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Archive for the ‘Media’ Category

5 Things To Do in Mobile

Friday, October 7th, 2011

Our 2011 Local Mobile Advertising Conference in Chicago Oct. 2-4 was packed with statistics on mobile usage both by consumers and advertisers, as well as real-world examples from more than two dozen media companies in the newspaper, yellow pages, TV, radio and Internet pure-play space.

It was easy to be overwhelmed with ideas and opportunities. So Borrell Associates President Colby Atwood and I sat down at the end of the 2½-day meeting and summarized the most important observations in a session entitled “Five Things to Do Next.”

  1. Because the opportunities today seem to be yielding relatively small dollars, know the size of the market you’re chasing.  It’s easy to put way too much effort into a market segment that might deliver far less revenue than the expenses required to cover it. Our research shows that the total local mobile advertising expenditure for 2011 will be in the neighborhood of $788 million, and the majority of local markets are seeing less than a half-million dollars each. That will grow 103% next year, but it’s always best to get realistic first about the underlying dollars that support your mobile efforts.  Note:  to see my opening statement with our 2012 local advertising forecast, which includes this data, click here.
  2. Take a very close look at mobile marketing’s geofencing capabilities.  We believe that this may hold the biggest promise for local media companies.  The presentation by Placecast CEO Alistair Goodman highlighted case studies showing businesses that sent text messages to people within the vicinity of their store, getting 73% of them to actually come in and 65% of them to purchase something.  Even more interesting was the fact that 49% of those who responded to the opt-in text by coming into the store hadn’t planned on coming in.  That’s extremely powerful, and hints of an entirely new method of “push” marketing based on consumers’ proximity to a store location.
  3. Participate in mobile ad networks like those offered by AT&T Interactive, xAd, Where.com, Verve and others.  With mobile inventory growing exponentially, local sales forces may not be able to keep pace.  So it makes perfect sense to link into the mobile networks, which are reporting significantly higher CPMs than traditional online ad networks.
  4. Invest in training, especially with sales forces.  Our surveys indicate that 48% of smaller local advertisers surveyed intend on participating in mobile marketing this year.  That’s very high.  Sales reps should be tuned into this interest and adequately trained to answer their questions.  In addition, the consultative sales approach — or “agency approach” — to selling is going to be vital.  We heard four local advertisers tell us during the conference that the “best” sales rep they ever encountered was trustworthy, honest, and helpful.  Not pushy, persistent and persuasive.
  5. Don’t forget that mobile devices are rapidly becoming video-centric.  We heard stories about pre-roll inventory on TV websites being sold out, and being sold at CPMs north of $70. With the rapid transition of video viewing over to mobile devices, there is likely to be a great deal of opportunity for 10-second pre-roll and post-roll on video programming.   The CPMs alone should be enough to commit a fair amount of resources to building out video programming.
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Will Mobile Advertising Grow Stale?

Monday, August 1st, 2011

I chuckled when reading a recent article entitled “Why the Pipes are Broken in Mobile Advertising” from that venerable industry magazine, Advertising Age.  The article cited eMarketer’s estimate that mobile ad sales were close to $1 billion and went on to quote ad agency execs bemoaning the constrictions around mobile advertising. (Borrell Associates, on the other hand, is estimating that mobile ad spending close to 10x that – perhaps because we’re closer to the actual source, local – not national – advertising.)  The article went on to quote an executive from Ogilvy who indicated that, until mobile can be bundled into really big deals by the big agencies, it will be stuck at the margins of ad spending.

It’s an interesting theory, but it doesn’t hold water. In fact, it resembles one of the recurring nuances of disruptive innovation:  When faced with a disruptive innovation in their marketplace, the leaders of incumbent industries grossly underestimate the size of the disruption.  Call it denial.  Call it the Goliath Syndrome. It happened to the vacuum tube industry when disrupted by transistors in the 1960s.  It happened to IBM when mainframe computers were disrupted by minicomputers.  And it happened to Kodak when silver halide film was disrupted by digital photography.  (Oddly enough, it happened to a lot of ad agencies who denied the viability of the World Wide Web throughout much of the last decade, paving the way for digital-focused agencies like Tribal Fusion, Razorfish and Burst Media to steal clients.)

The Ad Age blog suggests that until the Madison Avenue agencies wrap their heads around mobile, nothing much will happen. The fact is, a great deal is happening right now, but the big agencies are not observant enough to catch or notice the trend. Smaller businesses – the fabled SMBs – are leading the charge to mobile because it can fill their stores and cafes. Bigger businesses, the ones smart enough to see what’s happening, are turning the reins for mobile campaigns over to their local branches and franchisees.  Bigger things happen at the local level.

The 20th century notion of big, one-size-fits-all marketing campaigns is wilting against a tailored, locally-centric approach.  Campaigns depend more on local opportunities than on global/national planning. Advertisers that are accustomed to making their marketing decisions in the board room will have to depend more on their local management.  Some takeaways from the new world of 21st century marketing:

  • The old notion of promotions vs. advertising is dying quickly. Smaller businesses don’t recognize those boundaries. To them, anything they spend money on to bring customers in is in the same bucket, and they want definite proof that it worked before they’ll try it again.
  • Customers are busier than ever. Their mobile phones have become vital communications and transactional lifelines. They don’t want to wait until a specific time to watch their favorite shows. They want to download them and watch them when it’s convenient. They don’t want to accept a retailer’s price; they want to use mobile devices in the store to compare prices at other retailers.  They simply don’t have time to drive around from store to store anymore.
  • Coupons and deals are the watchword, and they are moving online and to mobile. Even though coupon redemptions are hitting record rates, the number of printed coupon “drops” in a market continues to fall. Their digital replacements are easier to find, store, and use.
  • Deals and other payout-guaranteed promotions may be the long-term face of local marketing.  The idea of getting a check for your marketing efforts that grows as they become more successful is very compelling.

Of course, the buyers from big agencies (and their bosses, as well) will strongly dispute each of these points.  They will talk about strategic initiatives, share of voice, imprint accumulation, and all the other terms that have stood the test of time. It won’t matter. These terms are anchors to the past. They grew and flourished in a world where people had fewer choices and advertisers fewer options.

Today’s marketers need wings, not anchors. By the time the old guard acknowledges the scope and breadth of what’s happening every day in online marketing, no one will be listening.

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A Must-See Webinar

Thursday, May 26th, 2011

Eighteen media executives embarked in April on a cross-country journey to tour top-performing local online operations. What they found was a remarkable pattern that every local media company should stop and examine. I highly recommend the one-hour webinar that summarizes those findings. You’ll find the link at the bottom of this posting.

What qualified these operations as top performers wasn’t what you typically hear from speakers at conferences: cool projects that drove spikes in web traffic or innovative ways of using Twitter. They got right to the nuts and bolts: The money. The “Innovation Mission” executives studied the underlying strategies for sales and content that drive these companies to vastly outpace the industry in revenue growth.

The coast-to-coast tour had them visiting a mix of TV, newspaper and pure-play Internet companies in the U.S. and Canada. The most common characteristics they found:

  • An obsession with training on both the sales and content sides
  • Traditional-media reps successfully selling digital products (with some exceptions)
  • Digital-only salespeople delivering the most revenue growth
  • Compensation & bonus plans that are critical to achieving goals
  • Vast networks of community content contributors

Before I go on, I wanted to clarify statements I’ve been expressing for the past decade about what types of operations drive the most revenues. I have an unfair advantage in this observation because Borrell Associates maintains a revenue/expense database of more than 4,800 local online operations in the U.S. and Canada. I can literally see the top performers – those making as much as 10 times more than their peers. And I know what they’re doing differently.

The clarification involves my adamant belief that online-only reps are a necessity for local media companies that want to be top performers. Somewhere in that admonition people have heard, “Traditional media reps can’t sell online advertising.” Not true. Traditional reps should be employed to sell digital products to the greatest extent possible. That’s Job 1 for any radio, TV, yellow pages or newspaper company with a valuable on-the-street sales force. But if a company relies exclusively on these reps, they’ll wind up being exactly average in terms of revenue performance. And who wants to be average? Remember – I’m looking at those with exponentially more revenues. And those companies – like the ones on the tour – are adding digital-only reps at a rapid clip.

At one of the stops on the tour, the manager said 70% of digital sales came from traditional (TV) reps in 2009, and that he anticipated it would be down to 45% this year. The greatest growth, obviously, is coming from the digital-only staff. And you can bet those reps are building a new customer base while the TV reps are relying heavily on existing customers.

Among the stops were hyperlocal pure-play company Examiner.com in San Francisco; KSL-TV and Deseret News in Salt Lake City; Dow Jones Local Media Group; Journal Register Co.; and Metroland Media in Toronto. It was sponsored by Suburban Newspapers of America, one of the few trade associations in the country that looks outside its membership when trying to provide expertise about what’s going on with the Internet.

I highly recommend this webinar. The association has made it available for non-members at a cost of $79. You can access it by clicking here.

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