BertozziBytesize: Why do TV and ‘Digital’ have to argue all the time?

DONT START…I added quotation marks around digital because I know that Tess Alps would be all over it in a second, but I had to describe it as something and there lies the issue for many. Old ways of describing a world moving at a 1000mph are not sitting comfortably at the moment. In the last week or so I have been witnessing the never ending battle of TV vs Digital. The first was during IAB Engage and the second was the Video Ad News conference. Mainly played out on Twitter, noone wins, it normally involves bright people and Nigel Walley and I always wonder what it would be like to have all these people in a room together, working together.

At the heart of the issues lies the definition of what constitutes digital, TV, mobile and how should we talk about them and report them. Those who follow Twitter feeds on the topic will see it is something that appears to have little end in sight. Now I know we are all eating from the same trough, advertiser money, but surely we can work more effectively together and create some strategies that bring all sides together to recognise the benefits of both.

It strikes me that we have a synergistic relationship going on where one supports the other. TV has a history of making brands famous and creating a rapid rise in a brand’s recognition, digital has helped socialise TV and delivers the ROI through websites and follow up digital activity (in addition to instore) but it is vital that we work together to create more studies and more work to prove out these different theories and at an industry level, not just advertiser or agency case studies.

Digital has taken a battering over measurement and quality in recent times and indeed this should and I believe is a wake up call for many in the industry, TV on the other hand is perhaps guilty of resting on some laurels in terms of what it has achieved rather than making sure it is future proofing itself. An amazing amount of progress has been made in the last 2 or 3 years and its great to see but there is a lot more to go. An example of adaptation is where TV may use different tech to deliver ads but can still report back in similar TV metrics and not dive into digital ones, likewise video networks and supply sources have to find a way to include themselves in the GRP discussion rather than bang the table saying, ‘they are right about measurement.’ Todays moderator in an opening address was fast to try and encourage the audience to agree that TV measurement was wrong, we have always known it, but at least it was consistently wrong.’ Controversial. Especially given the current digital malaise. TV measurement is solid if at times a little limited but not wrong.

I would be excited to see TV progress in the way that Sky have started to go, taking incremental steps forward in targeting and reporting and I believe we will rapidly arrive at an offering that combines a good quotient of TV and Digital (there I go again, all TV is digital) benefits. Sky is in the driving seat right now so don’t be surprised to see the channel broadcasters cutting deals with Sky to be able to use Adsmart and IQ like targeting in the future. One area I will be interested in is to see how they embrace the data discussion as regards advertisers and their DMPs. It is still early days but the use of DMPs is moving at pace and becoming more and more sophisticated. As advertisers explore ways to use their first party data against media properties and media buying, perhaps TV has an opportunity to work with them collaboratively and not create another walled garden.

Of course Sky can become the next walled garden and on some levels I would not blame them, but they are in competition with Google and Facebook who most definitely are walled gardens. They  are unlikely to change, Facebook has 350+ billion dollar reasons why it cant be bothered to, BUT ITV and C4 could go a different route and help advertisers invest in their properties and demonstrate sales through integrations with DMPs.

Its not often I sit on the fence or become a middle man, but I believe that we could all learn something from each other and one is not better than the other. The biggest crime is that we don’t admit failings and don’t admit that we could learn from one another. As more TV becomes localised, one important lesson to learn from digital is to not let standards drop on creative. TV advertising on the whole is of the highest standards but as a more local offering creeps in with Sky openly encouraging local businesses to come into the TV market place, we are in danger of having a US experience with men standing outside their local garages offering this weeks best deals. TV must keep creative of the highest standards.

We need to keep going back to understanding people, and as we know, people don’t differentiate these channels in the way our industry does, they instinctively just know what they want from each of them. We could all learn from that too and get on with working out how best to engage them and not annoy them.

Interview with Jay Sears on automation, programmatic and more!

Original version posted here on http://www.mediavillage.com

Jay Sears, Senior Vice President Marketplace Development of Rubicon Project discusses advertising automation with Marco Bertozzi, Global Chief Revenue Officer of Publicis’ Performics as part of a series of buyer conversations on the topic.

 

JAY SEARS: What do you read to keep up with politics, art and culture?

MARCO BERTOZZI: Almost all of my reading comes from a combination of Twitter and Sunday newspapers! What I follow on Twitter outside of the adtech and performance worlds represents my interests and is the fastest way for me to keep up. Sunday newspapers are my break from staring at screens and I take in some good old print for my news and views.

SEARS: What do you read to keep up with friends?

BERTOZZI: The most useful app to keep up with friends was Newsle, now owned by Linkedin. It sends you an email every time any of your friends are featured — especially useful for work friends. Outside of that Instagram and Facebook bring in baby pictures!

SEARS: What do you read to keep up with the advertising technology industry?

BERTOZZI: I read all the usual trade magazines, I watch TED talks on tech which is always fascinating, and of course Twitter again. You may be getting the idea by now that Twitter helps me navigate most things!

SEARS: What’s your favorite commercial of all time?

BERTOZZI: In past years I have said the Black Current Tango ad. But every time I see the ad from Nike with the park bench that has no seat, but on the back rest it says Just Do It I think, “Wow, that’s great!”

SEARS: With regards to advertising automation, what are the three biggest trends you expect to impact companies in 2016 and 2017?

BERTOZZI:

  1. The biggest area of opportunity is around data driven shifts away from IOs into direct deals using programmatic pipes (PMP), and that requires heavy use of a data strategy (data warehouse, DMP).  We know now what it takes to be successful with programmatic, and data is foundational along with the knowledge and algorithms for optimization, attribution and planning.
  2. Survival of the fittest in the ad tech space. They are coming under increasing competition and it’s hard to sustain at the rate they have seen. Many agencies and advertisers are trying to consolidate their tech.
  3. Automation of once called “offline” channels is going to boom in the next three years with TV at the forefront. Historically the broadcasters and platforms have been accused of being laggards but I see that changing and I believe we are going to see a hockey stick of activity in the addressable TV space. Whether it is Sky or Dish or NBC, everyone is now looking to play in automation and targetable linear and VOD ads.

SEARS: With regards to advertising automation, what are the three most overblown topics that you wish would just go away?

BERTOZZI:

  1. Complexity and how many people use it as an excuse for not learning new skills and terminology. It is a personal bug bear that so many people want to hide away from what is the biggest shift in our industry since TV. I would say though to be measured, there are still too many people focused on the “what” and “how” and not enough on the “why.” That is fair and we should fix that in ad tech land.
  2. The question, will all media be automated? This is a non-topic now; it is fundamentally clear that we are on our way to that end result. Every channel is moving in that direction and there is no way to stop it. We have to embrace change and maximize the sophistication with which we approach it.
  3. Ad-blocking debates. We will solve this as an industry and it will bring a far improved web and mobile experience. We need to stop talking about it and start doing something about it. We should never have a panel that does not have solutions and examples of solutions, not just more talk.

SEARS: Describe your company or division and then tell us the three most common issues with which you help clients with respect to advertising automation and programmatic trading.

BERTOZZI: Performics is a Publicis Media global agency brand while at the same time it is the performance arm of the other four networks, providing a best in class performance marketing offering to each of those agencies. We are focused on the relentless pursuit of results!

I believe that we are experiencing the same as many other companies, which is the issue of such a fast-paced market place as regards technology. We are simultaneously delivering best in class programmatic solutions while trying to make sure we keep up with the latest technology and building for a data-led future.

The three issues are:

  1. Education needs to be prioritized for every agency. Through the power of the Publicis Media practices from Data, Technology and Innovation as well as Research and Insights we have a very strong machine to help us with this but it is still a daily requirement.
  2. All media should be and will be able to be traded programmatically, however the reality is not always as good as the promise. There are still issues of delivery through the supply chain of premium publishers and tech, where IOs are not always delivered or delivered in full. Where technical issues arise there are often a number of parties to manage.
  3. Being able to work with and around the walled gardens of some of our largest media partners will come more and more front and center as advertisers invest more in data strategy and DMP activation. This new approach will ask more and more questions of the walled gardens and want them to open up a little so an advertiser can get a view of the whole ecosystem.

SEARS: Tell us about your company or division.

BERTOZZI:

SEARS: The majority of ad technology companies have struggled (relatively small, unprofitable or both). Of the poor performers, what are the commonalities between them that have contributed to this weakness?

BERTOZZI: The three biggest mistakes I see them make are that they are unable to differentiate from the competition and, connected to that, they don’t understand their competition. Without differentiation you have a spray and pray approach and hope something sticks, rather than knowing where to target. The second and related point is that they are not sure what they are; they come with a menu of options without going deep on any of them, almost hoping we will work it out for them. Finally I would say that not over-promising and making sure you deliver what you say you’re going to deliver is vital.

SEARS: A smaller handful of ad technology companies has achieved scale and performed better than the rest. What are the commonalities between them that have contributed to this relative strength?

BERTOZZI: The opposite of the above. One addition: people. People who are able to build strong relationships and develop trust very quickly will always win out in the end, when combined with the opposite of my list of mistakes.

SEARS: Do we live in a “tale of two cities” where Google and Facebook win almost everything, advertisers are dictated to and other media companies fight for the scraps?

BERTOZZI: To some extent that may be the case. I would say that some of the competition that publishers have always experienced is just consolidated, but it doesn’t mean it wasn’t there before. In that consolidation the question is whether or not that then makes life harder or not for publishers, or just easier for buyers. The market is evolving, however, and there is a lot of spend moving away from very poor, non-transparent ad networks where fraud and lack of transparency have been an issue. The time has never been better for publishers to stake their claim to provide quality inventory and encourage advertisers to invest in them.

SEARS: Please answer the following statements yes or no.

BERTOZZI:

SEARS: If you owned a yacht, what would you name it?

BERTOZZI: Angelina! If I owned a yacht, it would likely be my second biggest pleasure in my life, so it makes sense to name it after my first.

SEARS: A young family member has come to you seeking career advice. They must choose one of the following careers: ad agency executive, ad tech executive, company marketing executive or ice cream shop owner on the French Riviera. Which career path do you recommend and why?

BERTOZZI: Company marketing. I say that because it’s the broadest and applies to all the others. If you become smart in marketing you can apply that to all the other jobs and improve them or grow them. Of course in the world of the chief marketing technologist I would encourage them to get smart on the tech side of the business while they’re at it!

SEARS: What is your favorite restaurant in the world?

BERTOZZI: Impossible!

SEARS: Thanks, Marco!

My video interview with @Google ‘Think with innovators’ series

My interview with the Google series ‘Think with innovators’ looking back over my career and laying out some of the learnings. It brought back some great memories!

Original article here

For Marco, innovators often tend to be lone, disruptive voices, whose biggest challenge is persuading the majority that change is a good thing, and that the outcome of that change will be positive for both agency and clients alike. In his many years of advancing the digital agenda, he says there has been no bigger challenge than the introduction of Programmatic, starting in 2009. “If you look back, there were whole businesses that did not believe this was the future,” he remembers, “but at every organisation now there are big advocates for Programmatic who all have a common thread of trying to change how the business has always worked.” In driving that change, Marco recalls that there were no short-cuts, as he spent years “literally going door to door” in an effort to educate colleagues and clients about the power of the new technology.


Innovation is in your DNA. I think you can learn some of the skills that are required, but it goes back to ‘what motivates you?’ The motivation to innovate comes from within.

Marco Bertozzi, Global Chief Revenue Officer, Performics


“My definition of innovation in the context of a large media group is really this concept of the ‘intrepeneur’,” says Marco. “Really this means trying to drive change, trying to change what people have always been doing, trying to invent new things within the structure of a big organisation.” Having earned his stripes as an ‘intrApreneur’ at VivaKi and at Performics, Marco now takes time out to share his experiences with the next generation of innovators. “I do mentoring at university, I do talks at schools and there’s a few other things in the pipeline. And at the same time I like sitting down with some of the biggest digital companies in the world and talking about how we’re going to continue to evolve this new space.”

Looking forward, Marco can see new technologies already starting to change the landscape, even though the fundamental challenge for businesses remains unchanged. “First Programmatic came along, and with it all the different channels, and now everyone’s talking about virtual reality. It just never stops, so the challenge for agencies is how you keep on top of that change and really embrace it.”

Reflecting on his undiminished appetite for the next wave of innovation, Marco knows exactly where his enthusiasm springs from. “I think for me, what gets me out of bed in the morning has always been that ability to work with lots of other companies and people who are more future facing. My satisfaction comes from believing that there’s a right way forward that’s different to how we’ve been doing it before, and having the self belief to see it through.”

Kaizen supercharged.

Here is how many messages started post the Publicis announcement. ‘Wow some big changes down at Publicis! Hope everything is OK??’ Interesting that people start with concern, lovely as that is, it gets me thinking about change and how it is perceived.

As regards our restructure, the first thing that strikes me about the amazing journey that Maurice has kicked off is that people have started talking about Publicis and not SMG, ZO etc. Very quickly the marketplace is referring to Publicis and to me that’s a positive, because it shows that this is not one agency, one country or discipline reorganising itself or ‘shifting the deck chairs around’ as one journo put it, this is a wholesale restructure and purposefully so. The spirit of Kaizen or in other words continuous improvement, does not do it justice. This is Kaizen supercharged, a reimagining the like of which the industry has not seen.

Disruption is something many talk about at length, it forms part of every presentation but in almost all circumstances the disruption is one company doing it to another. There are few examples of where a company disrupts itself. Apple is the highest profile example of one who has, but there not many others and thats what is so exciting about the Publicis strategy. Publicis have recognised that the world has been disrupted by technology, people are disrupting the industry with this technology and the advertisers in particular who are looking to their partners and partnerships are asking for change. The trouble is many are not listening.

Publicis is listening and Maurice has taken steps that are unheard of in a group of this size, tens of thousands of employees across all disciplines being  aligned to the benefit of the advertisers, importantly being encouraged to embrace change and have a different dialogue with our advertisers. A dialogue not driven by silos, P&Ls and other self made boundaries. Of course there are challenges with this but the momentum in the business is tangible. At its heart is is reviewing relationships with a fresh set of eyes and thinking to themselves, how could we do this differently? We hope that for our advertisers this becomes an exciting opportunity.

Change.

As someone who started out in digital, a founder of programmatic media in an agency group, part of a few iterations of VivaKi restructures, change has been part of my DNA and for sure will focus heavily in my memoirs!  It creates opportunity for those who go with it, it’s a mindset that where one embraces it, supports it, good things come, perhaps not today, next month, but they come. As someone who mentors at UCL and loves doing the speakers for schools programme, my number one piece of advice is to embrace change as it will keep coming!

Publicis Groupe is a huge group, it contains so many smart people and Maurice has unleashed those talented people from top to bottom, the dialogue can be different both internally and with our clients and I am seeing it happen already. It can be destabilising for some but its empowering for many and the next 12 months are going to see great things for the Groupe as we start to socialise the plans with clients, as the strategy lights up, we will see the emails saying ‘wow! Great win.’ The news that Asda chose a Publicis duo of media and creative seems to be a huge validation of the plan, even if we are at the earliest stages of that plan.

My own role is changing and we are excited about the fact that we are creating a single Publics performance operation, Performics. I am confident that we will see great things both from Performics and the wider Publicis Media and I look forward to my part in that! As Bowie once said ch-ch-changes..

 

 

 

Cut the jargon? Cut the crap!

I am sorry Bloomberg I don’t agree with your cut the jargon campaign. Cut the crap, you just cant be bothered to learn something new. I know I will get pelted with rotten tomatoes and urine but I am sorry, this is just a shield that lazy or ‘elder statesman’ of media like to hide behind because then they are not going to have to admit they either can’t or won’t learn something new.

The phrase that I like the best is ‘lets just talk plain english.’ I could translate that into ‘if I say lets talk plain english then perhaps they will some how find a way to make this new programmatic stuff sound something like press and TV that I have grown up with all my life.’ No. I wont. You know why? Because every industry has a language, in our industry every sector or media channel has a language. If you go around saying GRP or DPS or DDS no one chains you up at the stocks, but by God if you say DSP or DMP, the heavens open and thunder and lightening crackle down from above.

I do agree that we talk too much about the technology and not enough about what it can do, and I do agree that some people do like the over use of tech words, but that’s not the context I hear it in. What I hear is ‘all that DSP, DMP, three letter acroynm stuff’ yes, it is called SHORT HAND, abbreviation. You want me to say Demand side platform every time? Or would you rather like me to say ‘a buying platform that allows us to access inventory in real time and combining it with first, second and third party data’ oh you don’t understand data? Well here goes…actually no, since this tech is powering most digital media nowadays and since you work in an agency and may even run it or our a senior industry body leader of a media owner, how about giving it ago and learning about it.

Lets focus on marketing what programmatic can do, even the definition of programmatic, but lets not pretend we use too much jargon when really we just cant be bothered to learn a new trick. Right I am off down the Public House to read a Double Page Spread and perhaps later will log into Donovan Data Systems and check out my Television rating points for my last television advertisements.