Jay Sears on behalf of Rubicon had his annual buy side panel (previously Trading Desk Panel) in the church of RTB at Adweek. The panel discussed transparency, pricing and auditing, programmatic TV and more.
Click on the video to play.
Your Name: Marco Bertozzi
Your Company: VivaKi
Your Title: President EMEA and US Client Services
SEARS: Where do you read your daily news [not just industry news, but all news]? Do you still read a newspaper? Listen to the radio? Use social media?
BERTOZZI: Twitter is usually where I start the discovery. Where I end up reading the news varies. I also use the Guardian News app as an anchor. Occasionally I will grab a newspaper but safe to say most of my news consumption is online.
SEARS: What’s your favorite commercial of all time?
BERTOZZI: My favorite commercial of all-time is an ad for Blackcurrant Tango.
SEARS: Today on average in the United States — out of each $1.00 spent on media (all media, not just digital) by one of your advertisers — how much is spent on automated or programmatic channels?
BERTOZZI: We’re seeing $0.08 of every $1.00 spent on programmatic channels in 2014, and I think we’re still in the early stages of adoption — even in the U.S. — but it’s starting to rise. We’re going to see a sharp increase as education continues across agencies and clients.
SEARS: What was this number in 2012?
SEARS: What will this number be in 2016?
SEARS: What is the mission statement of VivaKi AOD?
BERTOZZI: Audience On Demand® (AOD) was built exclusively for Publicis Groupe agencies and their clients. Created in 2008, our sole purpose has been to help our agency partners and their clients control their brands and messaging in a fragmented, digital ecosystem. We work as an extension of the agency team our clients trust to steward their advertising spend and marketing activity.
SEARS: Please tell us:
SEARS: Overall United States managed budget (media spend) for your trading desk, expected in 2014:
BERTOZZI: A lot
SEARS: Percentage increase, United States managed budget (media spend) 2013 vs. expected 2014:
BERTOZZI: It’s a healthy increase
SEARS: How many employees are there in your United States organization [headcount number]?
Total across USA: 261
New York: 80
San Francisco: 2
Los Angeles: N/A
Other: 25 employees in Seattle
SEARS: What are VivaKi AOD’s three biggest U.S. initiatives in 2014?
Quality and viewability. We launched Quality Index — a proprietary evaluation process that vets all ad placements through AOD. Built on performance metrics and data provided by comScore, Integral Ad Science (IAS), Proximic and various DSPs, as well as ad server performance data, Quality Index also sources inventory according to various metrics that assess viewability, page content quality and historical performance.
This year, we also invested in the building out of the VivaKi OS, combining the AOD Platform and DMP, supported by our established channel solutions (display, mobile, video and social) and our VivaKi Verified teams.
We introduced AOD Brand into the US market. Focused on large-scale formats, it gives advertisers impactful creative in the right locations. It’s the best of RTB with premium inventory, utilizing private marketplaces and giving brand advertisers a vehicle to deliver programmatically against brand objectives. It’s an approach already heavily used in Europe but now formulated for the US.
SEARS: By 2016, what percentage of your holding company’s U.S. media spend will be automated or programmatic?
BERTOZZI: As above
SEARS: Can linear TV be automated, yes or no?
BERTOZZI: Yes! The real question, however, is whether large broadcasters are willing to invest in adapting to new and efficient ways of trading or do they prefer to hold on to “how it has always been done.” Media automation is an inevitability and those that move fastest will benefit the most.
SEARS: Does VivaKi AOD plan to automate linear TV in 2014? 2015?
BERTOZZI: No, but we intend to work with all available and accessible inventory and that includes connected TV inventory which will increase substantially over the coming months and years. The shift from TV to multiple screens will power the increase in inventory and as audiences across devices move away from just traditional TV the opportunities will only increase.
SEARS: Once linear TV is automated, will it be bought by TV buyers or digital buyers?
BERTOZZI: As we are already witnessing, there is a massive blurring of roles within agencies. By the time linear TV is automated I would suggest that roles and in fact most agencies including those in our group will be well under way with planning and buying being very much across screens and channels.
SEARS: On the subject of business models, the best way to describe your company is:
a) Product organization – i.e. you curate a media product for your agencies and advertisers
b) Service organization – i.e. you recommend and manage best practices and best of breed products for your agencies and advertisers
c) Combination of both
BERTOZZI: Other. We see our role as threefold. First, we build technology that powers AOD in order to join up the complex programmatic ecosystem. Second, we evaluate and consult with advertisers on technology and data providers that best address their particular campaign needs and goals. Third, we provide marketing expertise and services for agencies and advertisers on campaigns including human oversight, strategic direction, context and advice that a machine simply cannot [offer].
SEARS: On the subject of advertiser clients and transparent vs. non-transparent models:
a) We have a transparent model — clients know media and other costs (i.e. costs are unbundled)
b) We have a non-transparent model — clients do not know media and other costs (i.e. costs are bundled)
c) Combination of both
BERTOZZI: A. We make sure that our clients know how much spend is going against working media. I strongly believe this should be an absolute given for any business that aligns its objectives with its clients’ objectives. We also do not arbitrage media, as we believe this is counter to the principles and efficiencies offered by programmatic media-buying and takes us further away from the spirit of collaboration and true partnership with our clients.
SEARS: What percentage of your agency or advertiser’s site direct budget (direct orders) has been automated?
a) Less than 10% (of site direct dollars)
d) Over 50%
BERTOZZI: A. All of our buys are auction-based and therefore we do not allocate budget for direct-buys.
SEARS: Which of the following will accelerate the automation of site direct (direct orders) budget? Pick all that apply:
a) Dynamic access to all publisher inventory [vs. just “remnant” or “auction”]
b) Ability to leverage publisher first party data
c) Ability to leverage advertiser first party data [against all publisher inventory, especially premium]
d) Availability of rich media, expandable units and larger IAB Rising Star formats
e) Ability to more easily curate audiences for specific advertisers across the premium content of multiple publishers
f) All of the above
BERTOZZI: While all of the above are valid considerations, I believe the biggest factors that will help accelerate the automation of direct orders are actually tech development and greater alignment on inventory. As I’ve previously mentioned, there have been occasions where we wanted to push significant spend across premium publishers but the publishers were not ready to accept it.
SEARS: Tell us a bit more about you.
SEARS: Who was one of your first mentors as a child?
BERTOZZI: My brother. Five years older than I, he was (and is) someone I looked up to and not just because he defended me when I got into scrapes. It was his sound advice that ultimately led me into media agency life — so I should thank him for that!
SEARS: Money is not a concern. You no longer work in advertising or technology. What would you choose to do for work?
BERTOZZI: Having always loved animals, I would choose to work on an African game reserve. The solitude and connection to nature attracts me as does working with the most incredible animals on the planet. I would however probably still look for a connection to data, no matter how slow!
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.
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?
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?
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.