Tag Archives: audience on demand

Rubicon 2nd Annual Agency Trading Desk / Adweek questionaire

The latest Adweek Europe – Rubicon 2nd Annual Trading Desk panel was preceded by a questionaire covering growth, strategy and the odd personal question! The panel showed again that there is no slowing in the programmatic business although everyone is approaching it slightly differently. The most extreme being Xaxis who have moved away from being an ATD and becoming more an Ad Network.Image

 

SEARS: What flavor ice cream best describes your management style?

BERTOZZI: Cookies and cream – you have to take the crunchy and the smooth.

SEARS: On average in the EMEA market — out of each $1.00 spent on media (all media, not just digital) by one of your advertisers, how much today is spent on automated or programmatic channels?

BERTOZZI: $0.04. Definitions of programmatic vary wildly so making comparisons between organizations can be difficult.

SEARS: What will this number be in 2015?

BERTOZZI: $0.08

SEARS: Describe how most media (all media, digital + non-digital, non-programmatic media) is bought and sold today.

BERTOZZI: Planning and buying is still largely a non-automated business in the context of digital exchange trading. All channels use technology to facilitate processes — DDS in TV as an example. The true interaction of buyer and seller through a tech platform is limited to Search, API work across Facebook, Twitter and LinkedIn, etc. and exchange trading.

Planning is still being driven by offline systems that set the picture to be interpreted online. The shift to programmatic means advertisers are creating portraits in real data that we can immediately execute across the digital ecosystem. The Data advertisers own online and CRM data, combined with publisher data and the tech to join them up will drive the next stage of data planning.

SEARS: Tell us the about the EMEA operations of VivaKi:

BERTOZZI: VivaKi is the global leader in digital advertising solutions working with Publicis Groupe agencies to help them and their clients navigate the evolving and chaotic media landscape. We focus on the three areas of Addressability, Dynamic Interaction and Data. Our EMEA operations span 17 markets and are delivered through a combination of people on the ground locally, supported by a central Activation Centre based in Amsterdam and regional leaders of our Platform and channels.

SEARS: Please tell us:

SEARS: Percentage increase, managed budget (media spend) 2013 vs. expected 2014 for EMEA:
o BERTOZZI: 70%

SEARS: How many employees are there in EMEA?
o BERTOZZI: We have a total of 90 people working across 17 markets in EMEA

SEARS: What countries are you entering in 2014?
o BERTOZZI: We realized very aggressive growth plans for 2013 launching two regional Activation Centers — firstly in Amsterdam to scale AOD across EMEA with the launch of an Activation Center in Singapore towards the end of 2013 to drive growth of AOD across Asia Pacific.

We have seen significant growth through the Activation Centers and have a number of further market launches lined up this year. In addition we are also planning to expand the number of markets across UAE through our Activation Center in Dubai.

SEARS: What are VivaKi AOD’s three biggest initiatives in EMEA for 2014?

BERTOZZI:

1. 2013 saw us implement aggressive global growth plans with rapid expansion across a number of markets and 2014 will see continued investment in developing these markets into programmatic leaders. Every market from London to Moscow is on a curve of programmatic sophistication and so we are running at different speeds across each of them. Education of agencies, publishers and shared knowledge through the AOD Platform helps everyone accelerate.

2. We are launching a major development of VivaKi Verified, our proprietary process that rigorously reviews all media, data and technology partners across client critical needs to ensure the highest level of brand safety, consumer privacy and client data protection. We will create our own Quality index across every one of our URLs and as an example will combine leading data suppliers in the area of viewability. This will continue to provide reassurance for advertisers as well as a whole new way of targeting campaigns day-to- day.

3. SkyScraper is our Groupe data warehousing proposition — a single data store with 95% of Publicis Groupe spend data, adserving data, DSP data and third party data. This is an infrastructure we have been working on for a number of years and will become very much front and centre of operations in 2014 as we continue to grow out data sophistication.

SEARS: By 2015, what percentage of total media spend in the EMEA region across your holding company will be programmatic?

BERTOZZI: We estimated at around $0.08.

SEARS: To reach a higher adoption of direct order automation and use of the programmatic channel, what are the major impediments to overcome?

BERTOZZI: I believe that there are many companies who are pushing for direct deals / programmatic premium or whatever the latest buzz word is. I actually don’t think things have moved forward much in 12 months. The idea of private market places has moved forward very fast and is a large part of what we do in AOD, but the idea of a single IO line item being delivered to a single media owner at a set CPM is less prevalent.

There still needs to be tech development and alignment. For example there have been a couple of occasions where AOD wanted to push a large block of spend across some premium publishers and we could not get the money away as the publishers were not ready to accept it. Part tech issues, part inventory.

SEARS: How are RFPs used between your operating agency clients and your trading desk? What does a “Programmatic IO” or a “Programmatic RFP” look like?

BERTOZZI: I think we are in danger of building this unique process and infrastructure around programmatic. We need to remember this is still planning and buying and ultimately starts with an advertiser and a brief. Initially briefs are focused on our clients’ challenge and it is our job to build out a strategy that answers that. The tools and techniques we use vary, real-time data instead of offline static data etc. but the goal is the same.

As we work with advertisers we work on deeper and deeper strategies that move away from a line item to a platform for their digital advertising. The sooner we do that, the better the results.

SEARS: What should top comScore publisher CROs do to build their direct order automation and programmatic selling with your trading desk and operating agencies?

BERTOZZI: First of all every publisher needs to break down their own siloes. It is vital that they set up their internal adservers to manage the sale of inventory to the best bidder, not carve off inventory to direct sales and then pump the rest out. We as buyers in programmatic should compete with their internal teams for the best of the best.

Publishers need to align inventory and creative product development with the programmatic space from the outset. Start to shape the business around it early in the planning cycle so the company slowly evolves over time.

Publishers need to know their data intimately; they need to value it so they can have discussions with a real stance on how they think they stack up versus the market and where possible have evidence to back it up.

Employ the right talent to be able to do all of this. There are still too many companies with the wrong balance of people calling the shots. Agency trading desks, independent trading desks and others are all tooling up in this space so if publishers don’t they will be at a disadvantage.

SEARS: Why is direct order automation so important? Is it important?

BERTOZZI: Being able to combine a Publisher’s first party data, with advertiser data across premium inventory is going to be very important for this business to evolve. Managing where and how spend is delivered has always been important to advertisers but I believe there is still a lot of hype in this space and mainly generated by those with the most to gain.

SEARS: What countries in the EMEA region are the leaders and laggards in programmatic?

BERTOZZI: There are no laggards; there are countries that live with different pressures to others and those that have a particular client base. We have seen the UK and France expand rapidly. This time last year we were all bemoaning Germany but we have seen considerable expansion there as well now.

We are expanding with new markets, all hungry to be part of the revolution which is very exciting, but in every market we have to take our time and move as fast as market conditions allow, all the time educating and demonstrating benefits.

Tell us a bit more about you:

SEARS: If you could choose a movie star to be the global head of your trading desk, who would you choose and why?

BERTOZZI: That’s easy. It would need to be a superhero. Let’s keep it simple and call it Superman. They have to fly around a lot, be able to resist the slings and arrows of the industry but never tire and want to change the world for the better! The X-ray vision would come in useful to see through the bullshit.

SEARS: If you could travel for pleasure anywhere in the world, to a place you have never been, where would you go?

BERTOZZI: There are too many places, but somewhere remote, with sea and mountains, and ideally somewhere without a connection so I can for once switch off from the emails!

SEARS: If you were trapped alone on a desert island and needed to choose one ad holding company CEO to accompany you ( other than your own holding company CEO), which CEO would you pick and why?

BERTOZZI: That would have to be John Wren, for rather obvious reasons!

SEARS: What is your favorite restaurant in the world?

BERTOZZI: It has to be the crazy, authentic restaurant in my home town of Cesena that I have been eating at all my life.

- See more at: http://www.mediabizbloggers.com/rubicon-project/Marco-Bertozzi-of-Publicis-VivaKi—-The-Jay-Sears-Interview.html#sthash.SeUTbeJa.dpuf

 

About these ads
20131230-194226.jpg

2013 – A year in review – BertozziBytesize

20131230-191719.jpg

2013 passed in a blur, the way the industry was evolving and our own business here at VivaKi meant we saw a frenetic pace from start to finish.  It seems a world away that VivaKi restructured to be more out facing to the wider Groupe, the question marks on how we would survive and adapt answered by the end of 2013 and the future opportunity laying itself out ahead of us into 2014 is a positive one.

VivaKi now works with more agencies than ever in the Groupe and we have pulled together representatives from all media and creative agencies to work on our Ventures team, our focus as a product, data and services team in Publicis is really bearing fruit now with the incredible data warehousing solution of SkySkraper and the AOD platform now working with all the VivaKi Verified DSPs being accessible to all. The VivaKi data story has evolved at an incredible pace and having road tested on some of the world’s largest advertisers I know we are on to a good thing.

On a personal note the combination of new business, new markets, AOD growth generally and VivaKi representation at some of the major events from Istanbul to Google’s CAB in San Francisco meant that the days remained full to the brim. Just how I like it. The range of events this year has been more varied,  I somehow ended up missing the main programmatic season in September but it was great presenting at both Client Advisory Board events for Google, OMMA RTB event, more recently the Future of TV event and a really enjoyable session at Marketing Society in Ireland amongst others. The programmatic bug reached Istanbul at Webit where we talked RTB at their big event as well as a few London sessions and a turn at Festival of Media.  As well as industry events we held publisher days in Amsterdam, Milan, Istanbul, Madrid. The pace of change amongst publishers in RTB is significant across the region and these events are important to keep up good dialogue.

20131230-184822.jpg

20131230-185307.jpg

20131230-185417.jpg

20131230-185842.jpg

As the year progressed I think the most enjoyable trend was one of growth into more creative ways of using programmatic. Audience On Demand spend has leapt forward on the back of brand advertisers moving into the space and seeing the opportunity. Larger formats, the ability to combine data, viewability and fantastic inventory across all channels has opened up a massive opportunity for everyone. Brand advertisers can now see the benefits and are getting behind it, it is so great to see.

VivaKi and Audience On Demand launched three global Activation Centers in Amsterdam, Singapore and Dubai, creating a new way of providing first class product and service to our major advertisers. The Activation Center in Amsterdam now carries campaigns from 10 markets, that is from something we set up in May! The world is adjusting and I am proud of this particular development because we have not just done what we always do, we rewrote the rules and it’s working.

The press has been in overdrive with stories of clients doing everything themselves, taking it in house etc. It has been the busiest I have ever known it. I am sure those themes will continue on into 2014 and we will see some companies either try and do something themselves or use there parties like DSPs to support. People will experiment, as far as I am concerned Audience On a Demand need to have an offering we believe in, we want to work closely with publisher partners and agency partners and then the rest will play out. The scope of what we are building gives me a lot of confidence that we can show advertisers all the reasons they need to work with us. Part of that is transparency and again I am sure there will be more on that. My understanding is that ISBA will be doing more in this space which is great. 

The incredible pace of IPOs and sales in 2013 has been mind boggling, lots of the big names have taken the plunge and so I imagine we will continue to see a lot of press and growth from them as they justify their business models, the 60+% margins now all on show in accounts helps to demonstrate how they are running versus our own offerings when talking with advertisers,
Especially those who continue to offer blind, flat cpc, cpm offerings. Finally I think more advertisers are understanding the market now so I hope to see some rules often applied to trading desks, at least AOD anyway, being applied to these companies. That can only be a good thing.

Apparently 2014 is going to be the year that advertisers only pay for Ads that are watched or seen. This is a great step forward, I hope this applies to newspapers and TV and outdoor? I assume it will be since that would be unfair advantage! Perhaps that explains the total imbalance of pounds spent on newspapers vs their share of consumption?  I am all for viewability, let’s just agree how and what because we have the answer to why. Many different providers, tech companies, more pivoting than the Royal Ballet makes life complicated for everyone, we need to see a concerted effort to try and create some standards.  Talking of standards the Digital Trading Standards Group sprang back to life at the latter end of 2013 which I hope is a good thing. I have been involved for many months and it all appeared to be getting a little out of hand, some common sense and reason has returned to make it something palatable for most so I expect to be seeing and hearing more in 2014.  In the same vain ISBA wants to work with some parties to evaluate the whole trading desk area. If they lead then we are happy with that, one thing that will be questioned strongly will be the involvement of an auditor and a main competitor to the trade desks as advisors, that’s not an ideal scenario and should really not involve anyone with skin in the game. That’s for 2014 I guess, it will go on the list of challenges!

All in all though 2013 was a fantastic year, the VivaKi, AOD teams have grown in size and strength and we are working with more advertisers than ever and seen 100%+ growth. I am personally excited to be working closely with markets like Turkey and Eastern European markets that are on a steep trajectory. The leaders of VivaKi across EMEA are shaping the market and doing a fantastic job which gives us great strength and depth. 

20131230-190117.jpg

We enter 2014 with an early flight to CES, the largest most diverse and tech driven conference of the year. VivaKi as ever will be leading their VivaKi Bright Lights agenda, and all of our partners will descend for a 24/7 packed few days.  As we move through the year I am sure the POG agenda will accelerate and I think that will be incredibly exciting and I am so pleased to be working through such a mammoth event, a landmark in advertising and media history. It will create opportunity, buzz and of course the world’s largest advertising and media business!  I am looking forward to VivaKi involvement throughout.

What else will the year hold for us all?

Less buzz more substance
Transparency debate affecting Independant RTB networks more strictly
Mobile growth on the back of equalisation of all the point solution offerings
RTB becoming all media not just performance with most brand opportunities such as homepage takeovers etcetera becoming the norm

It’s been another amazing year in digital. Thanks to all the VivaKi teams, thanks to all our partners, and basically all the great people we work with across the business. Our agency brands have been incredible as ever at ZenithOptimedia, SMG, LBi, Razorfish and we are really looking forward to 2014.

Four years ago today…

Image

I wrote my first blog. I had no idea what I was getting into and where it would lead. It appears that four years later I have written 196 posts, most of them home grown content, I could never have imagined that four years ago I would start writing an average of one a week for four years, but I have loved it. Anyone who blogs regularly knows that it is slightly addictive and becomes a vehicle for venting. The Ad tech space has been a perfect muse and there are so many baddies to talk about!

I think I am perhaps best known for venting although I try and keep it constructive. I have had at least three CEOs complain to my bosses, I have had my bosses complain to me a few times too with an exasperated Head of Comms Europe in Claire Ballard and Global Cheri Carpenter asking me politely to ‘let them know when I intend to publish something contraversial.’ I have had good supporters in Adexchanger, Digiday, Mediatel, Mediaweek, The Drum and others in republishing content. I have also had guest posts from Simon Birkenhead (now famous script writer for Hollywood), Paul SIlver, Danny Hopwood, our new recruits and others.

I have had people in 121 countries read my blogs, every continent and even places I did not know existed, amazing the power of digital and the web to be able to have that kind of reach. After four years, my top charting blog remains – ‘Trading Desks are in for the long haul, not just the sale’ if you want to read it click here. A time when the Ad tech space seemed so much simpler but there was a lot of tension created by the shift in balance of power between Ad Nets, agencies and new tech companies. It was an exciting time.

Anyway, thanks for the readers and support and comments and sharing etc it has been a lot of fun and I hope to continue for many more years.

Advertiser RTB Desks – Not as easy as it looks

http-inlinethumb41.webshots.com-5928-2732919050104237032S425x425Q85

I cant 100% explain the tone or actual words, but it translates along the lines of ‘watch out boys, ALL the advertisers are going to do this RTB thing themselves.’ I hear the message a lot, usually from people in companies that feel they will benefit either way, agency relationship or not. Trouble is there is rarely any proper definition of this phenomena and that leads to falsehoods and scare mongering.

Facts first, an advertiser employing a Mediamath or an Audience Science is not ‘going it alone’ they are merely changing the people they pay to make the work happen, that is going direct, different to going it alone. I would love to write an article about how misguided the rationale is but will save that for another day. Fact is we need to be clear on what we are describing first and foremost because any advertiser who employs a managed service has changed nothing other than the party they are employing, sure, the industry may then be broadening out but thats not a big deal, has happened all through the last couple of decades and big players came and went.

So what does that leave us with? The advertiser who truly does this themselves, I mean employs people who sit in a room? Well first of all, lets look at what needs to happen to deliver a decent offering. At Audience On Demand central to our approach is VivaKi Verified, a team of people who evaluate Tech, Data and Inventory at scale and that is all they do. They are experts, they have expert processes and support the whole operation. When you meet these guys you know they are serious and without them, you have a shaky offering.

But back to the ‘going it alone’ advertisers.

1. The first and most important thing is to hire people to do the work, so you are looking for people interested and experienced in this space. They have to be experienced as your advertiser organisation on the whole would not have people to train them up and mentor them. Those people then need to be inspired, developed, they need to grow as employees, they want to be in an exciting dynamic operation, we know these people, they are demanding. Working in one business, with no peers and little scope for growth will not inspire the best to come and work so you need to find a solution there. If you are lucky enough to hire quality you then have to retain them because if they leave, you wont have a large team to retain knowledge. Final piece in that jigsaw is getting headcount signed off, not easy, what is the rationale exactly as you wont be ‘saving’ money, you will be a cost.

2. OK so let’s say you found the industry RTB expert who wants to come and join, next they need to choose the tech partner, partners. So they do a ‘review’. What does that entail exactly? A few presentations, a load of words on a slide with no way of knowing if they are true or not. Your tech decision is based on a very lightweight approach and has no benchmarks. Even worse you end up choosing lots of different ones and testing and testing. Likelihood is you end up working with one partner. In my day job I am asked a lot about the importance of remaining agnostic, fleet of foot, go where the best tech is. Advertisers want to know we are doing that, but is that practical on a stretched team without expertise? I would challenge it and without scale you cant run different verticals, brands etc to see how DSPs respond so you end up leaning on one partner.

3. OK, so we have a person and some technology. So you start running some campaigns. Feels good to be doing all this in house. One day though you get an email from the boss saying he saw your ad on an unsavoury site. How did that happen, I used all the right tick boxes? Suddenly the pressure descends on how on earth you are going to make sure that does not happen again. Vetting urls needs to occur, ideally upfront, creating white lists and verticals, it has to be ongoing. You need to have that up to date, the tech provider you use cant be trusted to do that. Some DSPs have in their T&Cs that it is simply not their responsibility, so it is now yours. Verification is time consuming, and needs resource to be done well. If you are using multiple partners out their that are not transparent you will have to fix that ASAP because the liability is with you, and you wont be able to demand money back. So best thing to do is do a review of verification providers in the space, there are a lot and they all promise a lot, it is down to you to decide. You could ask a partner for their view perhaps?

4. Now we are in a good place, you have a person, tech x 3, verification process that is ongoing. You now need to develop your inventory outside of standard exchange inventory and into private exchanges, you need to develop partnerships with large players. I would suggest that to be done properly you need a dedicated FTE, you don’t have that to hand so you will need to find some quick wins, otherwise known as average solutions, par with market. As well as inventory we have data that needs verifying – you need to trust the data, source of data, how it is collected etc, that is what we would expect in AOD – beyond that, a strategy around first party data combined with 2nd and 3rd party data to really maximise what you are doing. Ideally would be good to see how a certain data compares based on vertical or business type, KPI type etc, harder for a single advertiser desk. I guess you could ask your partners to fill you in?

5. Campaigns are live. Results are OK, not sure how they compare, but they are OK, you need to optimise though and that takes time, would be good to have some other people to run strategies by though, maybe discuss optimisation strategy, even learn from other countries. Vital to have cross fertilisation in this new space as there are very few experts. Doing a good job takes time. Understanding why something is not working as planned is where things get tougher, you could ask a partner to help?

6. Did you know that DSPs don’t design individual dashboards for you, or cut the data just how you want it to report to the board. They don’t always give you the insights you need so ideally create a solution that you can pull that data into that gives you flexibility – you can licence some software, learn all about it and use that.  Maybe the DSP has something it can sell you – is it the best one though? Perhaps worth a review of the market to come to some conclusions. Ideally would be good to talk to some people who have had experience of multiple solutions and look under the bonnet. You could ask a partner to help on that I guess?

This is the tip of the iceberg, running and creating a genuinely Grade A trade desk is not about logging in and pressing go, it is about scale, it is about cross pollination, you need to have support and strength in depth. We have an incredible team in AOD that is able to provide a fantastic proposition to advertisers that is technology agnostic, founded on deep expertise and importantly a team of people focused on results not their VC pressure to extent the number of partners and revenues before sell date or IPO. I am a passionate advocate for what we do and to be honest the wider groups as well, as long as they are showing transparency and not flogging their own tech.

Advertisers may well do this themselves and some do, but what I have seen so far are advertisers who say they do it themselves but really then lean on third parties, no different to using a Trade desk. Perhaps that is the future, that’s not my debate today, its about those who are saying they do it themselves. In my opinion they will end up creating a less good proposition for their business, with less experienced people who even if they stay, fall behind the market place because they are too siloed and lack inspiration from different people. I am proud of what we do and how we do it, I hope that advertisers continue to realise the benefits of that, but watch with interest the ‘DIY’ strategies play out of course. Either way, I reckon there is space in the business for everyone to play in.

The article today from Adage here is talking about how tech companies are going direct to advertisers and agencies need to shape up if they are going to stop that trend. For all the reasons above, I dont see this as a genuine trend. Its a just another chapter, we dont know how it will end, I can tell you though that most of these tech companies are not geared for this and niether are the advertisers. All the benefits above should soon reveal themselves to any advertiser trying to go it alone pretty quickly.  Anyway does anyone care – isn’t Google going to take over the world? No probably not, they don’t want the terrible business models we have to endure and niether will all the others.

20130912-205333.jpg

Persistent Identity – holy grail available to some..

20130912-204926.jpg
I am Just back from meetings in Seattle and San Fran with the Big 4. Big 4 you ask? Well in todays world of data connectivity, mobile innovation and growth as well as digital commerce the big 4 has changed. Facebook, Twitter, Google, Amazon are now gunpowder and bullet. The others more and more the barrel.

The message that is coming out loud and clear is that these players in their own varied ways are out to maximise the insights they have on their users and customers through a single themed approach of ‘Persistent Identity.’ I heard it a few times over the time I was out there, I have seen it mentioned in the odd article. But when you get to spend three days with all these market leading companies it becomes loud and clear that the data they hold on consumers is the key to their future and the single most valuable asset.

20130912-205128.jpg
Persistent Identity is a fancy way of saying ‘we know who you are, we know where you are and we know what device you are on, the holy grail of data. The kind of data and insights advertisers are crying out for. What strikes me about this data is how much more powerful it is than third party data sold by any number of companies, data which is slightly worn out, like an old apple at the bottom of a bag, still edible but just not as fresh and juicy as when it was picked.

The ability to recognise you, add insights to your iD, serve ads depending on which device you are on, understand you through your behaviour by device, friends, clicks and links is so powerful, so powerful in fact you can see the likes of Facebook being the defacto judge of what is good or accurate data instead of the traditional players. That has already started of course but I think will gather momentum. Watch out panel data.

When you take a step back and realise what data they have you can understand why they are reticent to share it or risk it being stolen, putting up walls of protection around it. Amazon with their marketplace, Facebook only allowing access through API, Twitter pulling info from Google, these are the actions of companies with hidden treasure. These businesses dont need all the old methods of tracking whether it is panels of adserved cookies, they know their people, signed in, registered people at scale.

Persistent identiity is powerful and logical, the only problem is that you have to stack up on these solutions. Like having a car and pulling up at the fuel station and putting 3 or 4 different petrols in to be able to get the car going. I want to recognise everyone through the ability of joining up these players – I would love to spot a FB user who has been updating a status about an iPod, browsing on Amazon and nail them with a promoted Tweet or video Ad to close the deal. I know it is too much to ask to have all these companies reveal their secret source but targeting would be fun..

Either way, data businesses will need to work hard and fast to justify their models in the face of the biggest digital players in the world starting to pull up their sleeves and flex their guns, because be under no illusion they are big guns.

Putting the RTB in B2B

Since 2000 when I started to work in digital there has been a constant learning curve for agencies, advertisers and publishers alike. The fantastic part of working in digital but also the greatest challenge is that it rarely sits still for long, leaving people constantly chasing the next level of knowledge. If I look back over the last thirteen years there have been some key milestones. First we got this whole thing off the ground around 2000 in a real manner. We then saw the rise of Search as a real revolution of the digital business. The dot com crash and overall stagnation saw little innovation until Youtube, social media start up around the middle of the decade. Just as everyone was comfortable along came Real time bidding and exchanges.

Each sector of our business has responded differently to each of the challenges and seen different challenges and opportunities. In the last 12 months I have been asked to talk at a couple of B2B events on the subject of RTB, it is a business that was traditional in nature and could understand digital from a search and targeting perspective, mainly because they could replicate the very industry specific offline approach online. Many websites, content specific and so on. The trouble is RTB is not about the content. It can be part of the equation, but it is not the driving force. The driving force is Audience and reaching that audience.

At first that felt wrong to people but actually I have had many conversations over the years where we wanted to target small business owners or IT professionals and the conclusion was that these professionals ‘were just people’ and we should target them not just in work specific environments but also in their spare time, catching them where you would expect them to be. How many campaigns run on Golf sites in the hope of attracting C-level execs?

At the heart of the issue is that, how do you target very specific audiences without being in very specific content. Reaching the investment community, IT hardware budget holders, small businesses, you name it. Well RTB has some answers and the marketeers of B2B and Publishers alike need to start testing and creating their own very bespoke audiences. The data is there, as an advertiser you have visitor data, registered user data, you have data from your social presence and more. Publishers collect information all the time and there is even more they can do as sophistication increases. Planning is not what it used to be, planning starts by creating profiles and target segments using your data, publisher data and third party data. Start to create and test, RTB allows you to switch on and off in an instant and so the opportunity to learn is immense.

I sometimes have this impression that people still see RTB as the remnant of the industry on long tail sites. This is a misconception so I advise a marketeer to go an investigate. The world’s leading content is now in the exchange ecosystem, whether through private marketplaces or public. If the FT, Guardian, Telegraph most IT sites all see opportunity then the marketeer should also. The technology and the data can now be applied intelligently to all this premium inventory and combine that with intelligent use of dynamic creative and you have a powerful opportunity. And after all of those benefits you can apply the macro benefits of RTB – you dont buy upfront, you buy what you need to buy, one impression at a time. You can frequency cap, single reporting and achieve transparency of what you are buying. These are vital in the new digital ecosystem marketeers should be demanding this as standard.

I often spend time explaining to advertisers that we have changed our agency model, the publishers have adapted or are in the process of adapting to this revolution in digital, but many times we dont challenge the advertiser to change. That would be my core message here, dont do what you have always done, you should change and if you agency partner is not challenging you to do that then you have the wrong agency.

Trading Desks – the latest darling of the Pitch consultant

I will let you into a secret, this whole RTB thing is a real hot topic..I know, I know I hear you say but it is not with the people you would imagine, no it is with the auditors and intermediaries. They have seen an opportunity to turn a buck and are starting to get really interested in the subject.

‘Advertisers think this is a murky world’ is what I hear time and time again, but then I often wonder how they have come to that conclusion. Experience suggests that very few advertisers are engaging to any great degree, that is a shame in my view as we do all our best work with those advertisers who co-build the solution. My hunch is the plethora of intermediaries and auditors who don’t understand this subject and cant see how to make it work in their one size fits all race to the bottom approach to dismantling our industry step at a time. I also think that there maybe some advertisers who have had a bad experience and then try to spread that and tar everyone with the same brush without having a close grasp of the facts and of course, the competition in all its forms.

It is a diverse market place with many different offerings available and everyone approaches commercials and operations differently, so there is no simple way to do this, it is incumbent on communication between us and our advertisers and an ability to talk openly about how and why we do what we do. Audience On Demand for instance in display is 100% RTB, 100% transparent on inventory, buys only VivaKi Verified inventory, takes no position and does not arbitrage so we have a pretty simple approach to life that if an advertiser wants to discuss, we are more than happy to do so. I would say though that we also need to make sure we evaluate all companies in the same way, not just look at Agency Desks but all exchange trading operations.

We want a constructive dialogue in this space as opposed to a series of companies all trying to build their own businesses on the back of the latest hot potato of RTB and through scare mongering. There are so many fantastic opportunities in RTB, Google Search re-marketing, Youtube retargeting, mobile innovation, data design and execution, the best of that work comes through a very close collaboration, if we can do that, we will deliver some great, great work.