By Leah Pope,

As businesses work to reopen and adjust to the “new normal”—navigating changes across customer preferences and the economy—marketers continue to employ agile strategies to contend with the shifting environment. Marketers are working to stabilize their operations by becoming radically efficient with time, resources and budget while simultaneously planning for future growth and transformation.

With a marketing strategy founded in marketing intelligence, they are fully equipped to tackle this seemingly daunting journey. Yet each marketer and marketing team is at a different stage in establishing their marketing intelligence strategy. To best understand where to improve and shift focus, it is important to assess your maturity when it comes to the three main pillars of marketing intelligence:

1. Data integration

How connected are your data sources and how seamlessly and quickly can you access them?

Today’s marketers are using a vast number of channels and platforms to reach their customers, with high volumes of siloed data stemming from each. As a result, data integration—the process of unifying and connecting marketing data—is a challenge for many. In fact, 57 percent of marketers spend a week or more trying to unify their data.

Without accessible, consistent data and a holistic view, it’s difficult for marketers and their stakeholders to see which new tactics and campaigns are working and which are not. To fix this, marketers need to harmonize their data and structure their taxonomy. With these processes in place, marketers are able to see any data– such as social, search, display, programmatic, web, email and CRM data– all in one place.

2. Analytics and insights

Next, take a look at your insights—how are they being generated and what actions do they inspire?

With landscapes shifting faster than ever, marketers need to act more nimbly in order to keep up. Marketers need to gain insights from their data swiftly in order to engage customers with relevant and helpful content and ensure they are using valuable budget efficiently and effectively.

With all the information in one place, marketers can quickly gather insights at scale. The power of artificial intelligence (AI) can also provide marketers with always-on insights into important KPIs and suggested actions for optimizing campaigns. Currently, 80 percent of marketers don’t have access to daily or real-time reports, but marketers are keen to expand their use of AI tools, with 47 percent of marketers planning to do so in the next year.

With consistent reporting and insights across channels, marketers can identify where to spend and move budget across marketing campaigns and channels in real time. They can also adjust messages, content and tactics to account for any changes across customer behaviours to drive better customer experiences and impact long-term loyalty and brand health.

3. Alignment and collaboration

Marketers are constantly working across multiple brands, business units, teams and regions, and a majority of companies are now contending with remote working environments. Marketers need to understand whether they’re operating cross-functionally in a successful manner. Is the entire business aligned to a unified marketing strategy? Does everyone agree on KPIs, goals and benchmarks? Are key stakeholders receiving the information they need, when they need it?

With a single system of record, marketers can build customized data visualizations, personalized to different stakeholders. This way, each stakeholder will receive the exact data and insights they want to track, all in real time. With all teams working from the same set of facts, KPIs and taxonomies, the data-driven culture across the organization will become elevated, leading to smarter decision-making that impacts the customer experience and business success.

Marketing intelligence allows marketers to power true business transformation. But this doesn’t happen overnight. No matter where you are in your journey, now is the time to assess your maturity when it comes to current capabilities, progress and goals for the future. Marketers and their teams have the opportunity to reflect on these three key pillars and understand their marketing intelligence maturity—where they might be able to improve and rethink processes and maximize efficiency and impact.

Feature Image Credit: iStock

By Leah Pope

Leah Pope is a seasoned world traveller and marketing executive. Acting as chief marketing officer, Leah leads all strategic marketing activities at Salesforce Datorama, a global technology company that provides a marketing intelligence platform for enterprises, agencies and publishers. Leah has more than 15 years of executive experience successfully delivering software products and services to market, having held positions of worldwide marketing leadership at Synthesio, IBM, Lombardi Software and Inquisite. An accomplished writer, speaker and blogger, Leah also sits on the Forrester Marketing Leadership board. Leah holds a Bachelor of Arts degree in Psychology, Marketing and History from Boston University.

Sourced from AdAge

By Julius Cerniauskas

The law of success in business states: the quicker you accept and welcome innovations, the further behind you leave your competition. That’s the reason why technical enhancements seem to be as frequent as coffee breaks. Here is why data scientists are becoming future marketers.

As big data is changing the status quo, the marketing sector is not lagging behind.

On the contrary, data scientists have shown that big data adapts data-driven methods to make smarter decisions.

Not to mention, the shift that is being caused by increasing accessibility to unprecedented amounts of publicly available information, which spurs data scientists to pick up the role of marketers.

Not surprisingly, in the face of the information revolution, marketers say that data is their company’s most under-utilized asset. The biggest challenge to data-driven marketing success is the lack of data quality and completeness.

Here is the bridge the knowledge gap between modern marketers and data scientists.

What type of data is actually useful and how do you use it? My goal is to make sure that after reading this article — you will be able to:

  • Understand why the ability to use big data in the marketing sector is essential for business survival.
  • Get a good grip on how to obtain the “right” high-quality information to craft an effective marketing strategy.
  • Learn 4 ways how company giants are using data gathering right now to stay in leadership positions.

Statistics predict the future of marketing

The value of using data science and analytics in marketing has been increasingly recognized. Currently, about 3 out of every 4 marketing leaders (76%) base decisions on data analytics. Globally, the budgets for data-driven marketing has also been increasing rapidly.

In 2019 reaching its highest point in six years. The overwhelming majority (73%) of marketing associations agree that this trend is expected to continue in the future.

This trend has been echoed by executives and CEOs worldwide. They confirm that data-driven marketing is crucial to success in a hyper-competitive global economy, as Forbes Insights and Turn report reveal.

Lessons from the best of the best

What do Disney, Apple, Uber, and Amazon have in common?

Apart from all being at the top of their game, these companies place customer experience as their top priority. Equally, findings from global market studies worldwide show that consumers are more likely to pay more for better customer experience. As a matter of fact, they even tend to prioritize trusting brand relationships over product quality.

Following this tendency, most successful businesses move from communication to conversation. And to catch this wave, I will tell you exactly how data-driven marketing can help companies get there.

Advantages of data-driven marketing

For someone who has been working in the business of information for over a decade, it is evident that data analytics is the backbone of marketing automation.

To develop any successful marketing strategy, there is a need for large amounts of information on the target audience. For example, their attitudes, behavior and experiences. Also, activities such as monitoring brand reputation, search engine ratings, and competitors’ behavior should be a part of marketing strategy development.

All of these goals are simplified ten-fold by automated data gathering. There are few data extraction tools available, most of which rely on web-crawling. It automizes long hours of manual labor spent on researching information. Also, it drastically reduces labor costs and expenses, while at the same time increasing productivity, quality, and the process itself.

How does web crawling work?

Web crawling, also known as web scraping, is the process of retrieving data from a website. It revolutionizes mundane, mind-numbing tasks of manually extracting data. Instead, web scraping uses well-calculated automation processes to retrieve valuable data from the internet.

Considering all the advantages that web-scraping offers, it comes as no surprise that this practice is growing in popularity. In fact, marketing is not the only department reaping the benefits. For instance, cyber-security, retail, and travel industries, among others, have been taking advantage of what data can offer.

The fascinating aspect of web scraping is that it is continually evolving. Indeed, industry leaders continually come up with more and more ways to use big data to reach their business goals. I am certain that there are still unexplored ways of how web crawling can aid companies across the globe to automate their processes and gain valuable insights.

4 Fool-proof ways to use data collection

Real-time public data scraped from the web has multiple uses and goals to simplify the marketing strategy. Here is to name a few:

Make your clients happy

Listen, listen, listen. In general, the needs and desires of the customer are the guiding stars for every successful business. In truth, people are giving valuable feedback to companies everywhere on the web: social media, personal blogs, news articles, comment sections, or discussion boards.

Unfortunately, most of this information never reaches the marketers’ eyes. Uninformed decisions then lead to the creation of products or services that people don’t really care about.

By effectively tapping into a constant stream of publicly available information, businesses can continually shift their marketing strategy responding to the latest industry trends. This gives a chance to adjust communications appropriately, offer products and services which clients genuinely want, and improve the overall customer experience.

Strengthen your brand

What are the highest valued companies in the market? The answer? The same companies carrying best-recognized brands in the world. I hope it is evident for everyone that it is no coincidence.

Strong and well-regarded brands are the result of not only great promotional strategies but robust defense systems against such possible threats as counterfeiting or copyright infringement.

Brands suffering from counterfeiting globally.

In 2017 alone, the estimated losses the brands have suffered from counterfeiting globally have amounted to staggering 323 billion dollars. Sadly, this grim trend is rising, according to the Global Brand Counterfeiting Report.

Data-driven marketing can support the constant brand vigilance efforts to diminish the damages. As a response to the situation, luxury brands are employing proxies to crawl e-commerce websites, auction sites, and relevant marketplaces to spot the fraudsters.

Massive-scale web crawling also can support the prosecution process against these illegal activities by collecting all necessary data.

Know your competition

Being able to obtain and process large amounts of information about your market competition, gives an enormous competitive advantage. The traditional methods of doing market research, including the interviews, surveys, and focus groups, are quickly turning into a thing of the past, giving way for more time and cost-efficient web crawling.

Automating the market research for such routine processes as tracking changes in pricing, auditing the product line, observing presence online, public engagement, and other promotional activity through various communication channels gives an opportunity to react quicker and more accurately.

Be searchable

Visibility online is everything. Sadly, statistics are cruel on this matter. According to Protofuse, less than 10% of people advance to page 2 on search engines. This means that even the best products or services available will never reach the eyes and ears of the potential client. The regrettable fact is that the majority of businesses are struggling in this regard.

SEO (Search Engine Optimization) is the process that allows improving the visibility of the website among the search engine results. Not surprisingly, the web crawling tool is essential for monitoring changes in these ratings. Getting hands-on real-time and location customized data can serve the company to come up with the most effective strategies for increasing exposure instantly.

As the game is changing rapidly

The use of big data has been in the marketing world for a while now, and it is not going anywhere anytime. On the contrary, the data-driven approaches will continue to shape marketing, along with other industries. To emphasize this point, the global demand for data analytics has been continually increasing and is expected to rise in the future, as pointed out in the Oxylabs 2020 Trend Report.

In 2019, the market value has reached $49 billion. Concluding from the steady growth rate, it is expected to double in just seven years, reaching an impressive $103 billion by 2027.

It is fair to say that future data scientists will contribute their skills and technical knowledge in more diverse business sectors.

The trend is a serious signal for all market players to adapt and embrace the ongoing innovations. However, if they shy away from using the powerful insights from the big data, their competitors will outsmart them in every move, by betting on data-backed decisions.

By Julius Cerniauskas

CEO at Oxylabs. Julius Cerniauskas is Lithuania’s technology industry leader & the CEO of Oxylabs, covering topics on web scraping, big data, machine learning & tech trends.

Sourced from readwrite

By Kelly Ehlers

The COVID-19 pandemic accelerated many businesses to transition to a digital-first purchasing journey, and having a deep understanding of e-commerce has become a must for marketers. Still, as we pour our efforts into social content and online communications, some may be hitting a wall and missing the mark.

To successfully capitalize on e-commerce, marketers must go beyond product tags to knowing the ins and outs of the system. As we continue adapting to the shifting norms and expectations of consumers, marketers can study 20 need-to-know concepts to reinforce their offerings and thrive in an exceedingly digital sales environment:

1. A/B Testing: A/B testing is when you compare two versions of a site, advertisement, etc., to determine which performs best (including copy, visuals, formatting and lead times). When testing, be sure you pick just one element to change out. Alternating copy and creative makes it difficult to determine which is responsible for changing audience behavior. Be consistent, methodical and near-scientific when A/B testing — plus, give your ads enough run time to reach a solid conclusion.

2. Affiliate Marketing: A marketing model where independent marketers (i.e., influencers) are willing to sell a brand’s products for a commission. Amazon Affiliates is one example. When selecting influencers to represent your brand, do your homework. Know which other companies they are representing, and if competitors are also utilizing affiliates, be conscious of their network and the demographics they are reaching.

3. APIs (Application Program Interface): A system through which customer interactions are translated to determine computer interactions. Depending on the API of certain platforms (i.e., Instagram), marketers may run into restrictions on what data and capabilities they can and cannot access in third-party platforms. Speak with your platform representative ahead of time to know what limits a site may create for your brand.

4. Assisted Conversion: Actions taken outside of a final click that lead to a customer’s purchase. For example, imagine a customer sees an ad on Facebook and even clicks on it. However, they do not make a purchase on that visit. Instead, two days later they Google search the brand and choose to buy. In this case, the assisted conversion would be the Facebook ad.

5. Attribution Model: value assigned to each touchpoint (e.g., email, social, organic search, paid search) along the consumer journey. There are a few theories on values, but the goal of each is to understand what tactic leads to a conversion.

6. Browser/Cart Abandonment: The rate of consumers that leave a brand’s website before completing an action.

7. Bounce Rate: The number of web visitors who visit a single webpage and leave. To lower your bounce rate, brands should include content beyond the product description, especially video! The more there is to learn and engage with on the page (besides just a shopping call to action), the longer a user is likely to stay and learn about your brand.

8. CMS (Content Management System): A digital system (i.e., WordPress) to alter and add digital content (e.g., products) through details such as SKU, name, price and inventory status.

9. Conversion Rate: Number of conversions divided by number of visitors to indicate the success of a brand’s marketing efforts.

10. CRM (Customer Relationship Management): A digital system (i.e., Salesforce) that maintains customer-to-brand relations through payment details, product updates, customer data and after-sale communications.

11. Facebook Pixel: Code placed on a brand’s website to track conversions through Facebook ads and determine future strategies (e.g., audience targeting and ad optimization).

12. Google Keywords: With this Google tool, brands are able to see which keywords related to their industry are most-searched. They can then include them in their ads to determine when and where they will show up. For paid keywords, remember that branded keywords will always be less expensive than non-branded.

13. HTML: Standard coding language for digitally appearing documents (e.g., websites).

14. JavaScript: Versatile coding language meant to extend the capabilities of a webpage beyond static use (e.g., customer communications and display).

15. Landing Page: Custom page developed for a brand’s unique audience targets. For example, consider you are running a campaign on shoes for summer. Rather than directing users from an ad or piece of organic content to the product description page, you could send them to a tailored landing page that showcases how a curated selection of shoes is perfect for summer. This creates a cohesive storyline that better illustrates your campaign message.

16. PPA/PPC (Pay Per Action/Pay Per Click): A method of ad purchasing in which advertisers pay each time an action is taken — for example, each time a link is clicked.

17. Purchase Funnel/Conversion Funnel: The route a consumer takes — made up of multiple touchpoints — from brand awareness to conversion.

18. Retargeting: A method of digital marketing which tracks previous web visitors and places continued ads on their browser.

19. ROAS/ROI (Return on Ad Spend/Return on Investment): Revenue from marketing divided by the cost of advertising to determine the efficiency of a brand’s marketing efforts.

20. SERP (Search Engine Results Page): The results delivered to a user after searching, as determined by SEO keywords.

Marketers are sure to confront each of these terms as they roll out extended digital offerings. Despite easing federal regulations on brick-and-mortar facilities, the transition from one historical event to another has forced us to, once again, lean heavily into e-commerce. By understanding these terms, brands can use their knowledge to create informed strategies that effectively reach and help convert consumers.

Feature Image Credit: GETTY

By Kelly Ehlers

Founder and President of Ideas That Evoke, an influencer and social media agency focused on the beauty, lifestyle and luxury markets. Read Kelly Ehlers’ full executive profile here.

Sourced from Forbes

By Christian Polman

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

Programmatic media buying and the vagaries of the digital media ecosystem hit the headlines again recently with the publication of PwC’s research report for ISBA. The study found that only 51% of UK advertisers’ programmatic ad spend actually reaches publishers and around a third of all supply chain costs could not be attributed.

The ISBA study tells a story about programmatic media that we already know well, the story of an ecosystem characterized by a high degree of complexity that rarely delivers results. There are many more practical starting points for unlocking value in digital media spend than analyzing trades at a transaction level.

We now have a much better understanding of what makes digital display advertising so ineffective. While most advertising is digital and 90% of digital display is traded programmatically, marketing analysts and econometricians still find it challenging to identify positive ROI on digital media investment.

My primary concern is that there’s a genuine risk that all this talk about the programmatic supply chain will mean brands lose sight of where the real value drivers lie in digital marketing effectiveness. Disclosure and transparency can help advertisers achieve greater control, but they don’t guarantee that programmatic media buying will deliver better results.

Advertisers can and should prioritize a number of key drivers that sit well outside the programmatic ecosystem. Excessive automation, coupled with poor briefing and misalignment in campaign strategies, mean that programmatic has become highly tactical as opposed to strategic, certainly with little brand thinking involved.

The real crisis in programmatic trading is that much of its value is lost beyond the tech stack.

Attention: Too many ads fail to attract consumer attention. Ads should be created that capture and hold attention on a brand. That attention can be measured with eye tracking studies, A/B tests or even using AI-based predictive solutions. CPMs should increasingly be related to and adjusted for attention. Remember, more than 90% of display ads are currently viewed for one second or less.

Brand safety: Marketing spend is wasted, and brand equity placed at risk, when ads run in non-brand-safe environments. These are also placements with high risk of ad fraud, a potentially very large problem. To ensure brand safety and reduce the risk of fraud, marketers can whitelist the right environments and cut out the long tail.

Context: The wrong context can render an ad ineffective. To increase receptivity to a creative message, consumers need to be reached in the right context. Context trumps the false promise of microtargeting.

Functionality: There is no one-size-fits-all ad format. Brands must produce creative executions that work in the media in which they run. Repurposing TV commercials to run on digital video platforms does not work. Branding and product need to be visible. You don’t have time to tell complex, nuanced stories online.

Targeting: Poorly targeted ads increase the potential for irrelevant messaging. Avoid retargeting consumers who have already made a purchase. Remember that half of ads are off target and targeting too narrowly at the expense of reach can end up being costly for many business models.

Viewability: An ad can’t have an impact if it is never viewed. Sixty-five percent of ads are not viewed, and half are not even viewable. Excessive frequency leading to bombardment irritates consumers and leads to low viewability.

As with any complex problem, the solution requires a broad, diverse worldview. Brands should take a holistic approach to improving the value they get from programmatic media. It’s only by addressing challenges holistically that advertisers can truly optimize effectiveness in digital display.

By Christian Polman

Chief Strategy Officer at Ebiquity.

Follow Ebiquity (@ebiquityglobal) and AdExchanger (@adexchanger) on Twitter.

Sourced from AdExchanger




By Christine Moorman

Optimism among marketers plummets to levels last witnessed during the Great Recession. Optimism about the economy is 50.9 (out of 100) compared to just three months ago when it was 62.7. In February 2009, following the Great Recession of 2008, this rating was 47.7. B2C companies are more pessimistic than their B2B counterparts, as are larger revenue companies (>$10B) compared to their smaller counterparts (<$25M).

Against this backdrop, The CMO Survey conducted a Special Covid-19 Edition survey, asking marketing leaders at U.S. for-profit companies to share their survival strategies, KPIs, and predictions about the future. Here are the top results.

1. Marketing jobs lost: Although 62% of marketing leaders reported no job losses in their companies, 9% of marketing jobs have been lost, on average, due the pandemic. The largest percentage of marketers (24%) anticipate these jobs will never return. Planned marketing hiring drops to the lowest point in CMO Survey history, going negative for the first time ever with average hiring predicted to be -3.5% in the next year.

2.    Customer prioritize digital experiences: Marketers report increased openness among customers to new digital offerings introduced during the pandemic (85%), increased value placed on digital experiences (84%), and greater acknowledgements of companies’ attempts to “do good” (79%). Marketers expect this increased focus on digital to be a permanent shift in consumer behavior.

3.    Marketers pivot digital: Given customer shifts, marketers are, in turn, adjusting their offerings and pivoting their businesses. Some 60.8% indicate they have “shifted resources to building customer-facing digital interfaces” and 56.2% are “transforming their go-to-market business models to focus on digital opportunities.” Consistent with this, CMO Survey results show the largest single drop in traditional advertising spending (-5.3% expected over the next year), further solidifying the shift toward digital.

4.    Marketing budgets hold: Despite headcount loss, 30.3% of marketers—the largest segment—have experienced no change in their overall marketing budgets during the pandemic with 41.3% reporting gains and 28.4% reporting losses. On average, marketers report they have gained about 5% in their budgets during the pandemic and expect an 8.4% increase in digital marketing spending over the next year.

5.    Marketing objectives remain modest: When asked what objectives they are focused on during the pandemic, the #1 and #2 responses from marketers are “building brand value that connects with customers” and “retaining current customers.” Consistent with this, marketing employees were leveraged more for “getting active online to promote the company and its offerings” (69%) and “reaching out to current customers with information” (65%) compared to growth objectives such as “generating new products and service ideas” (44%) or “building partnerships” (41%).

6.    Marketing leadership promoted: 62.3% of marketers report that the marketing function has increased in importance during the pandemic. Building brand and customer retention through digital, mobile, and social strategies are reported to be key to that heightened role. This importance is striking given 9% marketing job losses—marketers are doing more with fewer people.

7.    Social media shines bright: 84.2% of marketers say they have used social media for brand building and 54.3% say they have used it for customer retention during the pandemic. Given this focus, marketers have increased investment social media budgets 74% since February—an increase as a percent of marketing budgets from 13.3% to 23.2%. This strategy appears to have worked: For the first time in CMO Survey history, the rated contributions of social media to company performance rose—up 24% since February. This is an important finding because social media contributions have previously remained flat and at average levels since 2016 despite rising investments.

8.    Online sales performance increases: Online sales have grown to the highest level in The CMO Survey history. They now constitute 19.3% of sales—a 43% increase over just three months ago. Small companies (with fewer than 500 employees) are taking advantage of selling online, with ecommerce accounting for 26.1% of sales.

9.    Overall sales revenue drop 17%: Despite online sales gains, marketers report major losses across sales revenue, profits, and customer acquisition during the pandemic. Biggest reductions are to sales revenue, which dropped 17.8% on average, with 16.9% of marketers reporting the loss of over 50% of their revenues. Considering winners and losers, 64% of marketers report sales losses compared to 30.3% that report gains and 5.2% reporting no change. Marketers expect these sales revenues to increase 4.2% in the next year driven by the view that consumers’ current lower likelihood to purchase (67%) and unwillingness to pay full price (43%) will return to pre-pandemic levels within 6-12 months.

10. Pandemic weakens environmental focus: Covid-19 has also dampened marketers’ likelihood to make changes to reduce their offerings’ negative impact on the ecological environment. The number of marketers indicating a willingness to change their products or services to reduce their negative environmental impact has dropped from 72.9% to 52.7% with attention shifting to easier-to-implement marketing promotions (58%). More marketers report that Covid-19 makes sustainability efforts seem “like a luxury” than it “created opportunities to increase sustainability efforts” in their companies.

11. Use of influencers expected to rise: Marketers report that 7.5% of their marketing budgets is focused on online influencers, mostly on LinkedIn, company blogs, Instagram, and Facebook, and that they anticipate large gains in the use of influencers in the next three years (up to 12.7%).

Detailed analysis of these and other results are available here. I hope these findings from our Special Covid-19 Edition of The CMO Survey are useful as you navigate these next few months and beyond. I will be taking a deeper dive into these findings during a webinar on June 25th at 1PM Eastern sponsored by the Marketing Science Institute and the American Marketing Association. You can register by following this link. I look forward answering your questions and taking your comments.

THE CMO SURVEYSurvey Results Archive – The CMO Survey

By Christine Moorman

Sourced from Forbes


“Google it.” If your friends, families, or colleagues are anything like mine, there’s a good chance you hear this phrase on a daily or at the very least, weekly basis. While it’s sometimes used in jest, the reality is, we can count on Google to help us answer all types of questions.


Much of this thanks can be given to Google’s “Hummingbird” algorithm update, which focused on improving “conversational search” at its core. At the time of the announcement, Google said that Hummingbird would be paying closer attention to every word in a query, to better understand the true meaning behind the user’s intent.

Since Hummingbird, featured snippets have become much more prominent in search as Google has become smarter and aims to provide information quicker and more effectively than before.

Google’s featured snippets have been a welcomed addition to the SEO community as well. As a content marketer, I see these as empty plots of prime real estate calling my name. If you’re unfamiliar with what I’m referring to, let’s take a look at what appears when we search “what is B2B content marketing?” in Google.

The image below is an example of a featured snippet:

b2b content marketing snippet

What are Google Featured Snippets?

Google says “featured snippets are special boxes where the format of regular listings is reversed, showing the descriptive snippet first.” Content for featured snippets is automatically pulled by Google from indexed webpages that Google believes matches the user’s intent.

For SEOs looking for ways to simply mark a page to be featured, Google says, “You can’t.” Not surprisingly, they aren’t offering up much more detail than that.

In translation: If you want to appear in Google featured snippets, you have to get out there, do some research of your own, put on your content marketing hardhat, and get to work.

That’s exactly what we have done here at KoMarketing for a number of our clients, and we can proudly say that we have had success.

Why Featured Snippets are Important for SEO

There are a few difference-makers when thinking about how featured snippet listings can impact SEO performance and results.

First, let’s go back to our above-mentioned definition of featured snippets, where we say “content for featured snippets is automatically pulled by Google from indexed webpages.” It’s important to note that your page does not have to be in the top position of organic results to be displayed in featured snippets. We have seen many client examples where blog pages or other educational site content that ranks further down page one begins to rank for featured snippet results.

Why is this so important? Well, oftentimes, the top few spots of organic rankings, especially for competitive terms, are taken up by websites with a massive business (and domain authority) behind them. Featured snippets allow smaller websites and organizations to compete for that essential search real estate.

The second primary benefit of featured snippets to SEO is simply the clicks and traffic that come from organic search when appearing in a listing. Industry research shows that about 9% of clicks go to featured snippets when there is a listing present.

At KoMarketing, we have been able to validate this research with several case examples. In fact, we recently landed a client’s webpage in featured snippets for a competitive question-based result, and have seen click-through-rates average between 10-25% for a variety of queries.

Here’s a snapshot of organic traffic to this page since it was picked up by featured snippets.

faq organic traffic chart

And finally, once you have pulled visitors to your site via featured snippets, you should capitalize by adding CTAs where they naturally fit. Since most of the queries that serve up featured snippets are considered to be “top of the sales funnel,” we often suggest adding banners to related whitepapers or other more buyer-centric content. Doing so allows us to push the site visitor further down the sales funnel, and will hopefully get them more interested in the organization’s offerings.

What are the Different Types of Featured Snippets?

To date, we have seen three primary types of featured snippets. These include:

1. Definitions: These snippets provide the user with a clear and concise explanation, specifically relating to the search term(s). We often see definitions appear for “what is” queries.

definition featured snippet

2. Tables: Google also commonly serves up tables as featured snippet results. Users are most likely to find these types of results when searching for dimensions of a certain item.

table featured snippet

3. Lists: When information can be easily presented in a series of data points, or steps to explain a process, Google will use lists in featured snippets. You will find both ordered (numbered) or unordered (non-numbered) lists depending on the result.
ordered list featured snippet

Google Featured Snippets: SEO Best Practices

Here are the steps we have learned to be critical (content marketing-specific), regardless of the query being searched.

  1. Select a Relevant Query
  2. Create Relevant Content
  3. Focus on Structure
  4. Remember SEO Best Practices
  5. Be Patient

Step 1: Select a Relevant Query

Before anything else is done, you must first identify a query to target. Since questions are very common featured snippets results, one place to start is working across the organization (sales, marketing, customer service) to identify a handful of frequently asked customer questions.

From there, look for long-tail search queries that have volume (Keyword Planner is a helpful tool) and can be included in the question itself. Make sure this is a question that requires an answer with some depth, as Google is starting to bake answers to questions like “what time is it in California?” directly into its results, with no SEO value.

time featured snippet

If you’re looking for some other ways to identify common customer questions, type a keyword associated with your business into Google and look for the “People also ask” results (see below) or use this tool, which is one of our favorites here at KoMarketing.

people also ask

Step 2: Create Relevant Content

When creating content for featured snippets, you must first and foremost focus on the query at hand. Make sure the piece of content (whether it’s a blog post or a landing page) is created with only the most relevant material and supporting detail specific to that query in mind.

Sprinkling bits and pieces of an answer throughout a less-targeted post will cause Google to work harder to decipher your content and will reduce your chances of appearing in the featured snippet for the query.

The “quality over quantity” rule also comes into play here. Your piece of content does not have to be thousands of words long for it to appear. We’ve had content with less than 500 words appear and drive an abundance of traffic to our clients’ websites.

Step 3: Focus on Structure

In addition to the overall quality of the content, we believe the format of the post is just as critical.

Before creating your content, research your query and see what formats (if any) are appearing in the featured snippet. Regardless of the query you’re targeting, make sure you include it in the title of the content. Ideally, the title of the content (including the H1 tag) will be the target query itself.

If you decide it’s best to use a list-style post, be sure to include the list towards the beginning of the post. If you think the answer to the question is best suited to be presented in a paragraph format, make sure the answer is offered as early in the post as possible and in the most concise manner possible. ‘

To summarize:

  • Include the question in the URL, title, and appropriate SEO tags
  • Present the most critical information at the start (no fluff!)
  • Think about using lists when answering “How” queries
  • Think about using paragraph format when answering “What” queries

Step 4: Remember SEO Best Practices

While Google suggests they are simply looking for the best content with this initiative, SEO best practices should not be forgotten. Include things like links to reputable sources, well-optimized titles and tags, and Schema markup. Schema markup is code that’s put on a website to help search engines return more informative results. (For more information on Schema, give Derek’s post a read).

Most of the results we see appearing in featured snippets come from a result on the first page of SERPs. However, as we mentioned, you don’t have to be in the first organic spot to get the answer box result:

what is digital marketing

With this in mind, broader SEO factors like mobile-friendliness, link profiles, and domain authority also play a factor in the bigger picture.

Step 5: Be Patient

As is the case with most things related to SEO and content marketing, patience is critical. One of our clients was recently placed in featured snippets for a competitive query a full year after the content went live. If you consider these above steps and do the work to identify an opportunity that can be attained, there’s a good chance your content will be featured in what some now are calling “position zero,” and the benefits can be substantial.

Final Thoughts

There are many other posts on the web that speak to the best ways to be featured in Google’s featured snippets, and we encourage you to check those out as well. But, from our experience in the field, the steps listed in this post are essential to success.



By Paul Talbot

When customers are taken for granted, they have a knack for vanishing. So it seems strange that as we move into an era of vanishing, or at best, shrinking marketing budgets, attention paid to existing customers appears to be eroding.

I recently asked Lana Busignani, EVP of U.S. Analytics at Nielsen, to shed light on recent research which reflects the waning importance of marketing built to keep current customers active and engaged.

Paul Talbot: Survey respondents indicated, by a fairly wide margin, that acquiring new customers was more important than retaining existing customers. Do you have a sense as to why?

Lana Busignani: One potential explanation is the distortion of attention and energy to mastering the capabilities being enabled by the digital, addressable world. The growth and sophistication of the digital advertising ecosystem has enabled marketers to target audiences and buyers more precisely with the objective of converting interested/engaged buyers within the category to their brands.

Talbot: Little interest was expressed in reducing churn. The report states, ‘This lack of focus on churn is a missed opportunity for marketers.’ Can we quantify the size of this opportunity, and why doesn’t the tactic of reducing churn generate the focus you believe it should?

Busignani: Perhaps some may be chalked up to how marketers define churn, whether they are concerned with it or not. Is it a completely lost buyer, a lost trip to a competitive brand, or a reduction in brand loyalty? Any lost sale should be considered churn and for consumer brands could drive a 10-20% reduction in sales among current buyers which would need to be offset by new client acquisition or switchers from competitive brands.

Marketers should balance client acquisition with activities that remind buyers about their brand and keep their brand top of mind for when consumers are making buying decisions.

One potential explanation as to why reducing churn is rated lower among marketers, is that some marketers have adopted philosophies which prioritize penetration and brand popularity over activities designed to drive brand loyalty or customer retention. The philosophy accepts consumer switching and lack of loyalty as a dynamic prevalent in the marketplace and so these marketers focus their activities on driving new buyers and penetration among consumers.

Talbot: Do we have any historic context for these viewpoints? Do we know if customer retention and reducing churn was any more or less important to marketers ten or twenty years ago?

Busignani: While we don’t have historical figures to cite as our CMO survey is only a few years old, there is evidence to support that customer retention was an important priority for marketers in the form of loyalty programs which proliferated during that time frame.

Markets were also less fragmented at the time, with fewer competitors and consumer choice so perhaps retention, or protecting established share of wallet was more achievable for marketers or was considered a more worthwhile investment than it is today. We do see great examples of modern loyalty programs designed to drive customer retention with the proliferation of apps designed to offer convenience and rewards to consumers such as Starbucks and Target’s shopper app.

Talbot: The classic marketing rule of thumb that suggests an investment in creating a new customer is greater than an investment in keeping an existing customer. Has this been relegated to the quaint thinking of a bygone era?  What do the media investment numbers actually reveal?

Busignani: Marketers are under increased scrutiny to prove the value of marketing investments in driving growth for brands to justify marketing spending.

Given the amount of wasted marketing dollars, reaching wrong audiences with irrelevant messages, products and offers, we do see marketers increasing investments in new digital ad vehicles which offer the promise of growth and the ability to reach consumers with relevant, personalized offers.

Traditional vehicles like television, which reach broader audiences, are more difficult to tie to sales outcomes today. However, as television becomes more addressable, it will enable marketers to more directly prove the value of their marketing investments in driving consumer action and purchasing.

By Paul Talbot

Minus strategy marketing staggers. I am a somewhat reformed ex-media business executive, with tours of duty at AOL, CBS Radio, and Nationwide Communications. I’m a fan of F. Scott Fitzgerald, the Boston Red Sox, the Principality of Liechtenstein, fried clams, fog, and prices that end in the number 7.

Sourced from Forbes

By Simon Dumenco.

The magazine publisher’s partnership with MRI-Simmons builds on the Meredith Sales Guarantee to track business outcomes

Meredith Corporation, the multimedia conglomerate known for its stable of glossies including People and Better Homes & Gardens, is moving to convince marketers of the value of continuing to advertise even as the pandemic-spurred recession bears down, by rolling out something it’s calling MAAG: the Meredith Audience Action Guarantee.

Basically, the Des Moines, Iowa-based company is guaranteeing that a specified number of readers will take action in response to seeing campaigns in Meredith magazines, in their May through December issues, with benchmarks and performance targets determined on a category-by-category basis. MAAG expands on the company’s existing ad-effectiveness-tracking program, the Meredith Sales Guarantee, and is designed, per a company spokesperson, “to help advertisers during the current crisis.”

Ad Age spoke with Doug Olson, president of Meredith Magazines, to get some specifics on MAAG. At one point, Olson threw the mic, so to speak, to Catherine Levene, president of Meredith Digital, to answer questions about digital traffic; her response, which she supplied by email, appears at the end of this post.

The following has been lightly edited and condensed for publication.

Walk us through how the Meredith Audience Action Guarantee will work. What sorts of business outcomes are you tracking, and what external solutions are you deploying to monitor consumer actions?

We’re tracking the engagement of our readers through MRI-Simmons’ Starch AdMeasure, and measuring the specific number of readers who have taken an action as a result of seeing a brand campaign in our magazines. By “action,” we know if our readers have clipped an ad, visited a brand website, looked for more information, recommended the product, considered/purchased the product, and the like. For instance, the consumer may have talked to a doctor or taken a photo of a QR code or visited a social media site.

We’re working closely with our advertisers as they navigate this crisis. They want to know that our readers are taking action and their investment in print advertising is working.

How does this build on what you’ve already been doing with the Meredith Sales Guarantee program?

At Meredith, we stand behind the power of our brands to drive action for our partners. That accountability was first established a decade ago when we introduced our Meredith Sales Guarantee, which proves that Meredith’s print, digital and video properties impact sales and deliver ROI. We’ve executed more than 200 successful campaigns.

MAAG allows a broader number of advertisers and categories to be included. Examples of categories include financial services, prestige beauty and entertainment—for example, tune-in ads.

If a given campaign doesn’t live up to the “action guarantee,” how do you compensate?

We’ll provide a “make good” in print.

Let’s talk for a moment about the Meredith magazine portfolio, which of course primarily targets a female audience. You’ve got a set of titles that are actually quite well-suited to self-quarantine and staying in. Better Homes & Gardens and Real Simple, for example, have always been about making the best of your home life.

We believe our brands’ focus on food, family, home and entertainment reflect consumers’ desire for normalcy and the kind of transportive experience they’re looking for during this time. From providing meditation/yoga guidance and other workout-from-home exercises, as seen in Health and Shape … to suggestions for getting dinner on the table from Allrecipes, Better Homes & Gardens and EatingWell … to sharing tips on cleaning and organizing your home from Real Simple, or how to set up a home office, as seen in Reveal’s current issue. Our brand content across platforms is resonant right now.

Now tell me how you’re dealing with consumers’ widespread lack of access to newsstands during lockdown. What’s your overall subscription/newsstand mix?

Meredith brands possess one of the highest direct-to-publisher rate bases in the industry. Our strong, longstanding relationships with more than 36 million subscribers allow us to enjoy an approximately 96 percent subscriber / 4 percent newsstand split, which insulates us from a downturn in newsstand sales.

So what have you seen at the newsstand?

We experienced an uptick at newsstand in the early days of this crisis, though mid-March, though the newsstand is currently soft and has been so during the past couple of weeks. For more context, the bulk of our brands’ newsstand sales are generated at major grocery chains, Walmart and Target, which remain open and are currently receiving considerable traffic. Though there’s no traffic at newsstands at airport terminals and at Barnes & Noble.

Are you sticking with your existing frequency schedule across your titles?

There’s currently no change in our publishing schedule. We continue to closely monitor the situation across our supply chain, including the paper and printing areas, and we fully expect to maintain our circulation rate base delivery.

There’s been a lot of coverage of how TV viewing is up during quarantine, which you’d totally expect, and is obviously good for Meredith’s TV stations. What about magazine readership?

We’re seeing increases in consumer engagement with our print editions as we track how the coronavirus is impacting women’s daily lives. Thirty-five percent of women are reading more magazines as a result of the coronavirus, according to data from our Meredith Consumer Pulse: COVID-19 tracking report.

NOTE: As mentioned above, in response to specific questions about Meredith’s digital traffic, Olson connected Ad Age with Catherine Levene, president of Meredith Digital, who emailed to say:

Our most recent estimates, as of Sunday, April 12, show that our April month-to-date traffic across the Meredith Digital network was up 40 percent year-over-year. Social alone was up 30 percent MTD. Video has also experienced a stellar month so far, up 150 percent​​​​​​​ YOY. The week that ended on Saturday, April 4, represented Meredith’s biggest week ever on YouTube, with more than 13.4 million views. March was the biggest month ever for our brands on YouTube, with over 46 million views across the portfolio.

We’re working together across disciplines to identify and address our consumers’ real issues and current needs. The data team is pulling real-time trends and predictive insights; the content team is leaning into those trends; and the growth team is driving traffic via search, social, email and browser notifications, and they are driving new emails sign-ups and membership. It’s the perfect circle.

Feature Image Credit: Credit: Meredith Corporation

By Simon Dumenco.

Sourced from AdAge


Over the past three months, UK marketing budgets have declined at their fastest rate since the 2008/9 global financial crisis. However, marketers’ spending is poised to start recovering from the shockwaves of the pandemic by 2021.

According to the quarterly Bellwether report from the Institute of Practitioners in Advertising (IPA) – which draws data from a panel of around 300 UK marketing professionals from the UK’s top 1000 firms – the spread of Covid-19 has caused sweeping cuts to all forms of marketing activity from UK firms.

The IPA found that a net balance of -6.1% of UK companies had slashed their budgets since the start of the year. The sum was calculated by tallying the percentage of respondents showing an improved revision to their marketing budgets minus those that indicated a fall. 25% of respondents recorded a budget cut, compared to 18.9% signalling growth.

The figure marks a notable swing from the final quarter of 2019 when the net balance stood at +4.0%, buoyed by a degree of political certainty presented by Boris Johnson’s decisive election victory. The figures also come at a time when big global brands including Coca-Cola, Budweiser and Airbnb are freezing or reallocating advertising spend.

When it comes to which areas have been impacted most, market research budgets were identified as the worst hit by Covid-19 cutbacks, with a net balance of -21.0% of companies reporting a downturn.

This was closely followed by events at -15.9%. Elsewhere, PR was the next worst off at -14.3%.

Though not a single strand of the marketing mix has seen growth since January, for British businesses, direct marketing and sales promotions were among those to observe the slowest reductions, with net balances of -6.6% and -7.2% respectively.

There have been repeated warnings from the likes of Warc that Covid-19 could bring about a global ad recession. The accompanying suggestion is that marketers should invest in brand-building campaigns if they wish to emerge from the crisis in a strong position, a strategy that’s been adopted by the likes of clothing retailer Next. However, the IPA noted that the key brand-building category (which includes online video, TV, cinema and radio) had recorded its strongest downward revision since 2009 at -9.9%.

‘A sobering snapshot’

For the IPA’s director general Paul Bainsfair, the numbers offer a “sobering snapshot” of the initial impact the global pandemic has had on advertisers’ budgets.

He observed how fieldwork for the Q1 Bellwether Report closed just a few days after UK government enacted the official lockdown, adding: “These are undoubtedly the toughest overall trading times that any business and indeed any marketer will have ever experienced, but while we suspect the fuller, sharper extent of this global pandemic to be captured in Q2 data, the hope from this report is that we will see a more upbeat end to the year.”

Given the extreme degree of uncertainty surrounding the UK at present, the IPA Bellwether Report ad spend forecasts could be subject to “substantial revision” in the future as the impact of coronavirus on the UK economy becomes clearer in line with the release of official data statistics, which at present are lacking.

The IPA Bellwether Report has used IHS Markit’s latest forecasts for GDP, consumer spending and business investment which assume an extended lockdown to May but then a gradual reopening of parts of the economy.

IHS Markit estimates that GDP will contract by -4.3% in 2020 as a result of the coronavirus pandemic, under which scenario the historical relationship with ad spend implies a -13.7% decline in expenditure. However, as the current situation is clearly unprecedented, there is an unusually high degree of uncertainty pinned to these forecasts, with risks tilted to the downside.

Consequently, 2021 may also pose a difficult year for marketers as the recovery spills over and Brexit negotiations creep back in. The IPA Bellwether Report forecasts that ad spend will rise modestly in 2021 (by +1.0%), before seeing more robust growth in 2022 onwards when the economy is more stable.

To achieve this return to growth will require UK marketers to make “bold decisions,” asserted Bainsfair, who acknowledged that when recession looms it is “understandable” if businesses try and shore up short-term profits by tightening the purse strings.

“However, as our evidence from past downturns shows, unless companies are saving cash simply to survive, or because they can no longer supply advertised services, cutting ad budgets – relative to competitor spend – is a high-risk strategy,” he went on.

“Such a move exposes firms to losing market share, forgoing sales and delaying the recovery of profits in the long term. Those brands that hold their nerve will gain extra share of voice which will achieve competitive gains.”

‘Survival mode’

The Bellwether data also showed a sharp deterioration in both company-specific and industry-wide financial prospects during the first quarter. This will come as a blow to agency giants, who in line with diminishing client budgets have had to introduce a series of cost-cutting measures to safeguard their own businesses.

Sentiment around own-company prospects moved into negative territory, reversing the marginal improvement seen at the end of last year which followed the partial decline of political uncertainty after the general election.

A net balance of -26.0% of firms felt less optimistic towards their company-specific financial prospects, down sharply from +1.0% in the previous quarter to the lowest since the global financial crisis in 2009. Almost half (46%) of panel members were pessimistic, compared to approximately 20% who said they still foresee growth.

Fran Cowan, vice-president of marketing, International Advertising Association (IAA) the report, though far from optimistic, offers an opportunity to apply learnings from previous times of crisis.

“Companies that maintain some marketing efforts will most likely reap the rewards and rebound quicker,” she said, agreeing with Bainsfair. “However, it’s important to do this in a controlled way. Now is the time to carefully consider where marketing budget is best spent, to look after employees, partners and suppliers as well as protect brand images.”

She continued: “Luckily in the UK, we have an industry that pulls together during these times. We’ve already seen some great collaborative thinking and initiatives that support the notion of ‘advertising for good’.”

Joe Hayes, Economist at IHS Markit and author of the report said firms are still very much in survival mode, reallocating funds to service liabilities and keep the business alive.

“This is critical to ensure that they can keep staff on the payroll, which will give their businesses the best chance to recover when the time comes. It will also support the economy on a broader scale if people remain employed and are earning, as they will be in the position to go out and spend when the lockdown is over.

“Positively, it seems that a number of firms expect a quick economic recovery and are planning to boost marketing budgets later in the year.”

Feature Image Credit: The IPA found that a net balance of -6.1% of UK companies had slashed their budgets since the start of the year


Sourced from The Drum

By Judann Pollack.

Plus, How China’s agencies are going back to work and will your phone track you in the name of public health?

What 9/11 can teach us about marketing in the time of coronavirus

With the economy reeling and uncertainty lingering, there may be a tendency to put brand plans on hold and freeze spending. But Bradley Johnson, looking at the current crisis through the lens of 9/11, maintains that would be counterproductive. “The economy needs marketers and marketing,” Johnson writes, recalling General Motors’ “Keep America Rolling” campaign (see next item) in 2001. “Marketing helps drive commerce. Marketers have an opportunity to give consumers a reason to spend—deals, products, services—even when we are bunkered up and hunkered down.” Johnson points to how comments  from industry executives in 2001 seem eerily familiar (“We are on hold, and taking it day by day. Nothing is typical anymore.“) and recalls Ad Age’s counsel to the market just days after 9/11.

“Time stood still during other crisis events,” Ad Age wrote to readers at the time. “After each, we sought explanations, took actions and grieved. We did not forget those times, and we will never forget what happened Sept. 11. But we moved ahead for the good of the nation in the wake of other crises. So it must be now.”

General Motors looks to roll again

General Motors is taking a page from its own “Keep America Rolling” playbook mentioned above. According to Automotive News, the company is offering 0 percent interest,  84-month loans and deferred payments of up to 120 days to customers in top credit tiers. Ford and Hyundai have announced similar programs aimed at helping buyers as the coronavirus pandemic causes economic uncertainty. The programs “demonstrate for customers that we’re there for them,” GM spokesman Jim Cain told Automotive News. “The financing offers are a way to reinvigorate people.”

China could lead the way back

While the U.S. and much of the world is just beginning to feel the full extent of the coronavirus, agencies in China are starting to return to their offices for the first time since January. “Chinese agencies and marketers started [preparing] early and thankfully finished early,” R3 Co-Founder and Principal Greg Paull tells Ad Age’s Lindsay Rittenhouse. “By extending Chinese New Year and strictly following government guidelines, it’s meant that life is more ‘back to normal’ now than any other client-agency ecosystem on Earth.” Read the story here to learn how local agency executives are beginning the recovery process.

Ad Council jumps into action

The Ad Council is teaming up with the White House, the Centers for Disease Control and Prevention, and the U.S. Department of Health and Human Services, to “provide critical and urgent messages to the American public,” the group said in a statement. These will be disseminated by media companies and digital platforms who have donated inventory on their TV channels, radio networks, social pages, outdoor space and other digital media. “National broadcast PSAs featuring the U.S. Surgeon General will communicate the ways Americans can protect themselves and those most at risk,” writes Jeanine Poggi. “That script, developed by Group SJR, will also be made available as a template for media companies to create assets with their own local and state public health officials.”

ViacomCBS, meanwhile, is using its airtime to explain the importance of social distancing with a push called #AloneTogether via the Ad Council. The push encourages people “to find comfort and connection through entertainment” and reminds people that social distancing doesn’t have to mean social isolation. Read more here. 

Is your phone spying on you? 

While technology is allowing widespread working from home, it may also take a darker turn as quarantines, curfews and lockdowns take hold in many areas around the country. The Washington Post is reporting that the U.S. government is “in active talks with Facebook, Google and a wide array of tech companies and health experts about how they can use location data gleaned from Americans’ phones to combat novel coronavirus, including tracking whether people are keeping one another at a safe distances to stem the outbreak.” The idea, says the Post, is to collect the data anonymously in aggregate to map the spread of infection. But as the ad industry well knows, privacy concerns are a major flashpoint with consumers.

Just briefly

PHD scores a win: Diageo chose Omnicom Media Group’s PHD as its agency of record across the majority of its global media business following a “closely contested review,” says Isabel Massey, the brand’s global media director. The review, which kicked off in September 2019, involved longtime incumbent Dentsu Aegis Network’s Carat. The incumbent agency had previously handled media responsibilities for North America, Europe, Latin America and Southeast Asia.

Life after Lesser: AT&T’s John Stankey sent a note to employees this week reassuring them on the future of the company’s Xandr ad unit following the departure of CEO Brian Lesser. “While I am disappointed Brian will not be with us for the next chapter, I want you to know that our commitment to making advertising matter has not changed,” Stankey, who is president and chief operating officer at AT&T and CEO of WarnerMedia, wrote in a memo obtained by Ad Age. 

Home cooking: Amazon is pausing shipments of non-essential products to its warehouses as it tries to manage its supply chain strained by coronavirus-related demand, writes Garett Sloane. But what’s essential might be up for debate. Among several Amazon Fresh items ordered by this writer, only one was limited: Kraft Macaroni & Cheese.

Feature Image Credit: GM

By Judann Pollack.

Sourced from AdAge

Ad Age’s Wake-Up Call, adaily roundup of advertising, marketing, media and digital news. If you’re reading this online or in a forwarded email, here’s the link to sign up for the Wake-Up Call newsletters.