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The metaverse has Meta sorry end.

Five years ago, Facebook unveiled one of the most surprising rebrands of the decade. While the social media platform itself kept the Facebook name, the parents company, the one that also owns WhatsApp and Instagram, became Meta.

The whole thing coincided with Mark Zuckerberg declaring the metaverse “the successor to the mobile internet”, and pouring billions into the project. Zuckerberg’s vision has faced ridicule for years, but after recent developments, it’s now looking like one of the worst rebrands of all time.

Mark Zuckerberg's VR avatar

Facebook’s metaverse avatars were routinely mocked (Image credit: Meta)

As reported by CBNC, the company is shutting down its VR platform Horizon Worlds in a “further pivot away from the metaverse”. In a community blog, Meta announced that the Horizon Worlds app will be taken off the Quest store at the end of March, and fully removed from VR on June 15.

Back in January, as reported by Wall Street Journal, Meta laid off 10% of its Realty Labs division, representing around 1,500 jobs. Reality Labs is the home of Meta’s AR and VR divisions.

Zuckerberg’s vision for the Metaverse has already faced ridicule from a design perspective, with rudimentary graphics and missing legs. But the laying off of over 1,000 staff from the metaverse division is a much more stark and serious sign that Zuckerberg’s 2021 vision might not be the future.

The Meta logo

Facebook’s Meta rebrand suddenly doesn’t look so smart (Image credit: Meta)

“We said last month that we were shifting some of our investment from Metaverse toward Wearables,” a Meta spokesman told WSJ. “This is part of that effort.”

Screenshot of Facebook post by Meta CEO Mark Zuckerberg showign digital avatar in Horizon Worlds VR game

Zuckerberg once thought this was the future (Image credit: Meta/Mark Zuckerberg)

Meta might have perfectly valid reasons for shifting investment, but it can’t scrub its 2021 messaging from the history books. “The metaverse will eventually encompass work, entertainment, and everything in between,” the company announced when unveiling its rebrand. Back then, Meta announced $10B of investment into Reality Labs.

All of which is to say, with the benefit of hindsight, that rebrand isn’t looking so smart anymore. Still, to be fair, few knew in 2021 what the tech landscape would look like today – the likes of NFTs looked like they could change everything, along with the metaverse. But five years later, it looks like Facebook might have been better off changing its name to ‘AI’.

Feature image credit: Meta

By 

Daniel John is Design Editor at Creative Bloq. He reports on the worlds of design, branding and lifestyle tech, and has covered several industry events including Milan Design Week, OFFF Barcelona and Adobe Max in Los Angeles. He has interviewed leaders and designers at brands including Apple, Microsoft and Adobe. Daniel’s debut book of short stories and poems was published in 2018, and his comedy newsletter is a Substack Bestseller.

Sourced from CREATIVE BLOQ

BY ANNABEL BURBA

If you got a package addressed to Demi Moore or Zoe Saldaña, would you open it?

Last week, more than 1,000 people received PR packages from Lancôme. Many were content creators who had received free products from the L’Oréal-owned beauty brand before. But something was different this time: the mailers were addressed to A-list actresses Demi Moore and Zoe Saldaña.

“I think this package was meant for someone else,” plastic surgeon and content creator Monica Kieu says in a TikTok. She explains the process of opening a package from Lancôme, reading a note addressed to someone named Zoe inside, and then checking the label and feeling surprised to see Saldaña’s name instead of her own.

“Zoe, if you’re missing a PR package, I might know where it is,” she says in the video. “Lancôme, I love you, I’m flattered—let me know what you want me to do with this package.”

The brand responded by commenting, “Oh no, we’ll have to look into this mix-up.”

When big names such as Kate Hudson, Pauline Chalamet, and Refinery29 chief content officer Brooke DeVard also posted content that showed themselves receiving packages addressed to Moore and Saldaña, it became clear that the mix-ups were an orchestrated marketing stunt to advertise Lancôme’s new skin care products. (Especially since they tagged these posts as paid partnerships.)

Moore and Saldaña then each shared videos saying that anyone who received a package with their name on it from the brand could keep it. “Finders keepers,” Moore quips in hers.

If Lancôme was aiming to go viral, it’s safe to say it achieved that goal. Hudson’s unboxing video got 2.1 million views on Instagram, while Chalamet’s got 56,000 and DeVard’s got 36,700.

Why Lancôme’s strategy worked

Celebrity and creator-founded brands such as Rhode and Reale Actives are dominating the beauty marketing space right now, making it difficult for legacy brands like Lancôme to stand out. The Paris-based label, which perfumer Armand Petitjean founded in 1935 and L’Oréal acquired in 1964, has long used Hollywood stars to market its products.

Lancôme’s new campaign puts a fresh twist on that strategy. Plus, it smartly uses the internet’s natural propensity for scandal to its advantage.

Feature image credit: Adobe Stock

BY ANNABEL BURBA

Sourced from Inc.

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At its latest upfront presentation, the streamer unveiled new tools, capabilities and partnerships that span planning, buying and measuring outcomes of ad campaigns.

NEW YORK — At its latest upfront presentation, Netflix reminded advertisers what its combination of technology, entertainment and scale can provide to those looking to engage its attentive and growing audience. Executives on May 13 shared impressive statistics and unveiled new pilots and capabilities across programmatic, agentic AI and data-driven insights.

In between, there were appearances from stars including Florence Pugh and Millie Bobbie Brown and the usual dog and pony show theatrics — literally: The presentation featured three pups courtesy of the Westminster Kennel Club, which will broadcast its dog show on the platform in 2027.

“If the last couple of years were about proving we’re a durable player, this year is about establishing ourselves as a more formidable one,” said Amy Reinhard, Netflix’s president of advertising, during the presentation. “We’ve proven we’re effective. We’re expanding ads to more places, and we’re ready to compete with anyone.”

Netflix, which recently shifted to counting monthly active viewers, claimed it has 250 million monthly active viewers around the world. As that number grows, over 60% of sign-ups are choosing the company’s ad-supported plan, and nearly half of its members, 44%, who see an ad on Netflix never saw it on broadcast TV or other streamers, providing advertisers with unique audiences.

That audience is expected to grow in 2027 as Netflix expands its ads plans from its initial 12-country slate to 15 new countries: Austria, Belgium, Colombia, Denmark, Indonesia, Ireland, Netherlands, New Zealand, Norway, Peru, the Philippines, Poland, Sweden, Switzerland and Thailand. The platform will also open new ad inventory across podcasts and vertical videos globally in 2027, along with expanding brand partnerships with its official fan site, Tudum.

As discussed on its recent earnings call, Netflix is turning to artificial intelligence and machine learning tools that it has used for decades to help build out its ad business. DoorDash, Target and TurboTax have recently tested AI-powered capabilities that look to better match advertiser creative with the platform’s content — a capability that will be brought to every ad-supported region by the end of 2026.

The company is also testing AI agents to manage, optimize and purchase ads, in addition to the AI-driven tools that it already offers around developing and optimizing media plans based on brand objectives. Additionally, AI is being used to adapt assets for different formats, like vertical video or pause ads, and the company is testing new personalized ad loads and frequency caps that are dynamically adjusted based on viewing behaviour.

“On top of new inventory, we’re also marrying art and science better than anyone else,” Reinhard said. “AI is already making advertising with Netflix easier and more efficient.”

Simplified campaigns, driving results

Netflix during the presentation unveiled new tools, capabilities and partnerships that span planning, buying and measuring outcomes of ad campaigns. The offerings are part of the Netflix Ads Suite, which was deployed to all its ad-supported territories in the fall. Along with tapping the cast of “Emily in Paris” to detail its full-funnel solutions, the presentation featured Nicolle Pangis, vice president of advertising at Netflix, who joined the company after a stint as CEO of the cable ad sales company Ampersand.

“I know the pressure on every dollar is higher than ever, and I also know that you’re looking for fewer, more strategic partners who provide high quality environments at the scale you need to streamline your buys and drive better results,” Pangis said during the presentation.

A new Audience Insights API helps advertisers learn about member characteristics and behaviours, while a Reach Curve API assists in forecasting campaign reach. The company has integrated with partners including Snowflake and Amazon Web Services around data clean rooms, and will add InfoSum as a partner by the end of the year. Netflix also works with Dentsu, Horizon, Omnicom, PMG and Tinuiti on solutions like planning APIs and clean rooms.

Additionally, Netflix is expanding programmatic capabilities to Live and Pause Ads using Dynamic Ad Insertion tech, allowing clients to buy through their preferred demand-side platform partners — first in the U.S. and Canada this summer before expanding more widely by the end of the year. The company will also enable programmatic audience targeting for all ad-supported countries on Amazon DSP by June 1 and Yahoo DSP in the months after, providing a timeline for previously announced partnerships.

While the battle over audience measurement continues, Netflix has joined the list of publishers working to prove outcomes, not just impressions. Campaigns on the streamer drive almost two-times the TV norm on long-term brand building, and perform 23% above benchmarks for purchase intent compared to competitors, per data shared by Netflix.

Dove, which partnered with the company around hit show “Bridgerton” for a campaign that spanned consumer products and custom spots, notched more than 1 billion impressions across seven markets and saw an almost 60% increase in new shoppers for products. Meanwhile, a partnership between Airbnb and “Nobody Wants This” around the booking platform’s experience offerings boosted awareness and purchase intent, delivered a return on ad spend more than double the industry benchmark and helped drive bookings.

“It’s no surprise that ads on Netflix drive greater attention, more brand awareness, higher engagement and more search and web visits, but they also drive higher sales, lift purchase intent and return on ad spend, compared to our competitors,” Pangis said.

Feature image credit: Dimitrios Kambouris / Staff via Getty Images

Amy Reinhard speaks onstage during the 2026 Netflix Upfront at Sunset Pier 94 Studios on May 13, 2026 in New York City.

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Sourced from Marketing Dive

By Ollie Shelton

Reflecting on Black Friday and Cyber Monday figures, Ollie Shelton at Threepipe Reply surveys the new ecommerce landscape.

If 2023 was the year generative AI captured imaginations and 2024 was the year brands began experimenting with it, then 2025 was the year AI stopped being optional. It became the operational core of marketing.

This was the year that those championing agentic advertising moved from ‘early adopters’ to ‘early majority.’ And the data emerging from Black Friday and Cyber Monday (BFCM) 2025 confirms the shift: AI-powered discovery, comparison, and decision-making is already reshaping consumer behaviour at scale.

The clearest signal came not just from the numbers, but from how shoppers behaved. Across the US, online sales hit $44.2bn (up 7.7%) during the period between Thanksgiving and Cyber Monday. In the UK, online spend reached £3.8bn (up 4.3%) from Black Friday to Cyber Monday

AI assistants influenced over $14bn in Black Friday sales globally and $9.8bn on Cyber Monday. Mobile also dominated, accounting for 55–70% of global online purchases, while TikTok Shop surged, with UK purchases up 28%, delivering up 50% year-over-year (yoy) during Cyber Week.

AI rules

Consumers didn’t just browse; they asked AI for the best price, fastest delivery, or highest-rated product. This is the behavioural shift that makes 2025 the year agentic advertising took hold.

Agentic AI moved marketing from prompt-based tasks to goal-based execution. This is no longer theoretical; it’s happening inside platforms and increasingly inside brands.

This year, we saw widespread adoption of systems that can: autonomously redistribute budget based on real-time signals; adjust creative and messaging in response to audience behaviour; run iterative testing without human touchpoints; and unify signals from search, retail media, social, and commerce.

At Threepipe Reply, we’ve already deployed intelligent frameworks that dynamically shift budget between Google, Meta, TikTok, and retail media depending on rising or falling demand signals.

BFCM 2025 was a preview of this future. The volatility of deals, competitor pricing, and stock levels meant brands with automated pipelines simply responded faster.

Intelligent efficiency

The efficiency mandate of recent years has recently collided with rising media costs and intense competition. But AI has turned efficiency from a constraint into an advantage, as demonstrated by the BFCM 2025 numbers.

US conversion rates improved even as average order volume fell due to rising prices. Global social media delivered 14% of all traffic to retailers, up 12% yoy. And UK mobile share grew 14% yoy, reflecting faster, more decisive consumer journeys.

Threepipe Reply is using agentic modelling to reduce wastage, sharpen investment, and allow media to self-optimize within guardrails. Human teams now focus on strategy, brand, and orchestration, not weekly bid adjustments.

With TikTok Shop surpassing $500m in US sales from Black Friday to Cyber Monday 2025, the importance of creative velocity and variation is clear. What wins today is content that’s iterative, behaviour-led, and supported by predictive signals. It must also be tailored to formats, creators, and communities.

Across beauty, retail, fashion, and sport, we’re already using creative intelligence tools to generate, test, and evolve content automatically.

This was the year creativity stopped being a static asset; 2026 will be the year that creativity becomes adaptive.

Everything, everywhere

We’re also seeing the end of channel silos. Consumers use search now to evaluate, social to validate, retail media to compare, and mobile to buy, often within minutes – and BFCM 2025 confirmed this.

Over 80% of US traffic spikes were driven by AI discovery and price comparison. Beauty, fitness, apparel, and tech dominated, fuelled by influencer and UGC loops. Social live commerce surged globally, pulling forward purchase intent.

Threepipe Reply’s intelligence mapping shows that cross-channel signals increasingly outweigh channel-specific insights. 2026 will push this further as measurement moves from channel attribution to journey-level orchestration.

The rise of AI-mediated shopping means that product comparison happens instantly; preferences are shaped before a website visit; baskets are built in the background; and search, social, and commerce merge into one intent layer.

This is why we’re investing heavily in AI shelf optimization, ensuring brands appear across LLMs, AI search, retail media, and social recommendations.

In 2026, the majority of product discovery will happen in environments brands can’t see directly, but only influence.

Fasten your seatbelts

Our view is clear: 2025 was the implementation year. Brands modernized systems, adopted agentic models, and deployed creative and media intelligence.

2026 will be the acceleration year. We expect to see: AI-native operating models; dynamic, adaptive brand worlds; predictive commerce ecosystems; and unified creative and media intelligence stacks. Along with safe and auditable AI governance frameworks, and hybrid human/AI workforces inside marketing teams.

The brands building this foundation now will be the category leaders in 2026.

By Ollie Shelton

Sourced from The Drum

By Luis Rijo

Taboola survey of 200 senior marketers finds 76% see meaningful performance gains from agentic AI tools, but only within search and social, not the open web.

Bar chart showing AI campaign adoption: Performance Max and Advantage+ at 98%, open web at 80%.

Taboola this week published a survey report showing that 76% of senior performance marketers are seeing meaningful improvements from agentic AI campaign tools, yet the benefits remain concentrated almost entirely within search and social platforms. The report, titled “The Agentic Advantage in Performance Marketing: Securing Incremental Growth Beyond Search and Social,” was conducted in March 2026 across 200 marketing leaders in the United States and United Kingdom and released in May 2026 by Realize, Taboola’s advertiser platform.

The findings land alongside the beta rollout of Realize+, Taboola’s agentic campaign system for the open web that the company launched on April 23, 2026. Taken together, the survey and the product signal how the company is trying to shift budget away from walled gardens by making the argument that the automation advertisers already rely on in Google and Meta can be replicated outside those platforms.

Who was surveyed and how

The study was administered online by Global Surveyz Research, an independent global research firm, with respondents recruited through a B2B research panel and invited via email. All 200 participants hold roles ranging from Senior Manager to VP and are responsible for performance strategy and execution at their organizations. Companies represented span the eCommerce, Banking and Financial Services, Automotive, and Health and Pharma sectors, split evenly 50-50 between the US and UK. Organization size leans large: 41% employ 1,000 to 4,999 people, 43% employ 5,000 to 9,999, and 16% employ 10,000 or more. Monthly marketing budgets start at $300,000 and range up to $5 million or more. The average survey completion time was 6 minutes and 6 seconds.

Responses to most non-numerical questions were randomized to prevent order bias. The survey was conducted entirely in March 2026.

AI adoption is a two-platform market

At-scale adoption of AI-powered campaign solutions is concentrated almost entirely on Google and Meta. According to the Realize report, 91% of respondents currently use Google’s Performance Max at scale, with a further 7% testing or piloting it – meaning 98% of the sample is actively engaged with the product. Meta’s Advantage+ shows almost identical numbers, with 88% using it at scale and 10% in testing, for a combined engagement rate of 98%.

TikTok’s Smart+ occupies a different position. Current at-scale usage sits at just 9%, yet 73% of respondents are in active testing or piloting, suggesting broad exploratory interest that has not yet translated into full deployment. Open web campaign management solutions are used at scale by 36% of respondents, with a further 44% in the testing phase – an 80% total engagement rate that trails the two dominant platforms by a considerable margin.

The concentration matters. Performance Max and Advantage+ are not just the most-used tools; they are also the benchmarks against which all other solutions are judged. Both products use fully automated bidding, audience selection, and creative serving. The survey’s framing consistently positions them as the standard that the open web has not yet matched.

Three-quarters report performance lift

Of the 200 respondents, all are currently measuring the performance impact of their best-performing platforms. According to the report, 76% are seeing meaningful improvements, with 29% reporting a significant lift and 47% reporting a moderate lift. A further 7% describe only a limited lift, 16% say it is too early to determine, and just 1% see no impact. Zero respondents said they are not measuring at all.

The strongest perceived benefit of these tools is real-time CPA/ROAS optimization, cited as the top value driver by 41% of respondents. Saving time and operational efficiency comes second at 14%, followed by improved budget allocation across channels at 11%. Greater ability to drive incremental performance ranks fourth at 10%. Automated creative generation and testing, and improved audience targeting and segmentation, each score 6%.

The ranking reflects a market where performance advertising is primarily evaluated in revenue terms. CPA and ROAS are the dominant success metrics, and solutions that directly optimize toward them carry more weight than those offering operational or creative benefits alone.

Budgets remain locked in search and social

Despite broad satisfaction with AI tools in search and social, budget allocation has not moved significantly toward newer channels. According to the report, 74% of respondents allocate more than 25% of their total budget to paid search, against an average allocation of 22% of total budget. Paid social sees significant investment from 67%, with an average share of 21%.

The open web occupies a moderate position: 63% fund it at a moderate level (10-25% of budget), while only 4% give it significant investment above 25%. Average allocation sits at 13%. Retail Media Networks attract mostly minimal spend from 56% of respondents, with an average of 9%. Connected TV is split between moderate (50%) and minimal (35%) investment, averaging 12%. Affiliate and Partner Networks receive primarily minimal investment from 64% of respondents, averaging 8%.

The pattern reflects a structural gap. The open web reaches a large audience – Taboola’s own platform touches approximately 600 million daily active users across properties including NBC News, Yahoo, and Samsung devices – yet it captures a fraction of the budget that search and social command. According to the report, the explanation is technical rather than strategic: the open web has yet to match the automation sophistication available in search and social, which offer advertisers more advanced tool options and more attractive CPA and ROAS outcomes.

This budget concentration is not a new observation. As PPC Land has tracked, Taboola began addressing the open web’s automation deficit by expanding the Realize platform in October 2025 with deepened partnerships with TIME, Weather Channel Digital, Gannett, Nexstar, and Slate, followed by the launch of Predictive Audiences in June 2025, which delivered conversion improvements of up to 270% for early adopters.

Workflow integration is the dominant adoption barrier

The biggest internal obstacle to broader agentic AI adoption is not scepticism about performance outcomes. According to the report, 54% of respondents cite difficulty integrating these solutions into existing workflows as the single largest barrier. That figure dwarfs all other options: lack of team knowledge or expertise scores 12%, uncertainty about which technology or vendor to choose scores 9%, and budget constraints rank fourth at 6%.

The challenge grows sharply with budget size. Among companies spending $300,000 to $499,000 per month, only 9% identify workflow integration as the primary barrier. That figure rises to 38% among $500,000 to $999,000 per month spenders. Among the largest two segments – $1 million to $4.9 million per month and $5 million or more per month – it reaches 74% and 68% respectively. The companies that have invested most heavily in existing platforms are the ones finding it hardest to add a new layer of automation on top.

This creates a specific challenge for the open web. Large advertisers, who would generate the most revenue for platforms like Realize, are precisely those with the most entrenched workflows and the highest integration costs. The transition from manual campaign management to agentic systems requires changes to reporting infrastructure, attribution models, and organizational processes that small budgets can absorb more easily than large ones.

82% see potential, few have scaled

When asked about their organizational stance on AI-powered goal-based buying on the open web, 82% of respondents indicate they see meaningful growth potential. The distribution within that 82% is revealing. According to the report, 46% describe it as a high-potential opportunity they have not yet scaled, 19% say they believe in it but are holding back, and only 17% describe it as a proven growth driver at scale. On the sceptical side, 15% question its incremental impact, 2% say they do not believe it drives meaningful results, and 1% have not seriously evaluated it.

The gap between perceived potential and actual deployment is large. The dominant stance is one of cautious optimism – recognizing the opportunity while lacking either the tools or the confidence to act on it fully. According to the report, many of those holding back are not doing so out of caution but because a suitable solution does not yet exist at the technical level they require.

Open web barriers are operational, not philosophical

The factors limiting further open web investment point squarely at operational complexity and measurement gaps. According to the report, 74% of respondents cite too many vendors or the complexity of managing multiple partners as a limiting factor. Lack of unified attribution and measurement ranks close behind at 71%. Brand safety concerns are cited by 54%. Insufficient resources to manage additional channels scores 42%.

Strategic scepticism is rare. Only 7% say they have not seriously considered diverting budgets to the open web, 5% say they do not believe they can reach incremental users, and just 2% say they do not believe incremental performance is achievable. Only 5% report no significant barriers at all.

The data draws a clear line: advertisers broadly believe the open web can deliver performance, but fragmentation and measurement complexity make it operationally harder than staying within walled gardens. This is directly relevant to the investment case for platforms like Realize. The argument is not that advertisers need convincing about the open web’s audience quality; it is that they need a simpler operational layer to access it.

81% would increase open web investment if automation matched search and social

The study’s most direct finding on the market opportunity is this: 81% of respondents agree they would increase open web investment if it offered agentic AI-powered campaign solutions comparable to what they use in search and social. Broken down, 49% strongly agree and 32% somewhat agree. Only 11% disagree, and 8% are neutral.

The intensity of agreement scales with seniority and spend. Among VPs, 67% strongly agree – compared to 46% of Directors and 35% of Senior Managers. The pattern by budget is steeper still: only 3% of organizations spending $300,000 to $499,000 per month strongly agree, rising to 21% among $500,000 to $999,000 per month spenders, 67% among $1 million to $4.9 million per month, and 74% among those spending $5 million or more. The largest advertisers are the most enthusiastic about automation reducing operational complexity.

Expected budget reallocation averages 24%

If agentic AI solutions existed for the open web, virtually all respondents (99%) say they would allocate some share of their performance marketing budget to it. The average expected allocation is 24%. Half of respondents cluster in the 11-25% range, while 37% would allocate 26-50%. Only 11% would allocate up to 10%, 2% would allocate more than 50%, and 1% would allocate nothing.

The gap between current and anticipated significant open web investment tells the story clearly. Just 4% of respondents currently invest more than 25% of their performance budget in the open web. At least 39% say they would invest 26% or more if agentic AI solutions were available for it. That would not make the open web the dominant channel – the 24% average still trails paid search’s current 22% average allocation modestly – but it would represent a substantial shift in where performance dollars flow.

Why this matters for the marketing industry

The survey’s findings carry direct implications for how performance marketing budgets may evolve. At present, the industry’s agentic AI story is largely a Google and Meta story. As PPC Land has reported, Google’s Performance Max serves over one million advertisers and has received more than 90 quality improvements over the past year, including expanded automation tools, AI-generated creative features, and channel performance reporting. Meta’s Advantage+ demonstrated 22% average ROAS improvements through 2025.

The pressure that dynamic creates on other channels is real. If 74% of performance budgets flow to paid search and social, and those platforms continue improving their automation while the open web remains fragmented, the gap risks widening rather than closing. The survey suggests the market is aware of this dynamic and is looking for a way through it. Whether platforms like Realize can provide the automation layer that unlocks the 81% willing to increase open web investment is a product and execution question as much as a market one.

The Taboola survey also lands as the company reported Q1 2026 revenue of $466.4 million, a 9.1% year-on-year increase. Realize+ is built on two core technical components. The first is the Decision Engine, which includes a Budget Allocator that automatically moves spend toward the highest-performing campaigns in real time. The second is the Element Generator, which creates and continuously updates ads and targeting parameters without manual input. The architecture is explicitly designed to replicate the autonomy of Performance Max and Advantage+ on open web inventory – without the owned-and-operated bias critics of walled garden systems have raised repeatedly.

Adam Singolda, CEO of Taboola, addressed the core market demand in the press release accompanying the report: “Advertisers of all sizes are leaning into agentic advertising, and the results are following. Our research shows a clear demand for advertisers that want the same ‘always-on,’ AI-driven performance they see in walled gardens applied to the open web. They are looking for autonomous systems that learn continuously, pivot in real time, and turn every impression into a measurable outcome.”

The survey frames this not as a niche demand but as a near-universal one. Three-quarters of all respondents rate finding a performance channel that delivers incremental outcomes beyond search and social as very or extremely important. Among VPs, that figure climbs to 53% rating it extremely important alone. Among those spending $5 million or more per month, 70% call it extremely important – the single largest concentration of urgency in the entire dataset. The combination of high stated demand, measurable performance gaps, and specific operational barriers provides the clearest public data picture yet of where performance marketing budgets might go if the automation gap between walled gardens and the open web can be closed.

Timeline

  • April 2024 – Taboola launches Taboola Select, a curated premium publisher package for large advertisers with access to a vetted subset of 15% of top US publishers.
  • June 2025 – Taboola announces full commercial launch of Predictive Audiences on its Realize platform, reporting conversion improvements up to 270% for early adopters including The Motley Fool, QuinStreet, and NerdWallet.
  • October 15, 2025 – Taboola expands the Realize platform with deepened publisher partnerships including TIME, Weather Channel Digital, Gannett, Nexstar, and Slate, adding display inventory to a historically native-focused network.
  • October 22, 2025 – Taboola and Paramount Advertising announce Performance Multiplier, connecting CTV advertising to measurable open web performance outcomes via Realize.
  • December 3, 2025 – LG Ad Solutions and Taboola announce Performance Enhancer, combining LG’s ACR data with Realize to connect CTV exposure to digital conversions.
  • January 28, 2026 – Taboola publishes research with Columbia, Harvard, Technical University of Munich, and Carnegie Mellon showing AI-generated ads match human creative performance across 500 million impressions.
  • March 2026 – Global Surveyz Research conducts the survey underlying the “Agentic Advantage in Performance Marketing” report, polling 200 senior performance marketers in the US and UK.
  • April 23, 2026 – Taboola launches Realize+, an agentic AI system for open web performance campaigns built on a Decision Engine and Element Generator, alongside Claude Skills integration.
  • May 6, 2026 – Taboola reports Q1 2026 results: revenue $466.4 million, up 9.1% year-on-year, net income $59.1 million.
  • May 14, 2026 – Taboola and Realize publish “The Agentic Advantage in Performance Marketing” report based on the March 2026 survey of 200 senior marketers in the US and UK.

Summary

Who: Taboola (Nasdaq: TBLA), through its Realize advertiser platform, in partnership with Global Surveyz Research, surveyed 200 senior performance marketers – ranging from Senior Managers to VPs – at mid-to-large organizations in the United States and United Kingdom across eCommerce, Banking and Financial Services, Automotive, and Health and Pharma industries.

What: A research report titled “The Agentic Advantage in Performance Marketing: Securing Incremental Growth Beyond Search and Social” showing that 76% of performance marketers see meaningful performance gains from agentic AI tools like Google Performance Max and Meta Advantage+, yet gains are concentrated within walled gardens. The report also finds 81% would increase open web investment if comparable automation were available, with an average expected budget allocation of 24% to the open web under that scenario.

When: The survey was conducted in March 2026 and the report was published on May 14, 2026.

Where: Respondents are based in the United States and United Kingdom, split evenly 50-50. The findings relate to global digital advertising markets and the structural divide between walled garden platforms and the open web.

Why: The research addresses a persistent structural imbalance in digital advertising, where the open web captures a fraction of performance budgets despite reaching a large share of user time. The primary barriers identified are not performance scepticism but operational complexity: workflow integration difficulties, fragmented vendor environments, and lack of unified attribution. The report was released alongside Taboola’s Realize+ beta, positioning the findings as a market-level argument for agentic AI automation on the open web.

 

By Luis Rijo

Sourced from PPC.Land

Sourced from The Drum

At IAB’s Annual Leadership Meeting (ALM) this year, the organization marked its 30th anniversary – a milestone that lands awkwardly in the middle of a fresh identity crisis for the business it helped build.

Because yes, the banner ad really did become programmatic. Then it became mobile. Then social. Then video. Then ‘outcomes.’ And now we’re staring down an era where AI can generate the content, optimize the targeting, buy the media and write the post-campaign report, all before anyone’s even worked out what, exactly, we’re measuring.

And yet, in a room full of people whose job titles have evolved faster than their LinkedIn photos, one thing kept popping up: the IAB’s most important product isn’t a deck, a committee or even a conference. It’s the boring stuff. The standards. The definitions. The measurement frameworks. The shared language that stops a market from collapsing into a thousand incompatible ‘trust me, bro’ claims.

To mark the anniversary, The Drum spoke with some of those who’ve seen the whole arc up close, from dial-up chaos to the present day: Rich LeFurgy, the IAB’s founding chair; Wenda Harris Millard, a past chair who remembers just how naïve (and hilarious) those early years were; Scott Cunningham, who helped push the industry into its more technical, standards-led era; and Peter Naylor, who chaired the IAB in 2012 and watched wave after wave of ‘the next big thing’ hit the shore.

We also heard from IAB CEO David Cohen about what 30 years of compounding growth looks like and why, in an AI moment, the industry may need the IAB’s ‘big tent’ approach more than ever.

Start with LeFurgy and you quickly remember, this wasn’t inevitable. He traces the origin story back to something almost quaint – a trade publication editorial that basically said, this new ‘internet media’ thing needs a trade association. “It sparked an idea with me that I really thought we needed a trade association to establish the credibility of the medium,” he tells The Drum.

In April 1996, about 36 people gathered in San Francisco to map out what the thing should be and, crucially, to model it against the grown-up media associations of the day. Because, as LeFurgy puts it, the early internet wasn’t just messy, it was “absolute chaos in the wild, wild west.”

The credibility problem was existential. There were “outrageous claims… ahead of their time,” he says – the kind of lines we still hear in 2026, delivered with slightly better fonts. Agencies, understandably, weren’t buying it. They had a “wake me when it’s over” attitude.

So the IAB did something that seems obvious now and was radical then: it tried to prove the market existed.

“We partnered with PricewaterhouseCoopers to do an audit of actual spending in the fall of 1996… to show that spending was real and to provide air cover for our salespeople,” LeFurgy says.

The “sticker,” he recalls, was $276m in Q4 1996. Cohen, on stage at ALM, put the punchline bluntly: in 2024, the number was roughly $260bn – and the IAB has grown double digits for most of its 30-year run.

If that sounds like destiny, Wenda Harris Millard is here to remind you it was also… absurd. She remembers being in San Francisco in the very early days, trying to find an office, panicking about being late and calling back to New York for the “address.” The response: “OK, it’s w, w, w.”

“The reason we lived in this crazy bubble… it’s the only thing this young girl knew was when we said address,” Harris Millard says.

That’s the real point of the nostalgia: the industry didn’t just lack tools, it lacked basic shared assumptions. Which is why the IAB’s early focus on standards and measurement wasn’t admin. It was survival.

The rails: standards, measurement and the right to trade

If you want the IAB’s core value in one sentence, Peter Naylor offers it: the IAB helped make digital “as easy to buy and easy to sell as possible.” And that “easy” was hard-earned.

Harris Millard frames it as a practical necessity: “We had to focus on a lot of the standards that didn’t exist… trying to figure out the rules everybody should be trying to play by and you need some kind of a governing body for that to happen.”

Her warning is still current: “The worst thing that can happen is that individual companies run off and decide what their standards… should be… That just creates even more chaos.”

She points to measurement as a defining contribution: “The IAB took a lead role in measurement, because we promised marketers that this would be a very accountable medium.”

LeFurgy is even more explicit about what standards did in those early banner years: they reduced friction. And friction in a market trying to convince Madison Avenue it’s real is fatal.

“There was a lot of friction in the marketplace,” he says. Without standards, “700 different banner sizes” meant teams obsessed with technical negotiation rather than “creating great advertising and great media plans.”

That line matters because it’s the throughline to today: the format has changed, but the role of standards hasn’t. The glamorous world of banner sizes has simply been replaced by the even more glamorous world of AI governance, interoperability, data rights and “what counts as an impression when nobody’s looking at a screen.”

Acceleration: waves keep coming and you don’t get to stop the ocean

Naylor’s mental model of digital isn’t a timeline; it’s a coastline. “There’s been wave after wave of big innovation. We started with banners and buttons and then search and then social media. AI is obviously here right now and all in between is the rise of commerce and the rise of video,” he says.

When he wants an example, he goes straight to the moment TV began to understand the internet wasn’t just “promo.” Disney putting full episodes online triggered a chain reaction – NBC, then Hulu, then OTT becoming “streaming” as default.

His point isn’t just that things change. It’s that the IAB’s job is to stop every new wave from splintering the market into incompatible definitions.

Because digital isn’t a single channel but, in actual fact, infrastructure. It leaks into everything: retail, entertainment, publishing, commerce, creators, the open web, the walled gardens and, now, generative systems that might not need ‘websites’ in the way the last 30 years assumed.

Transformation: from ‘midnight banner swaps’ to AI-era compliance

Scott Cunningham’s origin story is the perfect antidote to any tendency to mythologize those early years. “Way back when, I was the guy who was at the bar on Saturday night and who had to leave at midnight to stumble into the office to change out the whole front of the website so that we had a new banner ad,” he says.

Then, someone arrived with an ad server. “I said, ‘I love you. This is great. Now I don’t have to leave the bar any more on the weekends.’”

That’s not just a funny story. It’s a snapshot of what “professionalizing the industry” actually meant: moving from human duct tape to systems, protocols and repeatability.

Cunningham later helped found the IAB Tech Lab in 2014 and today he’s focused on quality assurance and compliance because, in the AI era, ‘trust’ isn’t a slogan. It’s a requirement for the market to function.

“I joined [AAM] to help the industry put together a lot of good quality assurance programs moving forward,” he says, “because I do believe that compliance is where we need to take things.”

LeFurgy thinks the current AI disruption will be as significant as the dotcom era, but with a key difference: we’re not starting from zero any more and everyone knows enough to be scared.

Which is why his prescription sounds familiar: “Coming together as an industry so that we can create a standard so that everybody’s running on the same rails [and] we do the best thing for the consumer.”

30 years of compounding and the next job for the IAB

Cohen’s anniversary framing was simple: the IAB has been at the centre of every major inflection point because it keeps doing the same thing, over and over, in new contexts – convene, define, standardize, measure, repeat.

The shift now is that the next inflection point isn’t just a new channel. It’s a new actor in the system: AI that can create, distribute and monetize at machine speed while simultaneously raising questions about scraping, rights, provenance and what it even means to ‘trade’ attention.

Meanwhile, retail media is charging in as the newest ‘wave’ and, if the last 30 years taught the industry anything, it’s that retail doesn’t get to invent its own physics. It will need shared definitions, shared standards and shared measurement, or it’ll recreate the chaos that banners had to climb out of.

30 years on, the IAB’s achievement is not that it predicted the future, it’s that it built the plumbing that let the industry survive its own imagination.

Or, to borrow the vibe of those early meetings that LeFurgy described, digital grew up because somebody, at some point, decided the boring work mattered enough to organize around it.

Sourced from The Drum

By Drew Holmgreen

​Since seemingly forever, branded merchandise has lived on the outskirts of marketing strategy. It’s often treated as a giveaway or an afterthought—something that only belongs when you have to do a trade show.

In a past life at a branding agency, I was as guilty of this thinking as anyone. We believed that a new company logo absolutely had to look great on a baseball cap, but we never got around to designing and ordering it until the very end. And we often thought about the caps’ price first and even rolled our eyes at the request, considering it a waste of budget.

Wow, was I wrong. We now live in a world where real-life, one-to-one connections should matter more to brands than ever. We’re overrun with impersonal, swipe-right ads and marketing messages all day, everywhere we look. And a branding opportunity as intimate as a product people wear on their bodies or take with them everywhere they go can no longer be an afterthought.

In this way, I see merch evolving into a primary channel for building lasting brand connections, shaping perception and delivering long-term impact. For organizations and leaders willing to rethink their approach, the opportunity can be significant. Here’s what’s changing.

1. From Volume To Value

Consumers don’t want more products. They want better ones. Across the market, research shows that merch can drive strong emotional responses, increasing brand favourability and appreciation. But low-quality items don’t just get ignored or tossed; it can actually weaken brand perception.

Durability, design and material quality now determine whether a product is kept or discarded. Cultural values are on display with the products we choose, as Starbucks showed in a recent collab with Peanuts characters to promote kindness.

One product that earns a place in someone’s daily life is more valuable than dozens that don’t. Therefore, I recommend you shift from quantity to relevance.

2. Retail Quality Is Now The Standard

Related to my first point, one of the biggest shifts in the game right now is toward retail-inspired design.

Buyers are prioritizing products that feel like something they would purchase themselves. Think better fabrics, cleaner design and more thoughtful construction. Or co-branding with the likes of Nike, Patagonia and Yeti gear. The merch that works now comes off the display rack, not out of the bargain bin.

The next time you’re at an airport, look around at the kind of logoed items people wear or carry proudly. You see it especially in apparel, drinkware and tech. It’s about intentional design. The most effective branded products don’t look promotional. They fit naturally into everyday life. Take the Aussie hardware retailer whose hat went viral with fashion influencers. Great merch now signals a person’s tastes and values, not “this space for rent.”

A useful test for brand builders: Would someone choose your product if it had no logo at all? If not, rethink the item. You can do better.

3. Experience Drives Impact

Products alone are no longer enough in physical marketing. Curating a full experience is becoming just as important. Touch, yes, but also sight, sound, smell and taste.

At the most beloved brand activations, customization and interaction consistently outperform static distribution. Build-your-own items, on-site personalization and immersive moments create stronger engagement. These are the new normal in merch. “Give us your email address and we’ll give you a pen” doesn’t live here anymore. People want experiences, not transactions.

In many cases, the product is simply the extension of that experience, a lasting reminder of a moment. Luxury destinations and hotels have figured this out. I think more brands should think beyond distribution and ask how their merch creates interaction, not just exposure.

4. Core Categories Still Work, But Must Evolve

Apparel, drinkware, bags and technology remain among the most effective physical advertising categories because they align with daily routines. People take them places and generate impressions. More impressions mean a greater return on investment (ROI).

But expectations within those categories have changed. Apparel now reflects modern fits and softer textures, with retail aesthetics. Drinkware and bags are more design-forward and sustainability-conscious. Tech products signal innovation and relevance.

People will always have use for these categories. You’ve got to wear something. You’ve got to drink out of something. The strategy that works isn’t to replace these staples but to upgrade them. A familiar product, executed well, will outperform a novel one that feels disposable.

5. Sustainability Is Expected, Not Optional

Sustainability is no longer a niche request. Especially for major brands with sustainability goals of their own, it’s becoming a baseline expectation.

A major part of this shift is a result of our changing demographics. Younger consumers increasingly associate environmentally responsible products with brand trust. But more importantly, they expect transparency. Materials, sourcing and impact matter more than messaging alone.

For brands, this means sustainability (the real thing, not greenwashing) should be built into product decisions, and better still, part of the storytelling about why the merch piece was selected.

Strategy, Not Compulsion

All of this is to say, based on everything we observe in marketing, merch is no longer an ancillary tactic intended to round out a campaign so that we can call it integrated.

These items are a strategic medium for your brand with long-lasting importance. A well-chosen item can live with someone for months or years, becoming part of their routine and reinforcing brand connection. They become braggable and boastable within social circles. And they create joy each time the loyal recipient wears it, fills it up or plugs into it.

Brands that win will treat merch accordingly. They will prioritize design, quality and relevance. They will make merch among the first considerations in broader campaigns. And they will focus on creating items people choose to keep, not just accept.

This is a crowded, impersonal, digital-first world. The most powerful impressions are often the ones people can hold on to.

Feature image credit: Getty

By Drew Holmgreen

COUNCIL POST | Membership (fee-based) Drew Holmgreen, CAS, President & CEO, Promotional Products Association International. Read Drew Holmgreen’s full executive profile here. Find Drew Holmgreen on LinkedIn. Visit Drew’s website.

Sourced from Forbes

By 

Say hello to Gotham Variable.

One of the most popular typefaces in the world, Gotham, has been upgraded by Monotype. Say hello to Gotham Variable, a major evolution of the iconic typeface, which introduces continuous control across weight and width in a single, performance-optimised file.

Gotham, designed by Jonathan Hoefler and Tobias Frere-Jones and published by Hoefler & Co., has been involved in various elements of global communication since it launched publicly on the January 2001 cover of GQ. It has been used by brands the world over, including Netflix and Coca-Cola, the United States Postal Service and Saturday Night Live. Twenty five years later, it enters a new era that enables a new level of creative control and adaptability.

Gotham Variable consolidates multiple static files into a single streamlined file, which improves performances, reduces load times and simplifies implementation across platforms. It’s also highly adaptable, working seamlessly across screens, systems and contexts while maintaining Gotham’s iconic qualities. There are also 54 new intermediate styles, including subtle new shades of weight and a new Compact width.

Why has it been upgraded now? “We’re at a point with variable fonts that they are more what we have come to expect from a workhorse family, rather than an experiment, an add-on, or a nice-to-have,” explains says Sara Soskolne, previously senior designer at Hoefler & Co., now executive creative director at Monotype and lead designer for Gotham Variable.

“Reverse engineering variability into an existing and very widely used family is a trickier task than creating a new family that’s conceived as variable from the start. Since Gotham was not designed with variable functionality in mind, I think it made sense to wait a little to make sure variable fonts had reached a critical mass of adoption and expectation before embarking on creating a variable version of a family like Gotham.”

Gotham Variable

(Image credit: Monotype)

Gotham was also an obvious choice for an upgrade. “Gotham has spent 25 years earning an extraordinary kind of trust, from political campaigns to billboards, and across some of the world’s most iconic brand identities,” explains Sara.

“With Gotham Variable, we tried to imagine what this typeface could become without losing sight of its powerful legacy. Many of the styles in Gotham Variable have never existed before. Making them feel like they always belonged was the hardest part, and the most essential.”

Gotham Variable

(Image credit: Monotype)

As well as its technical improvements, Gotham Variable features expanded language support, including Vietnamese, supporting complex diacritics, stacked accents and tone marks. It also includes enhanced Cyrillic and Bulgarian.

“Adding language support to an existing typeface family is no quick and easy task. Getting the proportion and style right for these new glyphs was essential to stay true to Gotham’s DNA. Particularly for the hook and horn, matching Gotham’s expressiveness was key,” says Jordan Bell, senior type designer at Monotype.

For Sara, the connection to Gotham was personal: “My relationship with Gotham stretches back nearly 20 years, which is when I first started collaborating on expansions to what was then still quite a small family. This progressed from smaller initial forays, like adding extended numeric sets and expanded Latin language support, to filling in the width range between Gotham’s original and Condensed extremes to create what became its full 66 styles that were released in 2009; and then to expanding that entire family to cover the Greek and Cyrillic scripts for its 2015 release.

“More recently, I worked with Manual Creative on several bespoke decorated styles of Gotham Condensed for the Obama Foundation, which was a lovely way to reconnect to the family and sort of test the limits of how far it can be pushed while still feeling like Gotham before leading this new Variable expansion.

“And, living in NYC this whole time, on a personal level I’ve had the good fortune of living with some of Gotham’s vernacular sources in signage around the city, to the extent these still exist.”

Gotham Variable

(Image credit: Monotype)

In terms of challenges on this project, there were a few key issues: “To my mind, the main challenges came from the fact of grafting things like variability and Vietnamese language support onto an existing family,” says Sara.

“In adding variable functionality, suddenly all the spaces in between Gotham’s static styles – which were where we hid the sleight of hand involved in making them look the way they do – are now visible and completely accessible to users. So we had to be very intentional and critical about how that was handled.

“In adding Vietnamese support, because it’s a language that includes stacked accents (which often require more vertical space to incorporate), but we couldn’t go changing the line height of Gotham, we needed to include these across the whole design space without them feeling cramped or crowded.

“Underlying all of this is the temptation, once you’re opening up the hood, to turn this into a Gotham 2.0 and revisit some of those very early decisions that are causing some trouble later on. But we agreed very early on to keep this new expansion fully backwards compatible and only expand what’s available to users, not to change anything that existed previously, which I think was absolutely the right call.”

I asked Sara which element on Gotham Variable she was most proud of: “I’m probably most proud of how this all came together to create a variable version of such a beloved family that still feels utterly like Gotham at every moment.

“Since I wasn’t one of the original designers of Gotham, but have increasingly become its custodian over the years, I have a deep sense of responsibility to the intent behind it and the DNA that was created by those original designers. That can make some decisions (such as adding new styles) feel more challenging, but it also means it feels more rewarding when I get it right.

“So, I’m particularly excited about the new Compact width we’ve added in between the original and Narrow widths, which is meant to visually look just like the original width but set more efficiently in text.

“And even after staring at it for months, I never get tired of playing with the variable width slider and watching those stroke endings change their orientation in between the Extra Narrow and Condensed. There’s still plenty sleight of hand in this version, we just had to find different places to hide it!”

Gotham Variable is available on Monotype FontsMonotype Connect and MyFontsFind out more about Gotham Variable.

Creative Bloq is now easier to access than ever before with our on-the-go app, which brings you all the content you know and love from our website, but in a super-streamlined design.

Feature image credit: Monotype

By 

Rosie Hilder is Creative Bloq’s Deputy Editor. After beginning her career in journalism in Argentina – where she worked as Deputy Editor of Time Out Buenos Aires – she moved back to the UK and joined Future Plc in 2016. Since then, she’s worked as Operations Editor on magazines including Computer Arts, 3D World and Paint & Draw and Mac|Life. In 2018, she joined Creative Bloq, where she now assists with the daily management of the site, including growing the site’s reach, getting involved in events, such as judging the Brand Impact Awards, and helping make sure our content serves the reader as best it can.

Sourced from CREATIVE BLOQ

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For years, the startup advantage was speed. Big companies had the money, the teams, the brand recognition, and the distribution. Small teams had urgency.

But AI is changing what urgency can actually produce.

A founder with the right tools can now test product ideas faster, build internal systems earlier, automate repetitive work, personalize outreach, analyse customer behaviour, and ship updates without waiting on a full department. The gap between a five-person team and a fifty-person team is no longer only about headcount. Increasingly, it is about how well that team uses leverage.

This is why the most interesting companies right now are not always the ones hiring the fastest. They are the ones learning how to build, operate, and make decisions at the speed of AI without losing control.

Why AI Gives Small Teams an Edge

Large companies often have more money and more people, but they also move through more meetings, approvals, and internal processes. Small teams do not have to wait as long to act.

AI helps them move even faster by reducing manual work. A founder or operator can use AI to summarize meetings, organize customer feedback, draft follow-ups, create marketing assets, improve reporting, and test new ideas quickly.

The result is not just more output. It is better momentum.

Speed Still Needs Strategy

Moving fast is powerful, but only when it is done with focus. AI can help teams work faster, but it can also create confusion if used without a clear plan.

The best small teams are not using AI just because it is popular. They are asking smarter questions:

What should we automate first?
What still needs human judgment?
Where are we wasting the most time?
Which systems will help us scale without adding unnecessary complexity?

That is where the real advantage begins.

A Timely Conversation for Boston Builders

For founders, operators, and early-stage teams, the big question is no longer whether AI matters. The question is how to use it in a practical way to build faster, stay lean, and compete with bigger teams.

That is the focus of UGLY TALK: HOW TO ACTUALLY BUILD AT THE SPEED OF AI AND OUTSHIP A BIGGER TEAM in Boston.

This event is designed for people who want to understand how small teams can use AI to work smarter, automate better, and avoid the common mistakes that slow companies down.

Final Thought

AI is changing what small teams can accomplish. The teams that win will not be the ones using the most tools. They will be the ones using AI with focus, discipline, and clear execution.

For anyone building, operating, or scaling with a lean team, this is a conversation worth joining.

 

Ryan Hawkins is a dedicated growth hacker, specializing in empowering startups and small businesses to thrive in competitive markets. Leveraging innovative, data-driven strategies, Ryan uncovers untapped growth opportunities for these businesses, helping them stand up to larger competitors. His focus isn’t on personal success but on the milestones achieved by the businesses he serves, underscoring his belief that every small enterprise can punch above its weight with the right strategies.

More from Ryan Hawkins →

Sourced from GREY JOURNAL