tag:econsultancy.com,2008:BlogPost/69934 2018-04-10T13:00:00+01:00 2018-04-10T13:00:00+01:00 Google's response to header bidding is now available to all DFP publishers Patricio Robles <p>Announced nearly a year ago, Exchange Bidding gives publishers the ability to allow third party exchanges and <a href="https://econsultancy.com/blog/65197-the-beginner-s-glossary-of-programmatic-advertising">supply side platforms</a> (SSPs) to submit real-time bids that are considered alongside bids from the publisher's reservation campaigns and DoubleClick Ad Exchange.</p> <p>Unlike header bidding, Exchange Bidding doesn't rely on client-side code. This is a potentially big differentiator as one of the biggest concerns around header bidding is that it <a href="https://www.linkedin.com/pulse/how-header-bidders-affect-latency-christopher-reid">can increase page load latency</a>. While some publishers have reported substantial double-digit increases in revenue thanks to header bidding, others have also reported double-digit increases in page load times.</p> <p>There are ways to fight latency, such as using a wrapper solution like Prebid.js and configuring a reasonable timeout setting, but solutions that eliminate client-side code entirely <a href="https://pubmatic.com/blog/server-side-header-bidding-reduces-latency/">have obvious appeal</a>.</p> <p>Google says that it is delivering similar lifts in revenue for publishers “without sacrificing user experience across their properties.” For example, programmatic marketplace RhythmOne reports that its publishers using Exchange Bidding have seen a whopping 40% increase in programmatic revenue.</p> <p>In addition to offering the potential for increased revenue with better performance than header bidding, Google is also playing up the fact that Exchange Bidding allows publishers to consolidate billing and payment. And thanks to new reporting functionality Google unveiled at the time of its announcement, publishers can easily obtain a holistic view of performance.</p> <p>As DoubleClick's Jonathan Bellack explained:</p> <blockquote> <p>Exchange Bidding customers can now generate reports across several new dimensions including demand channel, exchange partner, yield group or advertiser on a per-impression level. With these new insights, publishers can make smarter and faster decisions to ensure they're getting the greatest value from every impression.</p> </blockquote> <h3>The end of header bidding?</h3> <p>Given DFP's position in the market, one might ask: is the general availability of Exchange Bidding the beginning of the end for header bidding? </p> <p>Perhaps not.</p> <p>When Google first announced Exchange Bidding, SOVRN, an ad tech firm that is a player in the header bidding ecosystem, <a href="https://www.sovrn.com/blog/header-bidding-grows-up/">suggested that</a> “the influx of new rich data generated by header bidding has enlightened publishers to a new reality and power that they are unlikely to abandon.”</p> <p>It added, “That isn't to say that publishers won't adopt Exchange Bidding at all. Most publishers utilizing header bidding have one mantra: more competition is always better. If there isn't a large impact on operations, most publishers will continue to increase demand whenever possible. Again, for publishers, efficient and results-based diversification will be key.”</p> <p>One of the biggest advantages header bidding retains is that publishers have the freedom to choose the demand partners they want to work with without limitation. While Exchange Bidding currently has more than 10 partners, publishers are ultimately limited to the exchanges Google selects. For publishers that are wary of giving up control, that could tip the scales in favor of header bidding.</p> <p>Even so, Exchange Bidding is evidence of the fact that demand among publishers for greater competition among ad partners is something that even Google has found it can't ignore.</p> <p><em><strong>Further reading:</strong></em></p> <ul> <li><a href="https://www.econsultancy.com/blog/69671-programmatic-advertising-trends-in-2018-what-do-the-experts-predict">Programmatic advertising trends in 2018: What do the experts predict?</a></li> <li><a href="https://www.econsultancy.com/reports/the-cmo-s-guide-to-programmatic">CMO's Guide to Progammatic</a></li> <li><a href="https://www.econsultancy.com/blog/69588-10-signs-that-programmatic-advertising-is-reaching-maturity">10 signs that programmatic advertising is reaching maturity</a></li> </ul> <p><em><strong>Or check out <a href="https://econsultancy.com/training/courses/programmatic">Econsultancy's programmatic training</a>.</strong></em></p> tag:econsultancy.com,2008:Report/4739 2018-03-15T15:20:00+00:00 2018-03-15T15:20:00+00:00 Second-Party Data <p>First-party data at scale sounds unattainable. But by creating second-party data pools, brands and publishers can vastly increase the applicability of their customer data. This report, created in partnership with <a href="https://www.salesforce.com/products/marketing-cloud/data-management/"><strong>Salesforce</strong></a>, addresses the fundamental questions about second-party data so it can move from abstract concept to specific strategy.</p> <p>The promise of customer data has tantalized brands for the better part of a decade. Their interest was focused on the maturation of the programmatic marketplace, where it became possible to easily buy audiences instead of space. The evolution of the ecosystem has been fueled by previously underutilized troves of customer and aggregate data.</p> <p>Today, it’s clear that huge stockpiles of data processed and sorted by third parties only hold the solutions to some of marketers’ needs. For data to be effective in digital media, it needs to balance quantity with quality and relevance. As the ad ecosystem evolves, marketers demand more certainty, accuracy and trust in the data that underlies their efforts.</p> <p>In recent years, the industry has begun exploring the value of second-party data—another brand’s first-party data acquired directly through partnership. The use of second-party data is no longer a nascent opportunity. We now can lay out guidelines for how to select partners whose data can enliven your campaigns, how to navigate walled-garden environments, and how to apply this data without risking your partners’ security or users’ privacy.</p> tag:econsultancy.com,2008:TrainingDate/3449 2018-03-08T12:51:05+00:00 2018-03-08T12:51:05+00:00 Creating Inspiring Briefs & Giving Effective Feedback <p>Great creative work can give you an unfair advantage, that’s a fact. It always starts with a great brief that is insightful, challenging and inspiring – and also relies on your ability to truly spot and nurture the best ideas. This workshop will help.</p> <p>It will instil the techniques and confidence in writing better quality briefs and giving inspirational briefings, along with the core skills involved in creative judgment and giving constructive feedback.</p> <p><strong>June Booking Offer</strong>: Book our June date and <strong>get 1 week’s free access</strong>  to the Econsultancy platform – the richest online content and insight available to modern marketers today. You’ll benefit from our market-fresh research reports and best practice guides, as well as the latest news and views and blogs. What’s more, you will be guided personally through the platform by one of our consultants to ensure you have access to the content most relevant to you as a modern marketer.</p> tag:econsultancy.com,2008:TrainingDate/3448 2018-03-08T12:50:13+00:00 2018-03-08T12:50:13+00:00 Creating Inspiring Briefs & Giving Effective Feedback <p>Great creative work can give you an unfair advantage, that’s a fact. It always starts with a great brief that is insightful, challenging and inspiring – and also relies on your ability to truly spot and nurture the best ideas. This workshop will help.</p> <p>It will instil the techniques and confidence in writing better quality briefs and giving inspirational briefings, along with the core skills involved in creative judgment and giving constructive feedback.</p> <p><strong>June Booking Offer</strong>: Book our June date and <strong>get 1 week’s free access</strong>  to the Econsultancy platform – the richest online content and insight available to modern marketers today. You’ll benefit from our market-fresh research reports and best practice guides, as well as the latest news and views and blogs. What’s more, you will be guided personally through the platform by one of our consultants to ensure you have access to the content most relevant to you as a modern marketer.</p> tag:econsultancy.com,2008:BlogPost/69802 2018-02-14T11:06:52+00:00 2018-02-14T11:06:52+00:00 Unilever fires a shot across the bow of Google and Facebook, but is it all bark and no bite? Patricio Robles <p>Despite the fact that they rely heavily on Google and Facebook, advertisers in particular are increasingly vocal about these companies' shortcomings and have started showing a willingness to put their money where their mouths are. For example, a little over a year ago, Google-owned YouTube was the subject of a temporary mass advertiser boycott after it came to light that ads from top brands were being displayed alongside extremist content.</p> <p>Both Google and Facebook have taken steps to placate the advertisers that fill their corporate coffers with cash but many advertisers still aren't satisfied that the efforts are bearing enough fruit quickly enough.</p> <p>Case in point: at the Interactive Advertising Bureau (IAB) annual leadership meeting held in Palm Desert, California this week, Keith Weed, the CMO for Unilever, <a href="https://qz.com/1204787/unilever-un-is-threatening-to-pull-out-of-facebook-and-google/">issued a blunt warning to Google and Facebook</a>: clean up your act or we will stop sending you our ad dollars.</p> <p>“We cannot have an environment where our consumers don't trust what they see online,” he told attendees. “We cannot continue to prop up a digital supply chain-one that delivers over a quarter of our advertising to our consumers-which at times is little better than a swamp in terms of its transparency.”</p> <p>He elaborated: </p> <blockquote> <p>Consumers don't care about third party verification. They do care about fraudulent practice, fake news, and Russians influencing the US election. They don't care about good value for advertisers. But they do care when they see their brands being placed next to ads funding terror, or exploiting children. They don't care about sophisticated data usage or ad targeting via complex algorithms, but they do care about not seeing the same ad 100 times a day. They don't care about ad fraud, but they do care about their data being misused and stolen.</p> </blockquote> <p>Unilever, of course, is the second largest advertiser in the world, so when its CMO speaks, companies that rely on ad dollars listen. With Google and Facebook being the recipients of nearly three quarters of digital ad spend in the U.S., nobody has a greater incentive to listen than they do.</p> <p>And they would be wise to listen because there is no doubt that they have room to improve. For instance, <a href="https://www.econsultancy.com/blog/69709-will-influencer-marketing-take-a-hit-after-the-logan-paul-firestorm/">the recent drama with YouTube star Logan Paul</a> raises questions about how Google polices its most prominent content creators. Paul came under fire after he posted a grotesque and disturbing video filmed in Japan's “suicide forest.” Google-owned YouTube removed Paul from its Google Preferred program, which offers top creators access to the best advertisers and guaranteed placements.</p> <p>But not a month later, Paul was in hot water again for posting more disturbing videos, including one in which he shocked a rat with a Taser. In response, YouTube declared that his content was “unsuitable for brands” <a href="https://variety.com/2018/digital/news/logan-paul-youtube-advertising-suspended-1202693482/">and demonetized his channel</a>, a move that could cost Paul an estimated $1.2m a month while the demonetization remains in effect. But <a href="http://www.telegraph.co.uk/technology/2018/02/13/youtube-ceo-susan-wojcicki-says-logan-paul-hasnt-done-anything/">according to YouTube CEO Susan Wojcicki</a>, Paul's disturbing behavior doesn't warrant a total ban from the popular video platform.</p> <p>The situation with Paul, who has 15m subscribers and is one of YouTube's biggest homegrown stars, highlights just how significant the challenges Google and Facebook face are. After all, if Google struggles with one of its most prominent content creators, how could it ever deal with the countless small fish in Weed's so-called “swamp”?</p> <h3>So what is an advertiser like Unilever to do?</h3> <p>Is it inevitably going to find itself having to cut ties with Google and Facebook, or will it be forced to back down?</p> <p>Part of the problem advertisers face with Google and Facebook is that their services are underpinned by content they don't produce or own. Google the search engine scours the web and uses algorithms to determine how it should be delivered to users when they perform searches. Algorithms will never be perfect and human intervention won't always be either.</p> <p>Google-owned YouTube is a video platform that allows anybody to upload and publish videos they have created and Facebook is a social network with well over a billion active users, all of whom can pretty much post whatever content they want to their accounts.</p> <p>While this doesn't mean that Google and Facebook shouldn't and can't do anything about the content present on their services – they should and can – Google and Facebook aren't newspapers or television channels either. </p> <p>Unlike newspapers, which have a limited number of pages, and television channels, which have a limited number of programming hours, there's almost no physical limit to how much content Google and Facebook can handle and make available to the world. But there are physical limits to how much moderation and curation they can perform. </p> <p>Advertisers, it would seem, have lost sight of that.</p> <p>Despite the known risks of advertising against user-generated content – risks that were widely discussed years ago when the ad offerings of Facebook and YouTube were in their infancy – companies like Unilever voted with their wallets. Consumers embraced platforms dependent on user-generated content and advertisers followed them. Today, brands spend tens of billions of dollars a year buying ad inventory associated in some way with user-generated content.</p> <p>While advertisers can pull back – P&amp;G, for instance, <a href="https://www.econsultancy.com/blog/69531-direct-ad-buys-are-back-in-fashion-as-programmatic-declines">cut $100m from its digital ad budget</a> – the reality is there's no turning back. Google and Facebook are for all intents and purposes digital advertising and advertisers can only shift so much spend around them. While threats make for good headlines, advertisers are likely to find that threats do little to address the problems they're concerned about.</p> <p>Instead, if they want to clean up the swamp they largely funded, advertisers are going to have to get their hands dirty too.</p> <p><em><strong>For Econsultancy subscribers:</strong></em></p> <ul> <li><a href="https://econsultancy.com/reports/paid-social-media-advertising">Paid Social Media Advertising Best Practice Guide</a></li> </ul> tag:econsultancy.com,2008:BlogPost/69783 2018-02-08T14:30:00+00:00 2018-02-08T14:30:00+00:00 How sports advertisers should react to changing media consumption Patricio Robles <p>But brands that advertise against sporting properties might have bigger reasons to worry: <a href="https://www.sportsbusinessdaily.com/Journal/Issues/2016/10/03/Research-and-Ratings/Ratings.aspx">viewership</a> and attendance of live sporting events has been on the decline, and <a href="http://www.businessinsider.com/the-premier-league-viewership-dip-has-raised-doubts-about-live-sports-2017-6">not just in</a> the National Football League (NFL), which has been dealing with <a href="http://www.multichannel.com/news/sports/ubs-survey-anthem-protests-top-reasons-nfl-ratings-declines/417971">politically-charged controversy</a>.</p> <p>It's not that sports are less popular. It's that the way individuals are consuming sports content has changed.</p> <p>Perhaps the best evidence of that comes in the form of new data Google released based on an analysis of sports content consumption on YouTube.</p> <p><a href="https://www.thinkwithgoogle.com/consumer-insights/sports-fans-video-insights/">According to Google</a>, “watchtime of sports 'highlight' videos on YouTube grew more than 80% in the past year.” In some sports that figure is even higher. For example, searches for American football highlights nearly doubled on YouTube in the past year.</p> <p><img src="https://assets.econsultancy.com/images/0009/2135/google_youtube_sports1.png" alt="" width="779" height="196"></p> <p>There was also a 60% jump in the watchtime of sports “interview” videos on YouTube in 2017.</p> <p>While these statistics don't mean that individuals aren't tuning into live sporting events on television or though streaming services – many still are and doing so through multiple screens, sometimes simultaneously – when the live attendance and viewership declines are taken into account, it seems apparent that a growing number of fans are not only time-shifting their viewing of sporting events but opting to limit their consumption to segments of a full broadcast, such as highlights of key moments in a match.</p> <p>The implications of this shift in behavior are wide-ranging. For example, it could eventually impact the value of broadcast rights and naming rights which, in turn, could have an impact on the value of teams and player compensation packages. </p> <p>For advertisers, it's not too early to start thinking about how this shift in consumption behavior will impact their ability to use sports to reach consumers and how their strategies and media buying activities should change. In fact, this is an activity they arguably need to be doing now.</p> <p>For example, brands might find that advertising against television and digital properties that feature highlight reels offers increasingly more bang for the buck than, say, signage and live broadcast television ads, which for obvious reasons tend to be most expensive.</p> <p>Brands that have invested in sponsorships should also reconsider how they activate against their sponsorships. Google revealed that searches for “how to” sports videos on YouTube have more than doubled in the past year. A brand that has a relationship with a professional athlete, for instance, could take advantage of this to create how-to content with the athlete instead of yet another traditional ad.</p> <p><img src="https://assets.econsultancy.com/images/0009/2136/google_youtube_sports2.png" alt="" width="593" height="309"></p> <p>To be sure, changes in consumer behavior will create challenges for brands, especially those that have already made long-term commitments to a sporting property, but for brands that are smart and nimble, the shifts could bring with them many interesting and worthwhile opportunities. </p> tag:econsultancy.com,2008:TrainingDate/3417 2018-01-25T17:15:50+00:00 2018-01-25T17:15:50+00:00 Creating Inspiring Briefs & Giving Effective Feedback <p>Great creative work can give you an unfair advantage, that’s a fact. It always starts with a great brief that is insightful, challenging and inspiring – and also relies on your ability to truly spot and nurture the best ideas. This workshop will help.</p> <p>It will instil the techniques and confidence in writing better quality briefs and giving inspirational briefings, along with the core skills involved in creative judgment and giving constructive feedback.</p>