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Media and marketing services group ENGINE has partnered with data intelligence company Clickagy, to launch a capability called 'Attitude Based Audience, which uses survey research to reach consumers online '25% more effectively' than traditional audience targeting solutions. ENGINE's audiences currently span auto, financial services, health/pharma, lifestyle and tech, and audiences can be activated through direct integration with a preferred DSP (demand-side platform), or through DMPs (data management platforms) such as Nielsen, LiveRamp, Eyeota and Neustar. Clickagy offers more than 3,000 pre-made audiences of real-time consumers, by collecting real-time, granular data directly from the source. The firms' new 'Attitude Based Audience' capability draws on ENGINE's research and data competencies and Clickagy's data intelligence assets, in order to build audiences through first-hand consumer testament. ENGINE takes a representative sample of consumers that express the attitude, intention or sentiment an advertiser is attempting to target, and then uses machine learning to identify the digital behavior in Clickagy's platform that provide the strongest signal of those desired attitudes, intentions or sentiments. Harry Maugans, founder and CEO of Clickagy, says the launch will enable marketers to reach curated segments of consumers based on their observed interests, as well as purchase intent and preference. Andy Davidson, who leads data strategy and analytics for ENGINE Insight, adds: 'We have developed a better way - rather than making subjective inferences regarding what digital behavior suggest about a consumer's preferences or intentions, we leave it to the consumer to express intent or preference and then we find the behavior that best signal it.'

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The question of “how many intermediaries are actually necessary?” is ringing louder than ever, and to some extent SSPs and DSPs are trying to usurp each other’s positions as there may not be room for both parties.

Digital Media

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It's become fashionable in some circles to say TV is dead, but perhaps the definition of TV is dead, says Scott Schiller, EVP and General Manager Ad Sales and Marketing at NBC Universal, in this interview with Beet.TV. Instead, NBCU is focused on showcasing to brand partners its multiplatform approach to marketing content, he says. The media giant has built a content studio and uses that to create custom content for brand partners that can be distributed across its digital ecosystem. That lets NBCU rely on its assets and sound stages, for instance, on behalf of marketers. As an example, NBCU worked with Sabra to introduce a guacamole dip via a series of parodies of cooking videos that it pushed out across its digital platforms. "We had great results with that in driving customers to purchase Sabra dip," Schiller tell us. Schiller says that what brands want from media partners is premium content, quality data about customers, and also premium distribution. He adds that NBC was able to do bring that all to bear recently for the Olympics by working with SnapChat and BuzzFeed to create content advertisers could participate in. This video is part of Beet.TV’s coverage of the IAB MIXX Conference, 2016, presented by The TradeDesk. Please find additional videos from the Conference here.

Digital Media

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End the year on a postivite note with Asia Partners report 2019 that elicits the success metrics and needs of the the tech business ecosystem in Southeast Asia.

Digital Media

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During the 2010s, premium publishers lost ground to the platforms, ad tech companies and low-quality content producers. Advertising revenue dried up for many publishers, as programmatic “pennies” overtook direct dollars. The platforms saw significant growth while many publishers retrenched, merged or went out of business. As marketers prioritized the cheapest impressions rather than the best ones, a window opened for fraudulent or low-quality content creators to flourish. How did this transpire? Publishers largely sat back and let things happen to them, rather than rising up to control their destiny. To change this course in the next decade, publishers must lean in to actively influence the direction of the industry. Let the 2020s be the decade where publishers take control.

Digital Media

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Public backlash against Big Data is forcing advertisers to seek alternatives to the walled gardens. --- De-risking from the duopoly However, media buyers and independent ad tech, both buy- and sell-side, have made attempts to reduce their reliance on the industry’s biggest names. “A lot of the agencies are constantly evaluating where investments are going, and asking what exactly do they get in return,” said one media agency source, who requested anonymity because Big Tech is a client. “To make sure we’re not just consolidating into those two partners, we’re always trying to find the partners, vendors or publishes that we can work with that can replicate the output of those types of companies.” Recent years have seen several such initiatives led primarily by the independent ad-tech sector with the Advertising ID Consortium, The Trade Desk’s Universal ID push plus Prebid on the industry’s sell side. Rubicon Project CTO Tom Kershaw, who’s also co-founder of Prebid, said publishers want to reduce their reliance on companies such as Google both in terms of ad spend and software. “Things have changed over the last two years, as people want to take control of their actual tech stack. A lot of the advertisers want to have full visibility into the processes of how things are working, such as how they run,” he explained.

Digital Media

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"Too often, advertisers pressure their agencies to buy YouTube and Facebook, as they believe they can get the highest reach by tapping into these two channels. Advertisers should consider a multi-channel approach – there are a number of premium video opportunities outside of the walled gardens that bring additional benefits such as audience data, exclusive audiences, and content relevance that buyers wouldn’t have access to otherwise, not to mention brand safety."

Digital Media