An incredibly joined up BCG study between ZO, Performics and VivaKi focused on the benefits of a unified platform and advanced targeting. A combination of strong partnership and strategy achieves very strong results.
First published in Campaignlive US – click here for article.
In a year dominated by headlines of transparency, fraud, agency trading desks and advertisers “taking it in house,” we should not lose sight of the incredible pace of acquisitions, IPOs and investments. In all these seemingly endless and haphazard investments, we have seen a few patterns form — some just starting out while others completing the circle.
Completion of the ad stack
Probably the largest amount of ground was covered here. After the first big move last year by AOL buying Adap.tv, we saw a flurry of activity. Yahoo bought BrightRoll and Flurry; Facebook bought LiveRail and relaunched Atlas. AOL, Yahoo and Facebook are all live or creating their DSPs so if you want to buy their inventory you need to use their DSP. All these moves are designed to allow the big players to compete with Google and offer a full stack to the market place. More importance is being attached to being able to demonstrate targeting abilities across channel and platform, and this is where the battlegrounds will form.
One view to rule them all
As well as the platform and infrastructure play, we have seen massive moves afoot to deliver user identification both in terms of interests and where they are consuming media. The cookie is dying, slowly, everyone can see that and the realization that owned, logged in, registered data is the new cookie. Much hand-wringing occurred when Facebook bought WhatsApp. No revenue, no ad model, what are they doing? Well one, they needed to buy up the competition as they did with Instagram, but two, it massively expands Facebook’s pool of registered, logged-in user data. Everyone now wants to create a unique set of data insights around consumers, and I am afraid that is setting us back a little: Advertisers have a right to get a single view of their customer and not be forced to work with multiple siloes.
2014 — year of video
I know, it was meant to be the year of mobile (maybe it was really), but it turned out that video stole the show. A strong IPO from TubeMogul, Videology partnering with Mediaocean and Turn launching a TV offering, BrightRoll being bought by Yahoo, LiveRail by Facebook showed just how important video has become to advertisers and media-owners alike.
If it is not the media side of it, it is the structural side: Comcast bought up Freewheel in a move sure to take it toward programmatic, and the U.K.’s Channel 4 opened up VOD to selected video DSPs. Whether it is connected, on demand or in stream, video has well and truly taken center stage. Next year is the year of mobile. Definitely. Really.
Enterprise marketing solutions look to ad tech
The likes of Oracle, IBM, Salesforce and Adobe have for years looked in the other direction when it came to media and ad tech, but 2013 and 14 have seen that change considerably. There have been some major plays this year: most notably Oracle buying BlueKai, but Adobe and Oracle have also signed major agency deals and continue to feature heavily in the discussion of merging marketing tech with ad tech.
The ups and downs of IPOs
What a year for IPOs! I think everyone was taken aback by the volume and pace of the IPOs this year. Rubicon began strongly and gave the market some confidence. TubeMogul followed, and there was talk from DataXu as well, although that has not materialized. RocketFuel and Millennial IPO’d but to less success, and they followed Tremor and others in falling dramatically from their first-day float. Some of the business models are being questioned on the basis of market position, their real added value or even whether their businesses are built on the hard and never-ending work of the bots.
Internet of things as bought by Google
From left field comes a raft of purchases that prove the tech giants are looking well beyond the banner. (That’s dead, right?) Facebook bought Oculus Rift; slow on the social-gaming ride, Facebook simply jumped one step ahead. Google has bought into Nest, the household wireless heating/ home control system. Samsung bought Smart Things, another platform for controlling the home, and finally Google bought a drone company. There were more, but you get the idea. I recommend you read the book The Circle by Dave Eggers about a social-media company that becomes part of everything in our lives and slowly erodes privacy … Then look at some of these purchases.
Marco Bertozzi is President of AOD, EMEA and North American Client Services with VivaKi.
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!
Advertisers should be asking the tougher questions of everyone on their plan and seek out value and not just lower prices. An interesting couple of panels at Mediatel event showed that there is still too much fixation on the wrong topics and mainly those related to agency business models and not the wider marketplace.
Disintermediation is a hot topic right now. Since coming to the US I have witnessed and been shocked by the extent of it on this side of the Atlantic, far more so than in Europe. It is a trend affecting the entire media ecosystem and one which if global industry trends are anything to go by, will soon impact European advertisers in the same way.
As an advertiser it is increasingly appealing, especially within programmatic to see the ‘sell’ of a standalone DSP as attractive. Tech costs are high, so minimising service fees is an incentive. The trouble is that when cost is the driving force rather than a particular strategic play, you can be led down the wrong path. The rules have changed with the rise of ad tech. Our whole business is based more and more on data which we need to manage, explore, test and learn with. The data needs to be held by the agency running the wider business, or remain in the hands of the advertiser should they choose to take the process in-house. Either way, the advertiser retains control and has the opportunity to ‘play the field’ without too many costs being incurred.
As a company 100% focused on this space we see all of the pros and cons of the different platforms. We have a whole team, called VivaKi Verified, dedicated to analysing and evaluating the different tech offerings. This gives us an unbiased view of all of their strengths and weaknesses as well as access to every opportunity. If you think about the exclusion of Google’s DoubleClick Bid Manager (DBM) from Facebook or the fact that no DSP vendor has access to Amazon or AOP, or that Yahoo stopped selling to certain Ad networks and so on, advertisers cannot afford to tie themselves to a single player. Times change and abilities increase and decrease over time. Handcuffing yourself a single provider will therefore be to the detriment of your own ability to innovate. Analytics remains the play of the day with data insights being invaluable to deciding your strategy. Companies such as ours have a view of the whole marketplace and create understanding and analytics to inform which tech to use in which circumstances. Whether you are after pure direct response or greater data understanding, the type of inventory, access to it and historical performance are all crucial ingredients.
A single Ad tech company can only give you their view. An advertiser might be attracted to cheaper options. A siloed, third-party provider might “feel” unbiased. But what happens when the market moves (which is does every day), and that advertiser is tied to a single provider? They can only move at the speed of the provider. Or they pay a significant switching cost. Yes, DSP technology evolves. But their lack of access to the ideal marketplaces may leave an advertiser handicapped. And how will the advertiser know? It is hard to measure performance without any comparison or opportunity to swap (short of making an extensive investment).
The agency relationship should give clients cross-platform, open access to all opportunities — and objectivity. Trading desks should deliver the benefits of relationships, learnings and experience with all of the best DSPs, plus perpetual evaluations of new and evolving partners. They must be able to provide brand safety, starting with the basics like full disclosure on where ads are appearing and how much of advertiser’s budget was spent on media. The advertiser may invest substantial energy into a single provider, giving them data knowledge and insights and indeed some very valuable CRM data access. The problems arise when they decide to change providers. For this reason, it is important to know what happens to campaign performance and of course your data insights. DSPs will not necessarily let clients take all of their campaign set up and data insights with them, claiming that it is not their proprietary insight. This will most certainly affect the advertiser’s ongoing performance.
The VC-fuelled pressure cooker we are in at the moment is creating the potential for disintermediation on a grand scale. Everyone focuses on the agencies and what they lose out on, but few highlight the danger to the advertiser. There is always an opportunity cost but we know that you can often ‘buy cheap, buy twice’. The end goal for an advertiser is to either use multiple parties or at least have the infrastructure in place to make the swap easily and in a controlled fashion. The ‘all your eggs in a single basket’ approach is strewn with risk and I believe that a few of the active advertisers to date who have gone all in with one party will start to realise their mistake and push back. When they do, I believe agencies with a robust programmatic offering or an integrated trading desk will be there to pick up the pieces, and as with search back in the day, weave it back into the overall media mix.
I am passionate about how we cannot let this scycle of ever decreasing cpms continue and I lay the blame at all our doors, agencies, advertisers and auditors. Exchangewire covers this topic with contributions from me. Original article here.
Click fraud has undoubtedly been one of the topics of conversation in the programmatic advertising sector in 2014, with Google’s purchase of UK-based security specialist Spider.io just one of a number of industry moves underlying its growing importance.
Last week Rocket Fuel was fingered in a FT article highlighting its prevalence in the industry (of course it was quick to rebuff the article’s assertions), but the entire advertising – from client-side marketer to third-party ad tech vendor – must accept their role to play in allowing it to continue.
This comes on the back of other articles in mainstream press – for instance a Wall Street Journal article claiming that up to a third of all web traffic is “bogus” – pressing the issue further for the online advertising sector to improve transparency over media buys taking place via automated channels.
Moves to tackle the issue of click fraud (or bot traffic) began to gather pace last year when the IAB’s US chapter established the Traffic of Good Intent (TOGI) Task Force, in a move demonstrating that programmatic ‘media trading’ sector was maturing as braces itself to become a mainstream player, as opposed to an emergent force.
In fact during the last two weeks alone Dstillery announced it was received a patent for its fraud detection technology from the US Patent Office, this follows the news that the similarly named Distil Networks’ bagged $10m in Series A funding just last week.
More recently, the Alliance for Audited Media (formerly the Audit Bureau of Circulations) announced it was absorbing fellow auditing service ImServices.
So while it is clear that there is a near universal intention to wipe out such practices, but it’s probable that the fraudsters will always be on step ahead of the industry’s security brigade byinventing new ways to game the system (some fraudster techniques are quite comprehensively discussed here).
How can individual parties minimise the impact of click fraud?
But that’s not to say that measures cannot be taken to minimise the impact of online ad fraud, and with this in mind, every tier of the industry has to take their share of the blame in letting this happen.
As discussed in previous articles in ExchangeWire everybody has their part to play in minimising the detrimental effects of elements of the ‘bad internet’, and if parties are proactively taking measures to improve things, then they’re part of the problem.
Speaking previously with ExchangeWire Dr. Thomas Servatius, IPONWEB, head of client services, identified that the rise of the programmatic industry had allowed fraudsters to thrive online, with the scale of web traffic allowing rogue players to put sites which generate traffic by non-human means on ad exchanges.
“The problem is that when an advertiser buys traffic on a fraud site, it usually comes very cheap – much cheaper than human built sites [thus opening the opportunity for arbitrage from third-party players and media agencies] – and it has good click through rates.
“So if you have fraud in your advertising mix, what you see as an advertiser is that for a small amount of money, you get a good number of clicks,” he explained.
Explore what will KPI’s look like in a post-click fraud market?
He went on to further relay anecdotal evidence of the internal dynamics that encourage brand-side marketers (the people who are ultimately being ripped off here), from concealing the issue.
Indeed Cameron Hulett, Undertone, executive director, EMEA, further explains that such is the scale of the problem that most campaign benchmarks after a “post click fraud market correction” would be largely redundant.
For instance, most marketing KPIs, such as reach and traffic are drastically inflated by bogus web traffic as it currently stands, causing problems for parties on both the buy- and sell-side alike, contends Hulett.
Hence, it is in the interests of a lot of parities to let this white elephant in the room to go unaddressed, according to some.
Prioritise quality over cost-cutting
Marco Bertozzi, President Audience On Demand EMEA and North American Client Services at VivaKi, argues that the entire industry is incentivised to prioritise lower CPMs (ergo poorer quality inventory, or even bot traffic through long-tail exchanges and networks) instead of quality content (where prices are higher).
“I think educating marketers on the importance of paying more for quality inventory will need to happen because the buy and the sell side are chasing KPIs determined by said client who may be calling for lower CPMs versus quality interactions,” he says.
“If the only metric focused on by auditors and advertisers is lower cpm, then that’s where everyone will focus – turning a blind eye to the lack of quality and transparency but being happy that a lower CPM was achieved.”
Auditing has not kept up with the pace of change in the Ad Tech space. The industry still clings to CPMs and not the value of the impression and what it can deliver, according to Bertozzi.
“If you look at Search, if standard auditing metrics had been applied to search advertisers would not use it and spend would be non existent as agencies would be told to suppress the CPC. The same now applies to display, it is an auction environment and yet still they want to drive down on cpm,” he adds.
Explore alternatives to CPM pricing and last-click attribution
Meanwhile, Julia Smith , a partner at consultancy firm 614 group, and acting MD of Evolve Media, argues that exploring alternative pricing models to selling media on a CPM basis, can make it easier for advertisers and their security partners to detect non-human generated traffic.
“A lot of people are all about the click, and in particular its a problem with the long-tail of sites [meaning non-premium ad networks and exchanges are a particular problem in this regard].
“We can start looking at alternative Using a cost-per-engagement [pricing] model could play an important role in combatting this. While it’s not perfect it can make it harder for click farms to replicate human behaviour.”
However, as mentioned earlier in this piece, fraudsters are just as industrious in their attempts to stay ahead of the security elements of the ad tech industry, with their techniques growing evermore sophisticated.
Sources consulted by ExchangeWire also argued that one fundamental flaw in the ad tech sector that lets poor quality traffic be traded on ad exchanges and networks is the prevalence of the last—click attribution model , which incentivises the entire industry to chase the last click.
Adit Abhyankar, Visual IQ, executive director, says: “Incentives drive behaviour. this is common sense. So if flawed attribution leads to flawed allocation of performance credit, which then leads to incorrect incentives, you can bank on the fact that, it will also lead to bad decisions.”
Meanwhile, Marco Ricci, Adloox CEO of content verification firm Adloox, argues that looking at at specific domains on ad exchanges and networks, for statistics such as CTR per domain and by publisher, is a more sophisticated method of detecting bot traffic.
AOD’s Bertozzi adds: “Attribution, econometrics, understanding business impact will all go a long way to removing an obsession on lowest cpm. It will also focus on the fact that advertisers should be challenging media partners to show where they are advertising line by line. If you have to be transparent about the media placement, you are less likely to buy the long tail.”
Employing sophisticated vetting techniques
Those ad tech players looking to perform blacklists [of sites that are known to have traffic generated by non-human traffic] should perform check such as clickthrough rate (CTR) per domain and by publisher, CTR vs conversions, and CTR vs IP addressees are all useful metrics, according to Ricci.
“We check clicks made in less than one or two seconds we can catch fraud – blink and you’ll miss it. Essentially our clients want a more granular level of transparency than the majority of the market offerings today.”
Bertozzi also argues that those players on the buy-side need to do more to improve the reputation of the sector. He adds: “We provide a rigorous vetting process called VivaKi Verified, which thoroughly evaluates media, data and tech partners to ensure that they meet our standards when it comes to brand safety, consumer privacy and client data protection.
“Rather than buy in the murky pool, we use means to avoid the problems, don’t buy in the murky pool at all.
“We have also a proprietary Quality Index that combines the [safety] signals from partners like comScore, Google, Integral Ad Science and Vindico to all the URLs we have in the AOD marketplace creating our own score.
“Metrics and standards aren’t there yet and adoption needs to happen on a larger scale, but the cost of viewable ad impressions will go up and we need to be prepared to pay them to ensure that better brand-to-consumer interactions are happening. If the only metric is cpm, we are opening up the business to gaming the system.”
So the fact is, regardless of which statistics parties in the ad tech industry subscribe to, as to the extent of the problems of bot traffic, it remains clear that more can be done to address the issues of click fraud.
Those that choose to ignore the problem (for whatever means), are helping to propagate it.
Discussion of some big issues of the day around video. The role of auditors, advertisers and agencies in Ad fraud / quality issues, how programmatic video can now be a creative way to continue dialogue through re-marketing and publishers ultimately will benefit from the fact tech is starting to reveal how poor many Ad network sells are to clients.
A video that outlines Audience On Demand and programmatic buying more generally.