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Goodbye, Junk Mail

March 8th, 2010 by Kip Cassino

Some of you may recall the report on e-mail marketing we produced last year. In it, we predicted a direct mail ad spending decline of nearly 40 percent within five years. Nearly a year later, the prediction looks to be right on  target. Delivered mail has dropped 250 billion pieces a few years ago to 170 billion pieces in 2009, and will continue to fall this year. The Postmaster General has called for elimination of Saturday delivery and closure of many post offices, to be replaced by kiosks at local retailers. As an interesting sidelight, mail boxes we used to see on every corner are removed from service when they receive less than 25 pieces of mail per week. As of the end of last year, half of those in service five years ago had been pulled from the nation’s streets.

The decline in mail volume has mostly been in personal mail — the letters and postcards we used to send to family and friends, the bills we used to pay. Advertising mail has not dropped nearly as fast … at least, not yet. As e-mail overtakes “snail mail,” the catalogs, marriage mail, and solo offers will increasingly follow suit.  Some will dispense with physical distribution entirely. Others will look to newspapers and magazines as replacements for the mail man.

We haven’t discussed the biggest anchor dragging our postal system down. Like most of our nation’s biggest manufacturers — the steel mills, the auto makers, and others — our Postal Service is heavily unionized, and carries a staggering overhang in employee pension debt. The ever-growing volume of pension demands restricts the Postal Service from changes it could make to remain more competitive. But changes will have to be made to the current situation, or the Postal Service as we know it will not survive.

When we published our report a number of negative responses reached us (all via e-mail, by the way). Among those challenging our forecasts the most were charity managers, who maintained that direct mail was just as good and useful to them as ever. It is poignant now to read about the number of these organizations finding new success with social media. We remain confident that direct mail ad spending will fall almost 40 percent between 2009 and 2014 — from $48.7 billion to $31.6 billion, nationwide. However, we take no pleasure in this forecast or the disruption it describes.

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Those Who Forget the Past…

March 1st, 2010 by Kip Cassino

Many of the online news services carried a headline recently, “Newspaper Local Web Sites Most Trusted Source for News.” The story behind the headline cited research recently completed for the Newspaper Association of America (NAA) by Comscore. Even though any self-promoting research must be viewed with skepticism, the Comscore results may well be valid. The problem is, it doesn’t matter. Unless the local papers can monetize their draw for news, they will still be shoved aside by other sites that can. Local newspaper sites that still depend on run-of-site static display for most of their online ad dollars will not see the increases in advertising that others who use search, targeted rich text, video and online direct will enjoy.

A long time ago (only 15 years, really … it just seems like longer now) newspaper research found another satisfying trend. The numbers seemed to show that when a person turned 35 or so, bought a home, and started to make a better than  average salary, he or she somehow morphed into a newspaper reader. It may seem laughable now, but it was an accepted industry fact back then. A few years later, research from Clark, Martine & Bartolomeo proved that this “fact” was absolutely wrong. The “Born to Read?” research showed that if readers were analyzed by year of birth instead of age, a very different picture emerged. Instead of some miraculous transformation, a generational change was occurring. Baby boomers read newspapers less than their parents, boomer’s kids read less yet, and so on. We now know their research was right. We see it every time newspaper circulation is measured.

Newspapers got on the Web early, but they weren’t very smart about monetizing their online presence. Instead, they offered many services (including news) for free. The theory was that these services would point users to the “core product,” i.e. the printed newspaper. Sadly, people who are used to getting something for free resist paying for it. Attempts to get money for online news have not been well-received. In the meantime, newspaper share of local online ad revenue has dropped by half during the last four years. So now newspapers have a conundrum: a trusted source of news that is hard to monetize. Rather than researching what they know and patting themselves on the back, they should be researching what they don’t know and figuring out what to do next.

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A CEO Who “Gets It.”

February 9th, 2010 by Gordon Borrell

I am very proud to announce that the recipient of the 2010 Borrell Award of Merit for “Innovator of the Year” is Colleen Brown, CEO and President of Fisher Communications.

We had a range of remarkable people to pick from.  As you can imagine, the Internet and all its apps afford a tremendous amount of creativity.  But remember that we had a litmus test for all of our awards – results, and financial viability.  We didn’t want to select someone who merely implemented a great idea or rose to their 15 minutes of fame on a groundswell of page views.  We wanted to select someone who, through some unusual feat, created something that not only caused us to say, Wow!, but also delivered sustainable value to their company.

That person is Colleen Brown.  During our opening session at our conference in New York Monday, we heard from Colleen’s vice president of interactive, Troy McGuire, that the company hit two milestones last month:  it now has more than 100 hyperlocal sites, and more importantly, surpassed a whopping 1,000 advertisers.  And they didn’t start launching those sites until August 2009.

We could have selected Troy or some of the other geniuses in the Fisher Interactive camp for this award, and they would certainly be deserving.  But frankly, we believe that it’s the CEO who creates the environment that spawns innovation, holds the bean counters at bay, and demagnetizes the interactive operations enough to allow it to grow in ways that traditional brand managers might thwart.

When you privately ask an interactive manager at a local media company to talk about the support he’s getting from the CEO, you sometimes get more expletives than accolades.   But I think this quote from Fisher’s senior vice president, Troy McGuire, says a lot.  “She’s been unflagging in her support,” he said.  “She has gone well beyond what a typical broadcast company CEO might do to ensure our success.”

What’s happening in Seattle and at other Fisher properties is counter-culture change.  And counter-culture change doesn’t happen with just lip service, or with a CEO who offers moral support and then lets the Interactive manager duke out the details.  Or when the new venture is starved of resources because the mothership is suffering a bad year.   Change may happen in the ranks, but it has to come from the top.

And at the top of this remarkable story is one remarkable CEO.  We’re very pleased to give this award to Colleen Brown.

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Our Innovator of the Year

February 5th, 2010 by Gordon Borrell

2010 Borrell Awards of Merit

We’ll announce our Innovator of the Year award in New York on Tuesday, and I’m sure the person who walks through the luncheon crowd to the podium will be a surprise.  One might think it would go to a Web site manager who’s done something different, or a developer who’s created an app that emits the aroma of coffee from a Droid when you’re near a Starbucks.

Uh, no.  It’s going to a chief executive at a traditional media company.  Saywhat? A stodgy, button-downed media CEO worthy of an online innovator’s award?  Don’t innovators become innovators despite executive management?

That’s exactly why we selected this year’s recipient for the 2010 Borrell Award of Merit.  Our winner has demonostrated a deep understanding of disruptive innovation, organized the company for optimum performance, and drove outstanding results.  The litmus test for all three of our Awards of Merit is financial results, not “coolness.” And the financial performance that this executive stimulated is a real head-turner.

In a column for Inside Radio last November, I plucked a few CEO’s ears for failing to even recognize the outstanding effort that their interactive directors were tackling.   Only one company — RadioOne — routinely described its online ventures in any detail.  Bonneville Broadcasting produced a snazzy 22-minute video to describe all the great things it accomplished, snubbing its online efforts with an eight-second mention.  Even TV executives spend very little time discussing online ventures in their annual reports and presentations.

By now I guess you figured I’m not going to name the person or even give any clues, but thanks for getting to the end of the blog anyway.  Suffice it to say that we’re selecting this recipient because we believe that innovation may start at the bottom, but too often gets thumb-squashed by bean-counting CEOs at the top.  This executive opened the doors wide and stimulated transformation in a way that I think Wall Street will sit up and pay attention.

We’ll post the recipient’s name on our Web site Tuesday afternoon — along with the names of three other companies who will receive awards.  But if you’d like the immediate scoop, I’ll Twitter a few minutes before the announcement.  You can pick it up at www.twitter.com/goborrell.

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Is CareerBuilder the Super Bowl Winner?

January 28th, 2010 by Gordon Borrell

During the Super Bowl you’ll see a commercial for one of the Top 5 local online advertising companies. That fact won’t be touted in the commercial, and you’ll be too deep into a belly laugh to realize that what you just saw represents an amazing success story for the newspaper industry. (If you’d like your belly laugh now, read on and I’ll give you a link to the commercial.)

The company is CareerBuilder, which has defied both gravity and business history to become the nation’s No. 1 recruitment Web site in terms of revenue.  Anyone with an understanding of disruptive technology would never have predicted this.  CareerBuilder has been tied to the newspaper industry via ownership (Gannett, McClatchy and Tribune) and by on-the-ground management. Everyone thought ownership by big newspaper companies meant that CareerBuilder’s destiny was to protect print help-wanted advertising, which peaked at $8.7 billion 10 years ago and didn’t even break $1 billion last year.  A decade ago, the likelihood of CareerBuilder’s failure against the unfettered Monster.com was high.

They were wrong.  Last year CareerBuilder hit about $550 million, 10% more than Monster.  According to our records, CareerBuilder was the fifth largest revenue-producer of all local online advertising companies we track.

Largest_local_advertising_companiesIf anything is worthy of a case study, it’s the determination of a few newspaper companies to become the biggest digital cannibal of all to their own recruitment advertising.  The war between the industry-owned CareerBuilder and its archenemy Monster.com is an amazing story worth deep analysis.  And after 15 years, CareerBuilder is definitely in the lead.

Perhaps the greatest expert on all this is Ira Gordon.   Ten years ago he became the Benedict Arnold of the newspaper industry, having spent 19 years helping the industry build and protect its recruitment advertising base, only to switch sides in November 1999 to become a vice president at Monster, the industry’s arch-enemy.

Shortly after that, Ira began showing up in local markets on behalf of Monster. He started off the free seminar for local recruiters with a flip charts showing that town’s newspaper circulation (inevitably down) and another showing its recruitment advertising rates (inevitably up).

While skirmishes between the newspaper industry and Monster had taken place since 1995, Ira’s move – and the deep loss of jobs during the dot-com recession of 2000 – marked the official start of the war.  He’s now a recruitment consultant in New York, and he now believes that CareerBuilder “has got to be called a success.”  With Monster having a formidable brand and being so close in revenues, however, he comes short of declaring CareerBuilder the winner.  “I’d call it a tie.”

“There’s absolutely no doubt that CareerBuilder has also catapulted itself into the No. 1 position,” he said.  “But that doesn’t necessarily mean their success will continue.”  Niche boards, like those run by trade associations, could be a significant threat to both job boards. “What I try to say,” Ira said, “is that niche boards have a natural audience that gravitate toward them.  The only thing the niche boards have to do is get their act together.  They haven’t done that … yet.”

Still, I believe it’s an amazing success story for the newspaper industry.  I can be a pretty funny guy during my presentations, and having spoken to thousands of newspaper executives over the past decade, I can tell you they are the least likely to give up a laugh.  They’re generally a serious crowd compared with the TV people (great hair, best dressed), radio people (more Hawaiian shirts per capita) and Internet people (more art or piercings per square inch of skin).

Which makes the Super Bowl commercials even more amazing.  CareerBuilder represents an example where the newspaper industry really “got it” and stepped out of the way.  You should vote for one of their commercials, and be thankful that some newspaper editor didn’t immediately axe the one marked “too hot for TV.”

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The Wayne Gretzky of Advertising

January 15th, 2010 by Gordon Borrell

When it comes to the future of local advertising, Dave Morgan is someone to watch.  He’s the Wayne Gretzky of the online advertising world – a guy who’s always skating to where the puck will be.  (He even looks like Gretzky.)  And in an interview we did with him recently, I found his thoughts on the future of local media right on the mark.

We interviewed Dave at the Grand Hyatt in New York last month as he was attending an advertising conference where the CEOs of Yahoo and AOL had just spent a lot of time talking about their biggest advertising opportunity:  You guessed it, “local.”

Dave will be back at the Grand Hyatt next month as a keynote speaker at our 2010 Local Online Advertising Conference.  You can see our interview with him on YouTube, or learn more about the conference here.

Dave has been at the forefront (in front of it actually) of ad-serving systems such as 24/7 RealMedia and Tacoda, which he founded and then sold to AOL for $247 million two years ago. He’s steeped in local media.  When I met him 15 years ago, he was general counsel for the Pennsylvania Newspaper Association looking for a way to get step into the Internet skating rink.

So where is local media headed?  “All too often,” he says, “we’ve always seen local as about channels – local is newspapers or local is radio or local is television or local is directories. But that’s not how things are happening in the emerging media economy.  It’s now more about the customers in the market as they’re trying to reach local and they’re trying to understand now how they work with all the different touch points to reach consumers and for the merchants to be able to best exploit their marketing dollars.”

Thought Dave is right, it’s not an easy concept for traditional media companies to grasp.  That’s why we’ve asked the people who are following that path – the Yodles, Local.coms, Reply.coms and other fast-growing local online advertising companies – to address the conference.  They’re offering local advertisers multiple touch points that in the end makes the phone ring or drives store traffic.

Dave believes we’re at a crucial point in the evolution of local media.  “It’s a really important time,” he says, “here in new York City, essentially the headquarrters of advertisers and marketing the world, to have a really important conference focused on local.”

I look forward to hearing more from Dave, and to seeing you there.

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The Jeff Jarvis Interview

January 8th, 2010 by Gordon Borrell

I had a discussion with author and CUNY professor Jeff Jarvis recently and was struck by his passion about hyperlocal journalism on the Web – something I’ve never felt had a sustainable business model.  You can see the interview on our YouTube Channel.

Jeff’s passion reminded me of a book I sent last year to Borrell Associates employees.  It was titled, “It’s Not What You Sell, It’s What You Stand For.” The book describes companies that not only have great products and services, but also a purpose.  Our purpose:  to save that noble enterprise called journalism.  As corny as it may sound, it’s what we believe we are doing.  We’re helping local media companies survive financially so they can continue to serve and protect their communities.

Jeff shares that purpose, though I must admit he wins the prize for being more passionate about it.

Jeff Jarvis discusses hyperlocal site profitability

Jeff Jarvis discusses hyperlocal site profitability

Jeff heads up the Interactive Journalism Program at the City University of New York.  I spoke with him in New York a few weeks ago as we prepared for his keynote address at our conference next month.  (We just posted a list of attending companies – we’ve got quite a diverse crowd interested in this topic.)   Jeff has always expressed a great clarity and strong opinion on the topic of journalism.  When I asked, “Why are you so passionate about this?” his response was, “Because I believe in journalism. Because I care about journalism.  I teach journalism.  I want journalism to not just survive, but to prosper and grow in the new world. And I believe it can.”

I believe it can, too.  But I don’t believe that it can survive on the Web without a viable business model.   And if it doesn’t, and if more newspapers shut down or local broadcast TV stations cease their newscasts because they’re too expensive to produce, the bright light of good journalism will get dimmer and perhaps become so intertwined with commercial messages as to become powerless.

Is the Web a viable replacement?  Can it — as Jeff says — not only survive on the Web, but prosper and grow?  I think so.  And I think the Web might be an even more powerful educator and equalizer in society.

But it won’t get there unless we make it financially viable.  Jeff’s panel at our conference includes some people who are generating enough revenue to not only keep the sites running and pay editors and journalists, but also turn a profit.  We’ll be posting a video interview on our YouTube channel next week with one of them — a remarkable story from Fisher Broadcasting seeing financial success with dozens of hyperlocal sites in Seattle.

These are the people with a purpose, and I’m very eager to see them succeed.

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Mobile DTV? Watch WRAL

January 4th, 2010 by Gordon Borrell

First off, Happy New Year.  I hope you had a good holiday and are as eager to get back to work as I am.

Next, I wanted to suggest that you brace yourself for an onslaught of news from this week’s Consumer Electronics Show in Las Vegas.  The show will churn out a lot of hype about cool devices that deliver mobile video. I imagine local broadcast executives will be busy forwarding articles from the show to their editors and programmers with the notation, “What are we doing about this?”

An appropriate reply might be, “We’re watching what WRAL does with it.”

If anyone in the local broadcasting business wants to stay ahead of the curve, the easiest way is to watch and then copy WRAL-TV in Raleigh.  If you think local TV is defined by its enormous broadcast towers, news choppers, remote satellite trucks and digital news broadcasts consider this:  WRAL has the tallest tower east of the Mississippi, was the first station in the country to buy a news helicopter, the second to broadcast via satellite truck, and the first station to go digital.  Live video on mobile phones?  Old hat to WRAL, which has been doing it since 2007.

Its latest worth-copying venture is an aggressive foray into mobile digital television. City bus riders are already watching WRAL as they tool along the streets of Raleigh.  How cool is that?

But is there enough money to support mobile DTV?  “We’re looking five, 10 years down the road,” station vice president Jimmy Goodmon says in Monday’s Wall Street Journal.

In other words, not today, but certainly in the near future.

U.S. Mobile Advertising Spend 2005 - 2014

U.S. Mobile Advertising Spend 2005 - 2014

While everyone else is throwing out big numbers for mobile advertising, I continue to encourage broadcasters to pay close attention to two things:  a) the “local” portion of the numbers, and b) the “video” portion.   Yes, mobile advertising approached $2 billion last year and will probably hit $3 billion this year.  But the amount spent by local advertisers is barely 20% of it, and the amount spent on local video is 12% of that….meaning local mobile video advertising won’t crack $100 million this year, or barely 2% of all mobile advertising.  By 2014, we are forecasting that it will hit $1 billion, for a 10%share of all mobile advertising.  (For more detail, you can download the free mobile advertising report we released last month.)

I’ve been to Raleigh a number of times over the past few years to meet with Goodmon and his staff.  They are absolutely the most forward-thinking, positive-minded, innovative set of local TV operators I’ve ever run across.  That’s why I’ve asked Goodmon to speak at our conference next month in New York.  WRAL is definitely worth watching.

Does this mean local media companies should sit back and relax, or rush out and create agreements with city bus lines, local gas stations, or other outdoor venues?  I’d say it’s definitely time to experiment for those in the Top 50 markets, mainly because of competitive issues.  But I’d also warn that it’s best to get realistic about the advertising support that will undoubtedly lag the audience.  The vast majority of local mobile advertising in the next few years will come from text-based applications, not video.

It’ll be great to hear what’s working and what’s not during our Feb. 8-9 conference in New York.

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Google-Yelp … Nope!

December 18th, 2009 by Gordon Borrell

Google’s rumored $500 million offer to buy Yelp, a site offering consumer reviews, drives home my longstanding belief that the major portals — Google, Microsoft and Yahoo — are becoming the national networks in search of local affiliates like an NBC, CBS, ABC and Fox.

But while the deal apparently fell through over the weekend, I don’t think this it would have been a game changer because Yelp misses a key element: Local salespeople, or at least trusted ones. Just Google “Yelp salespeople” and you’ll understand the stickiness of this situation.

Our conference in February features an entire afternoon exploring these evolving portal-local media relationships. “Partnering with the Portals” features key executives from Google, Microsoft and Yahoo! who are in charge of developing relationships with local media.

Fasted Growing Local Online Marketing Companies of 2009

Fastest Growing Local Online Advertising Companies of 2009

Yelp is indeed a marketplace force. Its numbers weren’t previously made public until last week’s speculation of it being a $50 million company in 2009. While its estimated growth rate — if true — would put Yelp in the Top 5 fastest-growing local online advertising companies in 2009 at 66% growth (see chart), it still doesn’t make our list of the largest.  Craigslist, for instance, has twice the revenues as Yelp.  With a Google deal for Yelp, that might change.

However, I view very few things as “game changers,” and despite its potential magnitude I don’t think this would have made the list. Google has had a tough time making itself look local. Acquiring Yelp would have tied together two very important ends: Google and individual consumers. Real people.

But what they’re missing is an army of real salespeople. Local advertising is sold, not bought, which is to say that SMBs really do need a local sales force to hold their hands. They may go online after midnight and buy AdWords with credit cards, but eventually stop buying because they don’t have enough time to manage the account or understand whether it’s actually working.

It takes a local sales force, and it will take a different type of partnership for Google to really become a local advertising powerhouse. It’ll need to acquire a company with a fairly large local and reputable sales force.

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5 Things to Watch–and Act On

December 14th, 2009 by Gordon Borrell

We have issued our Top 5 recommendations for local online advertising in 2010. They’re pretty straightforward:  Identify and copy the fastest growers, start partnering with other companies, offer “promotions” services to advertisers, monitor but be cautious about mobile, and dive into video advertising. But I thought I’d also offers some predictions for 2010 that might startle you.

First, I’m excited to announce that we have a new list of speakers we’ll be announcing this week for our Feb. 8-9 conference in New York. In the spirit of identifying and copying the fastest-growing local online advertising companies, we’ve gone to the trouble of identifying them for you — and getting their top executives to stand up at our conference and tell you why they’ve become the new darlings of Main Street.  We’ve also secured speakers from companies like Fisher Broadcasting, which has launched 43 hyperlocal sites in Seattle that are fast becoming profitable, as well as leading revenue producers in email, video, promotions and paid search.  Wait ’til you see the final agenda.

OK, on to the startling things.  I believe that 2010 will see a clear divide between the local media companies that are crossing the gorge and those being left behind.  Positive growth in Internet revenues will be the delineator.  Those who continue to see declines will clearly have tied their Internet operations too closely to their legacy media companies or will have formulated products that don’t resonate with Main Street advertisers.  Other predictions:

Largest Local Online Advertising Companies, 2009

Largest Local Online Advertising Companies, 2009

1.  Newspapers rebound.  Look for a 2-4% increase in newspaper ad revenues next year.  Smaller papers might fare better.  Those who make the digital transition will see up to 20% of their total ad revenues coming from the Internet next year.  The Yahoo-newspaper partnerships will generate $200 million to $300 million in geo-targeted banner sales.

2.  Local Internet advertising grows 5-9% next year, making it harder than ever for many companies to ride whatever tide is left.

3.  Mobile advertising skyrockets (on a small base), but local ad buys remain short-term and experimental.

4.  Cable companies dive deeper into local Internet sales.  Look for acquisitions and partnerships like we saw with the Yellow Pages in the early to mid-1990s.

5.  Yellow Pages continue a precipitous decline, high single digits but perhaps double digits for some.  Meanwhile, their Internet revenues will grow to comprise one-fifth of ad revenues.

Predictions are no more than educated guesses, so I really didn’t want to spend too much time on speculation.  The recommendations are key to what I think you should be watching.  The largest local online advertising companies are interesting to observe, but the fastest-growing ones above $25 million in revenue are the ones worth studying — and copying.

I hope you can make it to our conference.  We’re going to spend a lot of time dissecting these companies and learning why local advertisers have become so enamored of what they’re offering.

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