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Facebook has introduced Facebook Cross-Platform Brand Lift in the US and UK which along with Nielsen Total Brand Effect with Lift will help advertisers optimize their Facebook and TV campaigns using actionable results according to a blog post.

The platform will see Facebook will match rival Google which launched Brand Lift for TV some years back in order to help marketers understand how YouTube campaigns can impact metrics such as awareness.

Facebook’s advertising partners who are expanding from digital advertising into cross-media campaigns will be able to leverage Facebook Cross-Platform Brand Lift solution.

Margo Arton, senior director of Ad Effectiveness at BuzzFeed said: “Now that Buzzfeed has begun to diversify our media strategies to include both Television and Digital, having the option to leverage solutions such as Facebook’s Cross-Platform Brand Lift and Nielsen Total Brand Effect with Lift presents a great opportunity.”

“We look forward to using cross-platform brand lift measurement to both receive valuable insights about our multi-media campaign performance in a single reporting surface, and also to optimize campaign elements such as spend and creative across both platforms.”

Facebook cited an example of household brand Shark’s campaign which was deemed a success as measured by Nielsen Total Brand Effect with Lift.

Ajay Kapoor, VP, Digital Transformation & Strategy, SharkNinja said: “We proved that Facebook video ads are a natural complement to TV campaigns. We experienced better brand results among people who saw ads on both versus just TV or Facebook alone. We saw the ‘better together’ impact first-hand. Facebook and TV are powerful individually, but deliver a stronger message to our audience when used in tandem.”

Facebook recently introduced more ways to help marketers re-engage offline audiences.

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Sourced from THEDRUM

By Shawn Lim.

As the world’s biggest advertisers like Unilever and Proctor & Gamble continue to operate on lower advertising budgets and spend less on media buys in 2017, Facebook believes that putting its faith in mobile advertising will help it ride the storm going into the next year.

Ever since P&G’s top marketer Marc Pritchard announced that the Ariel and Pampers advertiser will review all of its agency contracts and called for more transparency in the media supply chain at the start of year, the advertising industry has seen some major shakeups.

Unilever dropped half of its creative agencies under its employment and reduced spend to $200m, while P&G reduced up to $140m of its ad spend and stopped investing in areas where it was unsafe for its brands, on top of its move to stop targeted ads on Facebook in 2016.

The cutbacks by the FMCG giants were necessary to clean up the supply chain and remove fraudulent inventory, acknowledges William Platt-Higgins, vice president, global client partnerships at Facebook in an interview with The Drum in Singapore, and notes that it is in everybody’s interest that fraud be eliminated from the ecosystem.

“We have seen various marketers and agencies taking a hard stance on this publicly and some clients very surgically try and cut out as much of that as possible. They have done so without any negative impact on their business because the inventory that they are weeding out is actually not good inventory to begin with,” explains Platt-Higgins.

“It won’t be eliminated completely, but I think all the clients that we work with in all regions of the world are focused on reducing fraud as much as they can and getting transparency into the supply chain by using third party verification.”

While Facebook has previously come under fire for reporting miscalculated metrics and for a lack of transparency because of its closed marketplace around its user data, brands and agencies still trust the social media giant, according to Platt-Higgins, which is why all Facebook verticals are growing, including FMCG.

He also accuses critics of being green-eyed about Facebook’s strong, growing partnership with P&G and other big FMCGs, claiming that it is being brought earlier into the creative and strategy planning stages.

“They (Unilever and P&G) are very focused on maximising value for their investments and cleaning up as much of their supply as they can. They are looking to hold all media choices, not just digital media choices accountable,’ says Platt-Higgins.

“One of the things we are starting to hear is the advantage of any digital investment is it is more measurable than traditional offline investments. Digital channels, because they are measurable, the amount of data available on their efficacy and attribution to sales is large.

“What we are seeing from these conversations is ‘It is great that I am holding all my digital investments super accountable, because that is the right thing to do and I want to hold all my other investments as accountable as well’. What you will see increasingly is that investments will flow to media channels that are providing the higher returns of investment and the higher value, and they will recede from those that aren’t.

He also repeats a well-trotted out company line about its closed marketplace, as he says that the Facebook ecosystem does not qualify it as a ‘walled garden’. He explains that people are jealous of the quality of its data and its desire to protect its data, which comes as a result of its commitment to user privacy.

“We certainly hear it (walled gardens) and I don’t think that we would agree with that,” he adds, adding that the requests tend to boil down to various people or entities wanting more data on individuals, which breaches Facebook’s terms of service and the trust that people give when they join.

“That is something that we will and must protect. So that’s our stance on it,” asserts Platt-Higgins.

Quoting a book called ‘How Brands Grow’ by professor Byron Sharp at the Ehrenberg-Bass Institute, Platt-Higgins says Sharp’s words inspired Facebook to shift its focus to mobile advertising to cope with the FMCG giants’ lower ad spend and media buys. Sharp wrote that in order for brands to grow they need to bring new users into the franchise, and that consumers are not uniquely loyal to brands and instead tend to shop on a ‘consumer regiment’ of products because of mental and physical availability.

He claims that this approach by Facebook has seen it reach 500,000 households in the Philippines for Nestle’s all-purpose cream product campaign using Facebook and Instagram. While in the UK, 37 FMCG campaigns that made use of its tools drove a 3.7% increase in sales, and of those people buying those products 60% were non-brand buyers. In the US, 200 campaigns on Facebook and Instagram drove an increase in household penetration, bringing new users in 72% of the time.

“Over the last number of years, as people shifted to mobile devices, the concept of both mental and physical availability has changed. If you are in the business of growing your brand, what you need to master is mobile marketing,” says Platt-Higgins.

“This is where we have been spending most of our time. Not only is Facebook and Instagram driving sales, but they are disproportionately driving household penetration and bringing new users in because of mobile.

“In Indonesia or India, where there might be power outages from television, the opportunity to reach people with mobile and bring top-of-mind awareness and mental availability is huge.”

However, Platt-Higgins admits that simply porting assets from television onto mobile does not necessarily work and Facebook is constantly reminding itself that the way people consume content is different. He adds that if a brand is not building for the mobile environment intentionally and with craft, care, seniority, thoughtfulness and senior stakeholder-management stewardship, as well as optimising for mobile, then it is a missed opportunity.

“Brands need to optimise in three areas. One is the reach, where often what we find is that clients have gone too narrow with their reach and that can be a drag on their results. We see that the frequency is not optimised and not reaching people enough or too often. The most important thing is how the creative is being optimised for mobile,” explains Platt-Higgins.

“We spend a lot of time trying to audit and show whether or not the work has been optimised for mobile and if it has, how we can make it even better.

“If we can get those three things right, we find that we can disproportionately drive sales and Facebook has a direct attribution to sales. That is the only equation that people are interested in.”

Platt-Higgins’ advice on mobile certainly carry weight, as a report by eMarketer found that FMCG brands are expected to invest 28% more in mobile advertising in 2017 in the UK.

By Shawn Lim

Sourced from THEDRUM

The Interactive Advertising Bureau (IAB) has released its first IAB Podcast Playbook, a buyer’s guide to podcast advertising that provides insights into audience demographics, listener behaviors, creative treatments, ad formats, delivery, targeting and measurement.

The guide also features research that confirms the increasing popularity of podcasts as nearly 25% of US consumers over the age of 12 listen to podcasts on a monthly basis and, on average, each person subscribes to six podcasts per week.

Not surprisingly, the IAB found smartphones are the primary devices used for listening to podcasts and consumption is frequently on the move – particularly during commutes to and from work – but it noted consumers also frequently listen while doing chores at home, exercising and traveling.

In terms of audience demographics, the IAB found podcast listeners tend to be young – 44% are under 34 – and they are also are educated, wealthy and likely to be business influencers.

Advertisers have a variety of options on podcasts, including native and host-read ads, as well as dynamically inserted, standardized ad units. What’s more, the IAB said two-thirds of listeners cite high brand recall and nearly the same number say podcast ads inspired a purchase.

“Podcasts create an especially intimate space for listeners to engage with content because these listeners have made an active choice to download or stream,” said Harry Clark, co-chair of the IAB group that produced the guide and executive vice president at Market Enginuity, which says it connects marketers with the public media audience.

Recent IAB research forecasted podcast advertising revenue will top $220m in 2017, an 85% increase from $119m in 2016.

“This playbook will serve as a go-to reference guide to help brand marketers understand podcasts and effectively steer more ad dollars toward opportunities that will deliver in terms of audience reach,” said Anna Bager, senior vice president and general manager of mobile and video at the IAB, in a statement. “In an industry where explosive growth and dramatic change have been endemic, podcasts are having a standout moment. We want to educate marketers on the unique and valuable benefits of advertising on the medium.”

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Google is to take direct action against approximately 1,000 online publishers which it has identified as being responsible for the use of ‘highly annoying, misleading or harmful’ ads as it steps up efforts to protect its reputation.

The move will see brands such as Forbes, The Los Angeles Times; and The Independent issued with an email warning them that their advertising falls foul of the Better Ads Standard, established by a coalition of advertisers, media channels and technology firms; together with a link to its Ad Experience Report from where they can test their sites to see which ads must be removed.

Google is taking a lead role in the campaign having already pledged to bar bad ads from its Chrome browser from early next year, meaning browsers can use the web without fear of stumbling upon irksome popups, autoplay videos with sound and too many simultaneous adverts.

Google’s director of product management, Scott Spencer said: “We are doing this so they have ample time to change their ad experiences so there are no violations or concerns about anything. We provide the tool that’s just telling people what’s happening on their site and many publishers want to do the right thing, but some might not even know that there are annoying ads on their site.”

The Better Ads Standard is composed of Facebook, Procter & Gamble, Unilever, The Washington Post, the Interactive Advertising Bureau, GroupM and the Association of National Advertisers among others.

Google removed no less than 1.7bn ‘bad ads’ in 2016 but has struggled to put a lid on advertising fraud.

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he mobile search landscape has changed immensely in recent years, transforming how consumers engage with brands and discover new products. But the change of pace has left some brands struggling to keep up, wondering just how hard mobile is working for them, and whether their brand proposition is really translating to the small screen.

It has led to many making what are, in 2017, some fundamental mistakes with mobile strategy. Here are six of the biggest:

The ‘m-dot’ site

When the ‘mobilegeddon’ update first reared its head in 2015, it unsurprisingly caused panic in the digital ecommerce sector. This was an update that threatened to dramatically harm the web visibility of those brands that weren’t delivering a mobile-friendly experience, and it was an update that would kick-in not very long after it was first announced – certainly not long enough to align all of the necessary stakeholders and plan, build, test and launch a completely new site.

Many brands responded by launching what became known as m-dot websites – essentially copies of a desktop website that were tweaked for mobile and appear on an m.website.com or mobile.website.com sub-domain. It was a quick-fix solution, allowing brands to meet the criteria that would see them becoming a ‘mobilegeddon’ victim, but avoided the need to go through a lengthy web redesign and build.

But now Google is warning brands that it wants to see the end of the m-dot, claiming that the mobile-first index may not index m-dot sites effectively. Throw in the increased risk of broken redirects and duplicate content that come with an m-dot, and the time really has come for you call in the designers and go responsive.

Being deaf to voice search

In June 2017, a Think with Google survey found that 57% of people would use voice search more if it recognised more complex commands, and 58% of respondents said they would like more detailed results when using search.

Think about how you can make your existing keyword strategy more conversational, to reflect the way in which your audiences are going to interact verbally with their mobile or smart devices – particularly if your site features a lot of ‘how to’ content on its site. A desktop search for ‘flights to London’ could very easily become ‘when is the next flight to London?’ or ‘what is the cheapest way to get to London tomorrow morning’. Could your current content answer that query?

Not thinking about your long-term app strategy

A survey by Localytics found that 60% of people who download an application become inactive within 30 days, whilst data from Quattra shows that the daily active user rate drops 77% the first three days after an app is installed on a device.

Mobile apps are not, in themselves, a flawed marketing channel but if you are going to invest in developing and maintaining one, think carefully about how you are going to avoid the graveyard of unused apps that lies on practically every smartphone in existence.

Is your app simply an extension of your mobile site? If so, then think about why you actually need one. What does your app offer that your users can’t get or would find more difficult to get elsewhere?

Think about how you would use your app to re-engage and reconnect with your audiences throughout the customer journey, using your data to provide personalised messages and push notifications that will resonate with them. Just remember not to over-use tactics like push notifications as they can get irritating (particularly if you are just pushing offers and sales messages).

Bombarding users with ads

Speaking of things that are irritating, ads on mobile. Obtrusive adverts are annoying on any platform, but on the small screen of mobile, they are even more of a user experience faux-pas.

If you are advertising to consumers on mobile, make sure that it isn’t your brand that is frustrating what should be a seamless and enjoyable user experience with an intrusive and impossible to dismiss pop-up or interstitial. Not only does it frustrate users and harm the brand, it can also harm your organic search visibility.

Ignoring your audiences’ neighbourhood

So-called ‘near me’ searches are growing at a rate of 130% per year, and 88% of these searches are made using a mobile device, claims Google.

This trend is being driven by the way in which the customer journey is becoming much more integrated between desktop, mobile and offline. Consumers are turning to their devices for ‘quick reference’ queries – local shops and restaurants for example – and then making purchasing decisions across any number of channels based on that information.

It means that brands, particularly those with an offline presence, need to really think about how they are optimising their online presence for ‘near me’ searches, and thinking about the content that they serve to these audiences that works on a localised level, and could drive an in-store visit.

Consider the importance of implicit search variables, such as location, time, device, transport and previous search history, and ensure that you have content that can serve as many combinations of those searches as possible.

Failing to close the loop

Cross-device tracking remains one of the biggest challenges for marketers, as multiple devices and multiple communications channels converge to create a much more complicated customer journey.

Google is working hard to close this loop as much as possible, with Google Attribution rolling out to provide much better integration between AdWords and Analytics, and it is continuing to use user data and search history to ‘join up the dots’ as much as possible.

Different organisations will have different approaches and different models to understand how different devices and channels contribute to the overall buying journey, and the model that you adopt will ultimately depend on your brand objectives for your mobile strategy. However, if you are using a last click model of attribution, then it is highly likely that you are either under or over-estimating the value of mobile, depending on the nature of the brand and the product.

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Michael Hewitt is a content marketing manager at Stickyeyes, and is behind the agency’s guide to mastering your mobile strategy.

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witter’s co-founder and chief executive Jack Dorsey said he plans to “double down” on adtech investment, saying the company has learned lessons from past mistakes that could see it pivot towards forging partnerships with third parties rather than acquiring or building its own offering.

“Advertising is our business and technology is how we manifest that,” said Dorsey at the Cannes Lions festival today (21 June.) “We’re definitely not out of the adtech investment phase. We’re doubling down. Especially with the hire of Bruce [Falck]. He’s taken right to it.”

After an exhaustive search, Bruce Falck joined the company earlier this year as general manager of revenue product, reporting directly to Dorsey (previously he was the chief executive of adtech outfit Turn). That hire was very much seen as a push by Twitter to bring a advertisers a more targeted and measurable offering as well as stand up against the Google and Facebook, which control in excess of 70% of the market.

Falck joined having spent much of his career working for adtech businesses. Prior to his tenure at Turn, he served as chief operating officer at video ad company BrightRoll and developed display advertising products at Google.

According to reports, not confirmed by Twitter, it has since been reconsidering several of its advertising products, including the direct response business, parts of the Promoted Tweets product, and TellApart, the digital ad platform it acquired in 2015.

Speaking on what has went wrong in the past on the advertising side, Dorsey said that it simply “didn’t always prioritize [it] in the right way.”

We acquired companies or platforms and didn’t give them the options that they needed or tie it together with everything else that we’re doing,” he said. “And that doesn’t set up the acquisition for success. So, we’re [now] being really deliberate in what we look at and why.”

He went on to say that moving forward it would look to “buy versus build” its adtech offering, although he did add that it may also look to pursue this strategy by partnering with third-party tie-ups.

“We’ve tended to build a lot in the company. When we started it was before there was a public cloud that we could use and that set the DNA of the company. But we need to change that mindset. We don’t need to build everything, but we also don’t need to acquire everything. We can go through third parties and just really focus on what our strengths are,” he said.

Rebuilding from the inside out

At the beginning of the year, Twitter set about on a rebuild of the company to “get back to basics” and redefine itself around one core mission – being “the best and fastest place to see what’s happening in the world and what people are talking about.”

In a three-pronged attack, it set about re-establishing its execution of the product (“we needed a lot more discipline”), better marketing to “tell the story of what Twitter is” and focusing “our energy on our strengths” on the users already had, rather than trying to attract more.

During this reset phase, it was forced to layoff nearly a tenth of its global workforce – around 350 people – which Dorsey said was one of his darkest periods at the company.

“It was heartbreaking,” he explained. “I remember the night before, I hand wrote thank you cards to everyone we were letting go. I was up until 2am although, unfortunately, there was mishap with mailing and we couldn’t get them to everyone on time. But it was really the toughest thing. It’s still so painful to think about and I wasn’t expecting to do anything like that in my life.”

However, he said it’s now seeing results from the changes. Twitter surprised analysts with a strong performance for the first quarter for the year, seeing a spike in both user growth and earning.

“It now gives us breathing room to take bigger steps and do some non-linear things,” he hinted. “We want to bring a whole lot more creativity back into the organization and more playfulness with what we’re focused on. I’m really excited about this year.”

For more news from Cannes Lions follow the dedicated news stream on The Drum website

Feature Image: Jack Dorsey, Twitter co-founder and chief executive, was speaking at Cannes Lions 2017

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Jen Faull is deputy news editor at The Drum with a remit to cover the latest developments in the retail and FMCG sectors. Based in London, she has interviewed major business figures including top marketers from Mondelez, Unilever, Tesco, and Lidl.

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Editor’s note: this is a transcript of a keynote speech that The Drum Promotion Fix columnist Samuel Scott delivered today at 3XE Digital in Dublin, Ireland. This post is a substitution for his next regular column, otherwise scheduled to be published this coming Monday, while Scott is now on vacation. His next column will appear on Monday, June 5.

Thank you for the introduction. This is my first time in Ireland, so it’s great to be here and see the Emerald Isle. I only have 20 minutes here to go through just a small number of the falsehoods that a lot of you probably believe, so let’s dive right in.

Note: this talk is rated 12-A in the UK and Ireland and PG-13 in America. Parental guidance is suggested because there will be some strong language.

If the greatest trick the devil ever pulled was convincing the world he did not exist, then the greatest trick that the sellers of certain marketing software have pulled for the last decade was convincing marketers that advertising is dead.

For years, so-called experts proclaimed the death of advertising and so-called ‘outbound marketing’. In 2004, Jim Nail of Forrester Research said we’re seeing “the end of the era of mass marketing”. In 2009, Bob Garfield of Ad Age wrote that “the post-advertising age is underway”.

For years, we all saw countless articles and pundits saying that advertising is dead or proclaiming that it soon will be. And you know what they were? Completely and utterly wrong.

Yes, print advertising has declined and a few other forms have remained level. But TV advertising has increased – more on that later – and digital advertising has skyrocketed. When you look at total ad spend across all channels, you see that advertising is very much alive. But tell me again that advertising is dead.

By now, in 2017, I hope that everyone here already knows that advertising is far from dead. It’s not even mostly dead. So, why am I introducing this talk with this lie? Because we are hearing similar bullshit today – but on other topics.

For 10 years, companies selling marketing software and people with agendas spread the lie that advertising was dead to sell more software and benefit themselves – even though it was clear to anyone paying attention that they were wrong. And no one ever calls them out on their lies even though anyone selling widgets is always going to say that everything that is not a widget is bad.

I see many similar lies being spread today, so I use my talks as a keynote marketing speaker around the world and my regular column in The Drum to counter them because I care about the work that we do.

Before I worked in marketing, I was a journalist and newspaper editor in my first career. But I still apply the same critical and objective analysis that I used in journalism when I discuss the marketing industry today.

So, let’s go on to the other lies that are continually repeated today.

Seth Godin in 2008: “Content marketing is the only marketing left.” Every person I know who works in brand advertising would beg to differ. Every person I know who works in PR would beg to differ. Every person I know who works in direct response advertising would beg to differ. Seth Godin was wrong.

In 2011, the Hubspot blog published a post that stated: “We honestly believe that outbound marketing is dead.” No, you do not. You honestly believe in spreading the lie that so-called ‘outbound marketing’ is dead because you sell software that you brand as the alternative.

I mean, seriously – could you be any less subtle?

One problem with so-called ‘inbound marketing’ is that most of it is still ‘outbound’ by the very definition of those who use the term. If you publish new blog posts – which are often ads by other names – you are pushing them ‘out’ to search engines. You are pushing them ‘out’ into the world by posting them on social media and in online communities. It’s still ‘outbound’. Website traffic will not magically appear unless you push something ‘out’ in the first place. Marketers ‘interrupting’ consumers is still very much alive and well. Google interrupts search queries with ads. Facebook interrupts our interactions with friends and family members with ads.

But the real problem with so-called ‘inbound marketing’ and ‘content marketing’ is that it’s just a different way to say good, old-fashioned ‘marketing communications’ – but that is harder to sell.

For those who have never studied traditional marketing, we have always had the four Ps of product, price, place and promotion. Under promotion, you have the marketing promotion mix of brand advertising, direct response marketing, public relations, sales promotion, personal selling and, as I argue today, SEO.

On the left, you have a classic direct response advertisement that was made by David Ogilvy. Headline, informative text and graphics, and a call to action. On the right, you have the standard format of a blog post. Headline, informative text and graphics, and a call to action. It’s the same, exact thing.

Now, why is it that we put this in a newspaper and we’re doing ‘direct response advertising’, but if we put this on a company blog, we’re doing ‘content marketing’? The channel and the medium does not determine the creative. The marketing practice does not change simply because the channel changes.

Marketing communications is simply the formation of an idea, the insertion of that idea into a piece of marketing collateral or content, and the transmission of that collateral to an audience. That process occurs within one of the frameworks of the promotion mix. Same as it ever was. It’s all that content marketing is – we don’t need a new term that was conjured up by someone to sell ‘content marketing guides’ and tickets to conferences like what the Content Marketing Institute does.

Almost every example of ‘content marketing’ that I see is just an example of traditional marketing communications.

In 1971, Coca-Cola put out the famous ‘I’d Like to Buy the World a Coke’ ad on TV. In 2015, Coca-Cola redid the spot and put it online. It’s the exact same thing. So why is it that when we put something like this on TV, it’s called ‘advertising’, but when we put it on the internet, it’s called ‘content marketing’ or ‘social media marketing’? Why are digital marketers so afraid of the word ‘advertising’ when we create ads? Oh, yeah – it’s because advertising is supposed to be dead.

I have seen publicity stunts, direct response campaigns, brand advertisements and more all deemed to be ‘content marketing’. And if a word means everything, it means nothing precise or useful because different types of marketing collateral and campaigns have specific best practices and times when to use and not to use them.

And at the worst, it’s just an excuse to flood the internet with useless crap as a way to get as traffic back to a website through any means necessary. Even if it hurts the brand in the long term.

The next lie. For the last 10 years, countless gurus and experts have told us that people want to have relationships with brands on social media. That brands should act like real people and ‘engage’. And all of these gurus and experts told us these things without ever offering any proof or evidence that what they were saying was true.

I’ve got an experiment for you. Go up to your friends – normal people, not anyone who works in marketing – and ask them to look back at their most recent 100 actions on Facebook and Twitter. What percentage will be engagements with brands? It will not be very long.

Another experiment. Go in a grocery store and ask random people if they want to ‘have a relationship’ with any of the brands in their shopping carts. They’ll probably punch you in the face for being a pervert.

Now, let’s look at what the numbers actually say. Take a second and read this data from Forrester Research. In the end, only 0.02% of Coca Cola’s users in the UK – that’s 5,500 people – will “engage” with a given Facebook post. In terms of advertising reach, that’s as effective as Kendall Jenner giving a Pepsi to a police officer in riot gear.

Too soon?

Oreo’s Super Bowl tweet is considered the ‘best’ example of social media marketing to date. Marketing professor and writer Mark Ritson ran similar numbers and found that the tweet reached less than 1% of Oreo’s target market.

The most ambitious attempt at social media marketing was the Pepsi Refresh Project in 2010. Pepsi moved millions of dollars in ad spend from TV to social media. What was the result? A loss of $350m in sales, a decrease of 5% in market share, and a fall to the #3 brand in the United States behind Diet Coke. Diet Coke.

Social media was never going to be about brands engaging with human beings. People want to talk with other people on social media, not brands. But where social media can be effective is as a communications channel over which we can execute campaigns within the promotion mix.

There will be no ‘social media jobs’ in five or 10 years. Advertisers will do advertising over social media. PR people will do media relations and community relations over social media. Customer support people will do customer service over social media. Just like we can do any of these activities over email, the telephone, or TV – and no one ever used the phrase ‘TV marketing’. Social media is just a new set of mediums over which we can do the same old marketing activities.

But in the end it will come down to this. There are 2bn people on social media. What do you think they want marketers to do? To leave them the hell alone. Why do you think so-called ‘dark social media’ is becoming so popular in a world in which adblocking might lead to the death of adtech and martech?

And now for the final lie of the day: ‘television is dead’.

For the past 15 years, we’ve heard predictions that TV will die. A lot of random numbers get thrown around, but what does the real information actually say? Here is some data from my most recent column on The Drum.

For all 18+ adults, people spend the roughly two-thirds of their media use each day on live television and AM/FM radio. Despite the rise of social media networks and streaming television over the past 10 years, the amount of TV viewed on a television set each day has declined in the past decade by a whopping four minutes.

84% of all TV viewing is done live. For every hour of streaming TV that people watch, they watch more than five hours of live TV. Only 15% of households have streaming-only television. 70% of people have cable or satellite TV, and those of them who use streaming options do so as a supplement and not as a replacement.

Now, from advertising to content marketing to social media to TV, why do we make so many bad assumptions and believe so many wrong facts? Simple: we have believed the bullshit that companies selling software and experts with agendas have told us over the past 15 years.

To quote Ad Contrarian Bob Hoffman, “nobody ever got famous predicting that things would pretty much stay the same.” The best way to get attention is to say that everything has changed – and, conveniently, that you have the best solution in response.

Of course, it’s a lie most of the time – marketing communications does not really change that much. A company that sells inbound marketing software is going to tell the world that outbound marketing is dead. A company that sells content marketing courses and tickets to Content Marketing World is going to say that content marketing ‘is the only marketing left’.

So what happens is that these companies put out studies and give conference presentations that always proclaim that something or other has changed – and we believe them even though they rarely offer proof or evidence and are always certainly biased. The studies are almost never scientifically credible when you look at the methodology.

And all of this causes us to have tunnel vision and work in an echo chamber where all of these falsehoods are repeated over and over again. It leads to a ‘false consensus effect‘ throughout our entire industry. It’s why marketers, who should be the most cynical people on the planet after journalists, are surprisingly susceptible to bullshit.

And it leads us to becoming bad marketers because we create bad strategies based on bad assumptions.

Here’s one. We talk about social media all the time. There are entire conferences devoted to it. We’re all probably on social media constantly – and people in this room are probably tweeting comments about our presentations as we are talking. And we assume that everyone uses social media as much as we do.

But here’s a secret: we marketers are not normal people. According to Thinkbox in the UK, 93% of marketers have used LinkedIn in the past three months. Among all other people, it’s 14%. 81% marketers have used Twitter. Among others, 22%. My favorite statistic: 47% of marketers read BuzzFeed, but only 5% of normal people do. We are not the audience for most of our products and services, but our choices of media mixes all-too-often imply that we are.

So, what does this mean? Should we forget about social media? Should we focus on TV and think more about advertising?

Well, the answer may surprise you: yes and no. Anyone who recommends that a certain marketing tactic or medium is always the best is also selling something.

The truth is that the internet did not change that much in terms of marketing communications. What has changed is that we have an additional set of channels that we can choose to use in our campaigns and that those channels allow for different marketing collateral formats.

It all comes back to the marketing promotion mix. Marketing communications always has been and always will be the creation and transmission of marketing collateral across channels within specific frameworks. In 2017, we have the choice of mediums ranging from TV and print to social media, blogs and ad networks to, probably soon, virtual and augmented reality.

But here is the key: we need to be realistic about the strengths and weaknesses of different channels. We need to segment and research our target audiences to determine which channels are truly the best ones to use. What mediums are our target audiences actually using? We cannot rely on the alleged wisdom of companies with something to sell and experts with agendas.

Sometimes TV is a good medium for a specific purpose; sometimes not. Sometimes social media is a good medium; sometimes not. Usually, we need to include online and offline activities in our promotion mixes to achieve the best results. Being digital-only is often a mistake, especially when so much of the data is completely wrong and a lot of money is lost to online advertising fraud.

We need to be strategic and channel-neutral in a world of integrated online and offline marketing. There is no ‘offline marketing’ and ‘digital marketing’. There is only marketing.

For those who are interested, here are links to my columns in The Drum and other information that goes into more detail into what I have presented here.

If anyone has any questions or comments, I’d love your feedback. I just hope that after this talk, all of you will be just a little more skeptical about what people like me tell you at conferences and in articles.

The Promotion Fix is a new, exclusive biweekly column for The Drum contributed by Samuel Scott, director of marketing and communications for AI-powered log analysis software platform Logz.io and a global keynote marketing speaker on integrated traditional and digital marketing. Follow him on Twitter and Facebook. Scott is based out of Tel Aviv, Israel.

By

The Promotion Fix is a new, exclusive biweekly column for The Drum on integrated traditional and digital marketing written by former journalist and current marcom director and global marketing speaker Samuel Scott. Follow him @samueljscott.

Sourced from The Drum

The battle between TV and Online rages on.

By MediaStreet staff.

New research reveals that 39% of U.S. broadband households visit a video sharing site like YouTube at least once a week. In total, 59% of broadband households visit an online video site on a regular basis.

“User-generated video from sites like YouTube skew to young consumers,” said Glenn Hower, Senior Analyst at Parks Associates. “Consumers 18-24 go to a video sharing site 13 days per month on average. They also use a video chat app like Snapchat an average of nearly 11 days in one month. The TV is still the most-used device for watching video content, but increased usage of secondary devices and video apps is making a significant impact on how users, especially younger viewers, consume and perceive content.”

360 View: Digital Media & Connected Consumers shows live streaming on platforms like Periscope and Facebook Live is still in its early days. Currently 26% of households participate in live streaming activities, such as streaming video from their own device or watching video over a live streaming platform.

“Emerging content platforms are changing the way content creators tell visual stories,” Hower said. “Services like YouTube have given rise to video bloggers and sketch performers, who can interact with their audiences in a way that traditional media like film and television cannot allow. In addition, live streaming on platforms like Twitter’s Periscope or Facebook Live is raw and impromptu, which can come across as more ‘authentic’ compared to a recorded video that has been edited and perfected.”

360 View: Digital Media & Connected Consumers analyses trends in music and video consumption by platform, source, and content expenditure. It segments consumers based on their consumption habits.

 

By Emily Tan.

If the advertising industry doesn’t find a way to measure performance accurately and consistently, Proctor & Gamble’s threat to pull spend from digital advertising will be just the tip of the iceberg, warns Kantar Media.

According to a new international study by Kantar Media examining consumer and industry attitudes to advertising, there is a lack of consistent, comparable measures to understand the audience and gauge the effectiveness of advertising.

This is a “significant concern” for those working in the industry, said the report. “Unless consistent metrics across traditional and digital channels are developed, industry growth will be put at risk.”

The report, Dimension, was based on interviews with 5,213 adults, with access to the internet, across the UK (1,035), the US (1,014), China (1,067), France (1,000) and Brazil (1,097)

The study claims to have found that brands are still unable to consistently measure the impact and effectiveness of advertising from channel to channel, and from market to market.

This risks alienating consumers are 71% of respondents said they saw the ads over and over again, finding them too repetitive. “Over-targeting on digital platforms threatens to undermine brand marketing efforts,” said the report.

 

Digital ad industry can't grow without proper measurement

According to a new international study by Kantar Media examining consumer and industry attitudes to advertising, there is a lack of consistent, comparable measures to understand the audience and gauge the effectiveness of advertising.

This is a “significant concern” for those working in the industry, said the report. “Unless consistent metrics across traditional and digital channels are developed, industry growth will be put at risk.”

The report, Dimension, was based on interviews with 5,213 adults, with access to the internet, across the UK (1,035), the US (1,014), China (1,067), France (1,000) and Brazil (1,097)

The study claims to have found that brands are still unable to consistently measure the impact and effectiveness of advertising from channel to channel, and from market to market.

This risks alienating consumers are 71% of respondents said they saw the ads over and over again, finding them too repetitive. “Over-targeting on digital platforms threatens to undermine brand marketing efforts,” said the report.

The US feels the most over-targeted, with 76% of consumers saying they see the same ads repeatedly, followed by the UK with 74%. That figure is only 58% in China.

Both the UK (49%) and the US (48%) also feel more strongly than China (33%) that they frequently see online ads that are not relevant to them.

It also found that consumers prefer advertising on TV and print than they do about online formats. In the UK, about a third of respondents actively dislike online ads, versus only 13% on newspapers. The US shows similar figures and while China is less strong in its dislike of online ads (averaging around 20%), only 9% dislike newspaper ads.

“It’s a collective challenge for our industry: unless we work together to solve this problem, the growth of the sector will be hindered,” Andy Brown, chief executive and chairman of Kantar Media said. “So long as standards differ between markets and across media forms no one wins. Brands can’t track spend, agencies can’t deliver the best solutions for their clients, and consumers’ openness to marketing will diminish if the channels used to reach them are not used intelligently.”

Despite the negative headlines though, 68% of respondents either like or tolerate advertising, while 73% of consumers think advertisers are doing a better job of reaching them now than in the past.

However, these high numbers are swayed by strong results from China where 87% of consumers feel current advertising is outperforming that of the past. In the UK and US that figure is only 59% respectively.

By Emily Tan.

Sourced from campaign

By Robert Andrews.

It is one of the leading lights among paid-for online news publishers, with 625,000 premium digital subscribers, but that isn’t stopping The Financial Times from making money from new-style advertising, too.

In fact, while the FT is typically known for selling big brand ads to luxury buyers, it is also taking advantage of programmatic technologies that promise greater efficiencies.

Doesn’t programmatic risk devaluing inventory for which a high-end publisher charges a pretty penny? Not at all, says the FT’s global head of programmatic, Elli Papadaki, who will be speaking at The Drum’s Programmatic Punch conference on 8 December.

Programmatic is changing, and the technology is often misunderstood. What does the term mean to you?

As a brand, we use programmatic to identify new audiences and convert them in to new customers for us, just like many other marketers are doing.

From my perspective in commercial, however, programmatic is a way to create efficiencies in the buying process. We use it as another route to inventory. We are not using it for remnant inventory.

We are trying to bridge the gap between direct and programmatic – we say to buyers, whether it is content, pure-play display or even video pre-roll, our relationship with our audience allows you to leverage data programmatically.

How has your use of programmatic evolved at the FT?

We started trading about three years ago in this place. Our approach was to say, part of our inventory will go in the open exchange. We quickly realised, though, that all that meant is having different price points – you’re half-insinuating the value of the inventory is less good. But, in our case, it really wasn’t.

As of this year, we started saying, we appreciate all the efficiencies … we do want to facilitate that for the buyers we work with. However, the commitment we make to the advertiser is exactly the same as that we do directly.

What is the role of advertising automation in a publisher so reliant on paid subscriptions?

Being premium subscription, we have access to first-party data, which is very hard to find. It means we sell out direct.

If you want to target a C-suite audience, you’re more than welcome – whether through direct or programmatic marketplace. The quality will be the same, we don’t differentiate.

We have a very premium product and people pay a premium price. So we tread a very fine line – we have to be conscious of dangers of serving inappropriate or irrelevant advertising.

This is why we’ve maintained our pricing on par with direct. The very nature of the pricing floors means it excludes certain ads from running on the site – more often than not, we know who we’re trading with. You’re seeing a rise in conversations where the buyer actually knows they are trading with us.

How do you think programmatic execution for the FT’s audience differs from that of other publishers?

We’re trying to shift the perception that programmatic is a different product – it isn’t. It’s a smart way to leverage on existing activities.

We’re trying to educate the buyers and brands we work with to explain … we don’t have separate programmatic teams – we have a single, unified sales team; they are vertical experts, selling by category, selling across portfolio – whether that be in magazine, paper, insert or digital.

The FT was a founder member of the Pangaea Alliance, publishers’ programmatic cooperative. What is the progress?

We launched a year-and-a-half-ago, and there have been additional publishers added to the ranks. We look at the audiences we’re all contributing and are looking for niches to add to the portfolio.

Brand safety and fraudulent inventory is still a problem when it comes to programmatic buying. For buyers, knowing they can run ads at scale in a brand-safe environment with audiences that are prequalified is quite important.

What’s missing from the programmatic ecosystem?

There is a lack of consolidation and transparency. We often find an obstacle is no standardisation. One technology vendor may say, ‘We require the buyer to have a DSP’, another won’t. Instantly, you have pockets of possibilities, which means multiple systems for the publisher to manage.

Something is going to have to change quite quickly. We increasingly hear frustration in the market – there will be increasing pressure for transparency.

We are seeing brands start to realise the complexity involved with programmatic. There will come a moment when brands evaluate whether to take it in-house. Some will start to do so, but resources will be required.

What changes will reshape programmatic in 2017?

The new European Union General Data Protection Regulation [GDPR] directive that’s coming in to place in the next year or so will be significant. Any business that deals with any organisation in the EU will need to comply. Considering that programmatic is an audience buy, this will throw a spanner in the works.

The fees and penalties if you breach the regulations are significantly higher than in the past. It will certainly force more businesses to take it seriously. If they do have data, they will have to prove they have users’ consent.

It is going to increase the pressure to make sure the quality of data is there and that there is permission from users and consent to use it. It will lead to everyone reconsidering who they work with.

By Robert Andrews

Sourced from The Drum