Tag Archive: Google

  1. Clear history: Google confirms its plans to kill the cookie

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    In a blog post released on March 3rd, David Temkin, Google’s Director of Product Management, Ads Privacy and Trust, confirmed that Google would be killing off the cookie, as early as January 2022. He also clarified the tech giant’s plans for targeted advertising and a ‘privacy-first web’. The tech, media and advertising industries have all known this is coming – Google first announced that it would be stopping support for cookies on Chrome back in early 2020, and it is not the first browser to do so. However, the blog post has got everyone talking about Google’s search for alternative solutions to targeted advertising, as well as proposals from other players. So what does it mean? And where will it leave advertisers?

    Why is Google stopping support for cookies?

    Google, like the other tech giants, has come under increasing scrutiny and regulation around the world, with regulators and lawmakers looking very carefully at the company’s privacy and antitrust record. Indeed, two hires that the Biden administration recently made would appear to confirm that the US will continue to robustly enforce antitrust laws and other regulations. What’s more, there is a prevailing and increasing sentiment amongst internet users that they are worried about their privacy: in research conducted by Pew Research Center in 2019, 79% of American adults reported being somewhat or very concerned about the way their data is used by companies. It’s also as simple as a change in consumer habits: in the third quarter of 2020, mobile devices (excluding tablets) generated 50.81% of global website traffic – a share that has consistently hovered above the 50% mark since the start of 2017. Mobile browsers and apps don’t accommodate web-based cookie tracking as effectively as desktops, so there is a hole in advertisers’ ability to target their users.

    What is Google proposing as an alternative?

    Google’s statement earlier this month and the ensuing debate makes it clear that the industry is still only in the early stages of redefining how the online media market will work when the cookie becomes defunct. There is still a lot of uncertainty, and the industry is in a period of frantic experimentation, urgently seeking the best way to effectively target consumers with advertising.

    In his blog, Temkin promised that Google would not implement new ways to track individual users around the internet, and vowed that the company would only use privacy-preserving technology that relies on methods such as anonymisation and aggregation of data. Google’s Privacy Sandbox initiative, which is seeking ways to protect privacy whilst allowing content to remain freely available on the open web, has plans to start testing one proposal with a group of advertisers in Q2 of this year. This proposal would group internet users based on similar browsing behaviours; only cohort IDs, rather than individual user IDs, would be used to target them. This approach is based on the same principle as Facebook’s, which offers advertisers the opportunity to target ads to certain categories of users based on their data. Google will be keen that this proposal is workable and appeals to brands, as marketers are already diversifying their ad spend up and down the funnel.

    Other players are exploring targeting alternatives as well

    It’s not just Google with skin in this game: other collectives and ad tech players are also seeking ways to balance privacy with personalised, targeted advertising. A major collective formed last summer, called the Partnership for Responsible Addressable Media (PRAM), has brought together the IAB Tech Lab, the WFA, major advertisers like Ford, Unilever and IBM, media agencies, tech vendors and publishers. PRAM is proposing relacing cookie-based tracking with tracking tied to individual email addresses, whereby a user would log into a participating site with their email address or phone number, which would then be scrambled and used to keep tabs on them as they navigate other participating sites. Google has called this email-based approach impractical, and claims that it wouldn’t meet ‘rising consumer expectations for privacy’, or ‘stand up to rapidly evolving regulatory restrictions’ – and therefore wouldn’t be a sustainable investment in the long term.

    Even taking into consideration Google’s motives for casting doubt on whether cross-site individual tracking will meet consumers’ and legislators’ expectations and therefore the wisdom of investing in such a targeting methodology, the tech giant isn’t wrong in its conclusions. Many view this as a bold act by Google – they are soberly letting go of bad habits while others are just trying to cut back on the worst parts and hoping it will be enough. Perhaps Google’s statement was in fact the most helpful thing that they could do for the industry as it approaches this crossroads, pointing out that what they are trying to do won’t work, and they need to start over.

    Industry experts aren’t yet sold

    While some industry experts and commentators believe that Google’s Privacy Sandbox proposal would be an improvement on the current, cookie-supported situation, others are yet to be convinced. They claim that Google is just swapping one form of invasive tracking for another and could, for example, work out who a user is by cross-referencing their information with an email address from one of Google’s owned sites.

    They are equally sceptical about the email address approach, pointing out that it would be easy to ‘reverse-engineer’ a user’s identity by combining scrambled information with other information available in the public domain.

    What are the implications?

    The implications of Google’s announcement are still unclear, and the situation will continue to unfold over the coming months. It’s safe to say, however, that we will never see anything close to the breadth and width of tracking coverage that cookies have given marketers over the last 25 years. It is thought that the demise of the cookie will affect 85% of online advertising as we know it. New solutions will come from a wide range of different sources and approaches, so will be fragmented. What’s more, a large share of online traffic may not be identified at all; outside walled gardens, contextual targeting is likely to become the main tool. That isn’t necessarily a bad thing – it offers marketers the ability to deliver ads to consumers when they’re in a specific situation or frame of mind, which can only be a positive as consumer behaviour becomes more fragmented and unpredictable. It’s also an antidote to many of the issues around brand risk and safety.

    It’s worth bearing in mind that, just because the ways in which we manage reach, frequency and targeting are being fundamentally redesigned, it does not mean that people will radically alter their media consumption patterns, or that there won’t be any ways to target people online. Large sites with good user experience and consumer trust will retain their traffic and they will still be open for ads, even if impressions are anonymous. Ad impact on brand metrics and sales will remain, even when conversions can no longer be tracked. As Google said in their statement, ‘advertisers don’t need to track individual consumers across the web to get the performance benefits of digital advertising.’

    How should advertisers prepare and adapt for the post-cookie era?

    For now, advertisers need to understand which tools will be lost, which will remain uncertain and which will not change. They should also keep their ad tech flexible and rely on their media agencies for guidance and updates. This is probably not the best time to be investing in ad tech or in-housing.

    Looking ahead, even when data outside of Facebook and Google’s walled gardens is scarcer, advertisers should not resort to increasing their spend with these two platforms beyond what is proportional to media consumption patterns. They should also refrain from resorting to last-click attribution as view-through conversions tracking and MTA fail. Survey-based data and insights on brand metrics will undoubtedly surge.

    Many advertisers are, rightly, focusing on their valuable first-party data, exploring ways to leverage it in order to make better-informed advertising decisions. Many will seek to work with partners to establish a data-exchange from different sources, including with the walled gardens. Marketers will also be able to integrate their consumer research with their first-party data, giving a clearer picture of what consumers do, and why they do it. This will in turn allow them more effectively target audiences with the best messaging in the best context.

    The key takeaway? Hold tight – there’s no need to panic or do anything rash. Alternatives are being worked on and anyway, a world without the ability to track your consumers across the web might not be such a bad place.

    If you would like to discuss how you can prepare for the post-cookie era, please feel free to contact us:

    Header image: atk work / Shutterstock

  2. Are Big Tech’s Q2 results too good?

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    Across the world, national economies are in deep recession, businesses are folding and unemployment has soared. The coronavirus pandemic has wreaked havoc for so many, yet there is a subset of the global economy which demonstrates extraordinary resilience.  

    The tech giants release their Q2 2020 results

    On Thursday last week, amid much anticipation, the Big Tech big four released their second-quarter results. They would have been impressive in the pre-Covid world, but in the current context they were nothing short of astonishing. Facebook reported an 11% growth in revenue year on year, to $18.7 billion, and its profit doubled to $5.18 billion; its number of monthly active users (MAU) rose 12% to 2.7 billion. Amazon posted a record profit of $5.2billion, with sales rising 40% to $88.9 billion, while Apple’s profit rose 12% to $11.25 billion, and its revenue by 10% to $59.69 billion, thanks partly to a 1% increase in iPhone sales. Alphabet, Google’s parent company, reported a profit of $7 billion, which was down on the year, but still above the share price expected by Wall Street ($10.13 a share vs $8.21).  

    A great quarter for Facebook

    Despite the negative publicity that Facebook suffered following the #StopHateForProfit campaign and subsequent boycott of the platform by some of the world’s largest advertisers, the second quarter of 2020 was a great one for the social media giant, from a financial perspective. Revenue growth slowed, but it was still far greater than what analysts on Wall Street predicted. The financial success and growth in both monthly and daily active users signal that people and businesses used Facebook to stay in touch with loved ones and customers in the spring, when much of the world was in lockdown because of the pandemic. Facebook states that 180 million businesses use their tools, and it has 9 million active advertisers; this well-established longtail of smaller advertisers goes a long way to explaining why the July boycott wasn’t financially damaging to the platform, although it was very challenging from a PR perspective. Facebook is strengthening its relationship with its small business advertisers with the launch of two new initiatives, Facebook Shops and in-messenger commerce. 

    Strong performances from Apple, Amazon and Alphabet

    The other three components of the Big Four also enjoyed remarkable success in Q2. While Alphabet’s ad revenue was down, many analysts believe that this was largely because it came from a much larger base than Facebook’s, for example. YouTube’s ad revenue increased by 5.8% to $3.8 billion, which was much slower than its Q1 performance but still impressive given the context, namely many advertisers halting their ad spend. 

    Amazon, possibly unsurprisingly with so many people stuck at home, had a strong second quarterwith a record profit of $5.2 billion and growth of more than 40% in its division that is largely comprised of its ad sales business. The retail giant brought in revenue of more than $7 billion more than expected, despite initially being caught off guard by a sudden spike in demand during the pandemic, as more people chose to shop from the safety of their homes. It says it is currently expanding its fulfilment centres as it prepares for the peak holiday shopping season at the end of the year. 

    Despite store closures and operations disrupted by the pandemic, Apple’s revenue was the highest the company has ever reported in its second quarter, up 11% year on year. This rise is due largely to a 1% increase in iPhone sales, helped by the launch of the lower-cost iPhone SE. 

    Results that good don’t look good

    The tech giants and investors will undoubtedly be pleased with their performance in the second quarter, particularly given the economic context, but there is a fly in the ointment. Results this great, when so much of the world is in a downward spiral, are difficult to justify, and do nothing to quell suspicions that the Big Four are far too powerful, with too large a monopoly on the marketplace. Just the day before the Q2 results were released, the CEOs of Apple, Facebook, Alphabet and Amazon appeared before the US Congress’ antitrust hearing, as a culmination of 13 months of investigation by lawmakers into the market power of Big Tech. The key criticism against the four companies is that they have engaged in anti-competitive behaviour, using their power to choke the ability of their smaller rivals to compete with them. The investigation will produce a report after the hearing, which will be released towards the end of the year and will form the basis of new laws to regulate Silicon Valley 

    Each of the CEOs – Tim Cook, Mark Zuckerberg, Sundar Pichai and Jeff Bezos – tried to downplay the scale of their market leadership to Congress on July 29th. But their efforts were undermined by their huge earnings released just the next day, which not only underscore how reliant people became on Big Tech during the pandemic, but also symbolise how powerful these companies are and their ability to see off smaller competitors.  

    An awareness of perception issues

    Each company was acutely aware of the optics of their Q2 results. Amazon’s press release went out of its way to detail the ways in which it contributes to communities and its employees. Tim Cook said that Apple was conscious that its results contrasted sharply with the fortunes of so many others over the last few months, and that the company doesn’t have a zero-sum approach to prosperity, while Mark Zuckerberg highlighted his belief that Facebook’s products have changed the world for the better and improved people’s lives. Whether these statements will have any bearing on Congress’ conclusions remains to be seen. 

    Is Big Tech on notice?

    It’s very likely that the Big Four’s remarkable Q2 results will feed into Congress’ belief that they are too powerful; indeed, they – along with Microsoft – currently represent more than a fifth of the S&P 500, the first time since the 1980s that the five largest companies have had such a large share of the index. Congress lawmakers will inevitably seek to curtail that power to an extent, as it is in direct contrast with American antitrust laws. It will be fascinating to see what the implications for the Big Four, the tech sector and advertisers will be. 

    Image: Hand Robot / Shutterstock

  3. Is Snap really a threat to the Google-Facebook duopoly?

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    A few weeks ago we wrote about how Amazon poses a serious threat to Google’s search dominance. But Amazon is just one of a few companies snapping at the heels of the Google-Facebook duopoly that has for so long dominated digital advertising. Third quarter results, released in the last few weeks, revealed that the ad businesses of Amazon, Pinterest and Snap all grew more rapidly than that of the industry giants in Q3. Amazon is the biggest disruptor in terms of size, but it’s Snap – owners of Snapchat – that is enjoying the fastest growth.

    Snap’s growth is remarkable

    The latest round of quarterly results were not a resounding success for Facebook or Google. While Facebook’s results were better than expected, it recorded its third consecutive quarter of sub-30% expansion; meanwhile, Google’s growth is languishing below 20%, at 17.1%.

    Things were much brighter for Snap: its ad business grew 50% year on year in Q3, and its stock price surged by over 175% this year as advertisers increasingly look to the platform to provide a return on their investment. Why?

    What is behind Snap’s success?

    Snap’s CEO, Evan Spiegel, has credited two major changes at the company for their success. The first is an initially poorly received redesign which Spiegel says boosted time spent watching premium content by 40%, thereby increasing ad revenue; the second is their adoption of a self-serve ad platform over the last two years, which has made it easier for brands to buy ads on the platform and expanded Snap’s ability to sell ads.

    Those ads are increasingly popular as Snap is good at leveraging its hard-to-reach audience and building innovative, intuitive ad products that increase ROI for advertisers. Its core userbase is the often hard-to-engage youth audience: 90% of 13-24 year-olds in the US say that they use Snapchat, and they’re highly engaged – they open the app on average 20 times a day, and dwell time is around 25-30 minutes, significantly longer than that of other social networks. All this gives brands plentiful opportunities to reach their audiences at the right time, with the right message – and that amounts to increased ad revenue for Snap.

    Snap’s range of ad products come in a range of different formats, including Snap ads which allow users to swipe up to visit the advertiser’s website or app and can be optimised against reach, clicks and sales; and commercials, a more premium offering which are unskippable and appear within premium content. They feel more like a TV buy for advertisers and have high viewability and completion rates. In October, Snap launched a new product to target direct-response advertisers, for whom Instagram – their historical home – is starting to feel a bit crowded. Its new dynamic ads allow advertisers to create ads linked directly to their product catalogues and can be served to users based on their interests, using a variety of templates created for mobile. This new product brings Snap’s offering more in line with that of its bigger competitors, and is one of a range of features that has helped to make Snapchat more shoppable, engaging and effective for marketers.

    Snap’s focus on the development of effective advertising formats is commendable, and will be key to its future success; indeed, it will be key to the success of the digital advertising industry as a whole. Traditional channels continue to have the upper hand when it comes to the price-effect ratio, and digital players must aim to emulate their success.

    AR is key to Snap’s future success

    While Snap’s star is certainly in the ascendant, there is still plenty of work to be done: it is still unprofitable and it only has 210 million daily active users – mediocre compared to the 500 million who use Instagram’s Stories product every day. CEO Spiegel stated on the quarterly earnings call last month that augmented reality (AR) will be crucial for the company’s future: each daily active user interacts with a Snap AR product, such as lenses and filters, an average of 30 times per day. This month the company is launching Spectacles 3, a redesigned version of its augmented reality sunglasses, and in the next seven to 10 years plans to integrate other AR wearables into its range. Snap has historically led the way in AR and has had viral success with some of its AR filters, but Instagram and Facebook are moving into the space, so Snap will need to move quickly to retain its first mover advantage and remain the dominant AR platform.

    So, is Snap a serious threat to Google and Facebook?

    Snap’s product development and innovation are turning it into a serious contender for advertisers’ ad dollars, and its growth rate means that the digital advertising giants – Google, Facebook and increasingly Amazon – need to pay attention, particularly as Snap has such high access to the millennial and Generation Z audience. It does however have a lot of work to do if it is to grow exponentially and become a real threat.

    Image: Shutterstock

  4. Should Google be worried about Amazon?

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    It’s no secret that Amazon is no longer ‘just’ the world’s biggest retailer. Its ‘other’ business – digital advertising – is having a seismic impact on the advertising industry, so much so that is now a threat to the traditional digital advertising duopoly, Facebook and Google. This week, eMarketer released a report claiming that Amazon is ‘chipping away’ at the very core of Google’s business – search.

    Amazon is increasing its share of US digital ad spend

    Amazon’s star has been on the ascendant for a significant period of time, but 2019 has truly been a stellar year. Revenue for its ad business climbed by 37% to $3 billion in the second quarter of 2019, while back in February eMarketer predicted that Amazon would claim 8.8% of US digital adspend this year, up from 6.8% in 2018. This is impressive in itself, but even more so when you consider that Google’s share was predicted to drop to 37.2%, down from 38.2% in 2018, while Facebook would only increase theirs by 0.3%.

    Google’s near-monopoly of search is set to decrease

    This was the backdrop for the latest eMarketer report about Amazon’s search share. The US search market is set to grow by 17% this year, to a huge $55.17 billion. While Google still of course owns the lion’s share of the market, with 73.1% ($40.3bn), eMarketer anticipates that that will fall to 70.5% by 2021. Amazon, on the other hand, is expected to have grown its share of the market to 12.9% by the end of 2019, and to 15.9% in 2021. Microsoft has now been relegated to third place in the search market, with a 6.5% share.

    What’s behind Amazon’s success in the space?

    So what is behind Amazon’s increasing prominence in digital advertising? The key reason is its understanding of consumers’ purchasing behaviours. It has a treasure trove of data about buying habits which is of course very valuable for advertisers, as they can reach customers right at the time that they intend to make a purchase. Amazon’s data even allows advertisers to understand when a buyer might want to repurchase a product, so that they can be targeted at the right time, with less wastage.

    Consumers’ research behaviour is changing as well: they now increasingly use Amazon as a research resource rather than just a purchasing platform, and use broader search terms such as ‘gift’ or ‘makeup’, offering ample opportunities for brands to reach them. And it’s not just brands that sell directly on Amazon that can benefit; advertisers that sell products and services that can’t be bought on Amazon, such as cars or insurance, can use the retailer’s extensive customer data to understand who might be interested in buying their products. Finally, Amazon has very high conversion rates, particularly for products sold on their platform: 20-30%, versus 1-10% on Facebook, for example, where ads are seen as more intrusive and trust is an issue.

    Harnessing its advantages

    Amazon has wasted no time in harnessing these advantages over its competitors. Last year, it simplified the branding for its advertising products, creating Amazon Advertising. This includes sponsored ads which work in a similar way to Google search, allowing advertisers to bid for search terms, with the highest bidders more likely to appear in ad listings. Display ads are available programmatically for both Amazon and third-party sites using the Amazon DSP, which allows advertisers to see easily how well their media spend translates into sales.

    In 2018, Amazon acquired Sizmek’s adserving and dynamic creative units; the dynamic creative allows for more tailored ads which incorporate data such as location or shopper behaviour, while the ad server side helps advertisers to place ads and measure effectiveness, helping Amazon to better compete with Google. Overall, these acquisitions have helped Amazon improve the functionality that had been lacking in comparison to its two major competitors in the digital advertising space.

    An unexpected benefit for both Google and Amazon

    While Google will no doubt be alarmed that Amazon is encroaching on its search dominance, there is something of a silver lining. Both organisations are being examined by regulators at the Department of Justice and the Federal Trade Commission – Google because of its search stranglehold and Amazon for using its e-commerce marketplace to promote its own brands over those of rivals. While these investigations continue, it won’t hurt either of them to have increased perception of competition.

    An increasingly important player

    As Amazon increases its functionality and collects and organises evermore customer data, it will become an increasingly important player in the digital advertising sector and undoubtedly an ever more worthy recipient of valuable ad dollars. Advertisers – even those that don’t sell via the platform itself – should seriously consider Amazon’s advertising solutions for three reasons: lower pricing thanks to increased competition in the search space; remarkable conversion rates; and Amazon’s wealth of rich data from its sales funnel.

    Image: Shutterstock

  5. How smart speakers are changing the way we search and shop

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    Its Black Friday at the end of this week and bargain hunters across the US and Europe are readying themselves and their wallets to snap up bargains both online and in store. One thing that we can comfortably predict is that many will have their eye on a new smart speaker. The rise of the smart speaker over the last few years has been remarkable: in the US, an estimated 43.9m Americans used a smart speaker at least once a month in 2017, rising to 61.1m in 2018 and expected to increase to 76.5m by 2020 (source: eMarketer, 2018). This proliferation of smart speakers has inevitably fuelled a spike in voice search and voice commerce – and those, of course, have implications for marketers.

    Who’s using them?

    In May this year, eMarketer released its report,‘Hey Alexa, who’s using smart speakers?’. In it, the research firm points out that ‘not since the smartphone has any tech device been adopted as quickly as the smart speaker’. In fact, growth has been so strong that they predicted that the number of smart speaker users would surpass that of wearable users this year. The typical user is still the classic early tech-adopter – affluent, older millennial male – but the device is gaining traction in other demographics, particularly younger generation X women with children. What’s driving this surge? As eMarketer’s co-founder and Chief Content Officer Geoff Ramsey pointed out in his ‘Emerging Trends’ session at the ANA Masters of Marketing last month, it’s easier to talk to a device than to type into one and – crucially – smart speakers adapt to our voices and behaviour, not the other way around.

    The new battleground for the tech giants

    As is to be expected with any major technological development, the smart speaker has become the latest battleground for the tech giants, Google, Amazon, Facebook, Apple and Microsoft. Facebook and Microsoft are still to make waves in the field: the former delayed the release of its smart speaker due to user privacy concerns (understandable, given the year it has had), while Microsoft has partnered with another hardware maker instead of creating an own-brand speaker. Apple released its HomePod speaker, but the high price point and less-than-glowing reviews means it is yet to be a major player, in this space at least. That leaves Google and Amazon as the undisputed kings of the smart speaker arena. Google’s Google Home has a 29.5% share of the market, but eMarketer projected that Amazon Echo – of Alexa fame – would claim 66.6% of the smart speaker market in 2018.

    Transforming how we shop…

    As we discussed in an earlier post, Amazon is well on its way to adding a third leg to the Facebook-Google digital duopoly by increasing its advertising revenue – and its Echo smart speaker is a key way in which it will achieve this. eMarketer points out that voice is the next frontier for online commerce, and while the number of people who shop using their purchases is small (28.2% of US smart speaker owners), they predict that the number of US smart speaker buyers will double to 17.2 million between 2017 and 2018. And it is of course Amazon that benefits from this, thanks to their success in the smart speaker space and their dominance of the general ecommerce space. Echo owners can and do shop using Amazon Prime: indeed, they spend an average of $1700 a year, according to a CIRP report. That’s $400 higher than what ‘regular’ Prime customers spend annually on Amazon and 66% higher than non-Prime Amazon shoppers. CIRP’s co-founder Josh Lowitz said “We’ve long thought that Amazon is keenly focused on building increasingly loyal and frequent shopping customers, and Echo seems to promote that goal.” Brands can also create third-party apps; however, many are choosing to do this with Google Home rather than Alexa so they don’t have to compete with Amazon’s inventory.

    …and how we search

    That’s not the only way that Google may have an edge over the thus-far dominant Echo. The second most popular way that consumers use their smart speakers, after music, is search. Ramsey noted that 72% of US smart speaker users who have a smart device use them to search – it’s the second most popular activity after listening to music, and that doesn’t even include the news, weather or traffic. One third of users use them every day to search for something that they would previously have typed into a device. The implications of this for brands are particularly important. Why’s that? Because voice search usually only yields one result: consumers don’t want to listen to reams of results, and that actually could be a reason that they are choosing to use their smart speaker rather than traditional methods, so that they don’t have to sift through results. Furthermore, they don’t have to stop what they are doing.

    A voice search optimisation strategy

    The fact that there is only one search result on smart speakers means that brands either get first position or no position: it’s critically important that they start developing a solid voice search optimisation strategy to take them to the top of the search results. Econsultancy suggests that an effective way to do this is to help people when they need support with a specific task, such as cooking or trying to remove a stain – what Google has termed a ‘micro-moment’. That fits in with Ramsey’s view that voice is not just another ad vehicle – it’s a utility, and advertisers need to see it as a personalised experience that will bring consumers closer to their brand. Voice can be used to literally start a conversation with a consumer and ultimately set them along the path to purchase. As far as paid search is concerned, sponsored ad words aren’t yet available but that can surely only be a matter of time.

    Will mobile ads be impacted?

    Something else that brands need to bear in mind is that, as consumers are increasingly drawn consumers away from their mobile devices by smart speakers, they will be exposed to fewer mobile ads. We believe that it is unlikely that Amazon and Google will allow brands to ‘broadcast’ ads via their smart speakers; could this mean that digital advertising will start to see a decline?

    Agility and readiness are critical

    As the tech giants look to implement their voice assistants into other gadgets, household appliances, furniture and even cars, the opportunities for brands to become intrinsically valuable and useful to the consumer grows. With that opportunity comes complexity that will need to be navigated. As Ramsey pointed out, even the pneumonics of brand and product names will need to be considered! There is much to be gained by those who are most agile and can stay ahead.

    Thumbnail image: Shutterstock

  6. The evolution of the role of the marketer – and what that means for the future of the industry

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    The role of the marketer has changed almost unrecognisably over the last four decades. As technology has progressed and our tools have advanced, we have a greater understanding of our audiences and how our messages are landing with them. This can and does drive increased performance for both the media and, ultimately, the brand. However, it also adds many layers of complexity to the marketer’s role: today’s marketer not only needs to be able to tell great stories, they need to be able to understand data, numbers and technology – or surround themselves with people who do.

    The 1980s: WHAT to say?

    The 80s were perhaps the last time that advertising resembled the fabled ‘Mad Men’ era. In the ‘brand positioning’ decade, marketers had the freedom to be creative and tell stories that would catch the audience’s attention, cutting through the noise to drive loyalty and recognition. There were far fewer channels to orchestrate; TV ruled the day, with out of home and radio jostling for position as well. Direct marketing had started to emerge, but was in its infancy. Most importantly, communication largely ran one way – from brand to consumer – meaning that the brand, and the marketer, held the power over messaging and could decide whatstories to tell.

    The 1990s: WHEN and WHERE to place ads?

    The 1980s became the 1990s, which were something of a watershed moment for the advertising industry. Why? Because it was the decade that saw the very first digital advertising: US communications giant AT&T placed the first digital banner on hotwired.com – Wired Magazine’s online platform – in 1994. What’s more, the proliferation of cable TV and the increased length of ad breaks (up from nine minutes per hour to nineteen). The advertising landscape had become rapidly more complex, and the marketer’s role had changed forever.

    This plethora of ad spaces had an important implication: it meant that the marketer could – and indeed needed to – optimise their media planning and buying strategies so that they were reaching their audiences in the optimal time and place. Whenandwhereto place ads were the key questions of the day: this meant adding more skills to the arsenal, such as the ability to understand and act upon ‘web analytics’ – the precursor to digital marketing optimisation.

    The 2000s: HOW much?

    If the 1990s was the birth of the digital advert, the 2000s were the decade that procurement-driven marketing was born. It was then that procurement processes were introduced to marketing, leading to increased control of – and therefore more focus on – pricing and effectiveness. This is undoubtedly intrinsically linked to the rise of the media buying houses – off-shoots from the creative agencies who were channelling their media planning and buying capabilities into separate entities. These entities would buy up huge amounts of inventory and sell it on to their clients, driving down prices. Procurement professionals were brought in to ensure that brands were getting the best deal from their agencies, resulting in pitches that were run on excel sheets rather than judged on relationships and strategy. The pressure on marketers and agencies to keep asking ‘howmuch?’ was intense, and has arguably not eased since.

    The 2010s: WHO are we reaching?

    The 2010s is the decade of the data-driven marketer. The most important marketing trends of the decade – data and technology – have transformed the practice of marketing. Modern tools allow marketers to understand their consumers like never before, optimising for their behaviour and preferences in real time and watching money come in in a way that is beyond the

    80s marketer’s wildest dreams. However, it hasn’t all been positive: transparency has decreased, leading to a crisis of trust between brands and their agencies, and there are grave concerns around data ownership and regulation – as some of the tech giants have discovered to their detriment.

    Who to reach – the individual – is now the priority, often at the expense of the mass-media, storytelling approach of the 1980s that built the strong brands of today. The focus has shifted to performance for each and every ad dollar and the cost per acquisition, rather than telling a brand story that leads to loyalty and trust. As we learned at the ANA Masters of Marketing conference last month, direct to consumer(DTC/D2C) brands are winning at the performance game, and more traditional brands can learn a lot from them. However, we mustn’t lose sight of the fact of the end destination – brand and business growth. Data and transparency are only the vehicles to get us there and are not the destination itself.

    The 2020s: what should we be asking ourselves?

    What does all this mean for the marketer as we approach the 2020s? Will there be a new paradigm? At ECI Media Management, we believe that marketers are now like the conductor of an orchestra: the instruments are in place, and the CMO is the conductor who is responsible for leading them to create the great symphony. An effective media strategy needs to ask ‘WHAT should we say?’, ‘WHERE and WHEN should we say it?’, ‘HOW much should it cost?’ and ‘WHO are we saying it to?’ in order to secure the highest ROI.

    Marketers must define KPIs based on a clear marketing objective linked to business growth, so that all stakeholders, brand owners, media planners and buyers, procurement leads and tech and data experts share the same language and have one version of the truth to work towards. The theme of this year’s ANA Masters of Marketing was ‘driving growth’, and ANA CEO Bob Leodice, opened the conference with a rallying cry: it is within the power of CMOs to recover growth, particularly with so many tools, skills and technology at their fingertips. Harnessing the lessons of the last three decades – telling a brand story, optimising time and placement, achieving the best cost and using data to understand the consumer is surely the way to do this.

    ECI Media Management can help marketers conduct the orchestra and position themselves for success. We forensically audit and benchmark all media activity, including (and uniquely) programmatic investments, to drive higher media value and increase the impact of media on business performance.  As well as helping to manage media agency partners, we can offer advice to marketers looking to increase control by bringing more agency services in-house. Along with our other services– financial compliance audit, pitch management and contract consultancy –  we can ensure that the modern marketer has all the tools at their disposal for success and growth in the 2020s and beyond.

    Thumbnail image: Shutterstock

  7. Amazon is coming for your ad dollars

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    The online shopping platform has streamlined its advertising offering, making it a real threat for Google and Facebook.

    Turning the duopoly into a triopoly

    When we think of major digital ad platforms, our thoughts naturally turn to the giants, Google and Facebook. There is no doubting that for many years the ‘big two’ have had a duopoly of advertisers’ digital budgets across much of the world. Google’s ad revenue in quarter two of this year was a huge $28 billion, while Facebook’s was a smaller but still very sizeable $13 billion, of which 15% was generated by Instagram. We’ve discussed in our blog before how Facebook seems to be struggling to grow in the face of privacy scandals and user stagnation and, conversely, how Google appears to go from strength to strength.

    However, there is a third player that’s turning the duopoly into a triopoly. A report published by eMarketer in September revealed that Amazon will more than double its US digital ad revenues this year, meaning it will overtake Oath and Microsoft to become the third largest digital advertising platform. This news came as Amazon revealed that it had streamlined its somewhat messy advertising offering into a single brand, Amazon Advertising.

    Amazon’s key advantage is its deep understanding of consumer purchasing habits

    Amazon Advertising’s model is based on the fact that around 49% of product searches in the US start on Amazon – and that offers invaluable insights into the minds of purchasers. While Google can store your implicit shopping intention, Amazon knows your actual purchasing behaviour – what you bought, when you bought it, how many clicks it took you and what other product categories you bought or considered at the same time. These insights can be used to create intelligent retargeting campaigns that showcases products that the consumer is more likely to buy at a specific time. With the drive towards Amazon Prime and the purchase of Whole Foods, those insights can become even more pertinent. Furthermore, ads on Amazon can be optimised within a matter of hours, allowing advertisers to drive a much higher return on their investment.

    Advertisers are moving budgets from Google search into Amazon ads

    It is these razor-sharp insights and real-time optimisation that are the headache for Google and Facebook, particularly the latter. Media agency executives have revealed that some

    advertisers are moving more than half the budget that they would normally invest with Google Search (an estimated 83% of Google’s ad revenues) into Amazon ads, amounting to hundreds of millions of dollars. The brands in question are almost all from the consumer product goods category, whose products are sold on the Amazon platform, and are attracted by the offering discussed above as well as the seamless shopping experience: there’s no need to set up an account or input card details, as there might be with a Google search ad. Amazon is also unburdened by the fake news problems that have dogged Facebook and, as an apolitical space, it is unlikely to be leveraged as a political tool.

    Will the lure of profit be at the expense of user experience?

    It’s possible, even likely that Amazon will be bewitched by the huge profits that can be won from advertising, at the expense of the user experience. The purchasing behaviour data that Amazon has at its fingertips means that they can develop much better targeting tools than Facebook – and just as good as Google’s. Highly effective branding campaigns therefore become a reality, and while the consumer could find these at best a distraction and at worst disturbing, it will be difficult for Amazon to resist short-term profit for something in which it is unbeatable.

    Google and Facebook are safe for now – but challenging times are ahead

    Google and Facebook aren’t in any immediate danger. Amazon is a distant third in the triopoly: it commands 4.1% of digital ad spend in the US, compared to Facebook’s 20.6% and Google’s 37.1%. And while Google’s Search revenues may be flattening somewhat, some of the drift is going into other Google properties such as YouTube, and not just Amazon’s coffers. Furthermore, brands from very lucrative advertising categories such as automotive and travel don’t currently have much incentive to move any investment to Amazon as their products are not easily sellable on the platform.

    Challenging times are ahead for Google and Facebook, in this and many respects. Amazon is certainly one to watch in this space.

    Thumbnail image: Shutterstock

  8. ECI’s DMEXCO download

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    ECI was at DMEXCO in Cologne this week: from ethical hackers to in-housing, here’s what we learned.

    Important questions and lots of answers

    ECI joined thousands of fellow ad industry professionals at DMEXCO in the German city of Cologne this week. The digital marketing and advertising trade fair and conference has become a key feature on advertisers’ calendars as they seek to understand and capitalise on the countless opportunities – and avoid the pitfalls – offered by ad tech. There are so many questions on these people’s minds – should I bring my ad tech in house? Who are the right suppliers? How can I best leverage my company’s proprietary data? If the answers to these questions are anywhere, it’s at DMEXCO – although you have to filter out a lot of noise on the way…

    We came away from our two days at DMEXCO with two big takeaways. The first is how cluttered the marketplace is and the (perhaps related) knowledge gaps, particularly among those who should really know better. The second – quite possibly a result of the first, as we’ll discuss later – is the debate around inhousing ad tech versus outsourcing it.

    A cluttered marketplace and knowledge gaps

    DMEXCO is crowded, noisy, hot and very exciting – much like the industry that it showcases! As we found while we were there, the more you learn, the more you realise just how much there is to learn, and the effort required to keep up with the latest developments in online marketing. As is so often the case in the digital world and particularly the digital marketing industry, buzz words and phrases were swirling around – ‘performance marketing’, ‘attribution’, ‘intelligent’, ‘data’, ‘personalisation’ and ‘disruption’. Our old friend ‘email marketing’ is still up there, with general consensus that it remains an important tool. The new phrase on everyone’s lips – one to watch out for – is ‘ethical hacker’, the information security experts who identify vulnerabilities that non-ethical hackers could exploit: critically important in these times of cyber threats and security breaches. We observe, with a wry smile, that DMEXCO is perhaps the only place where the words ‘AI’, ‘machine learning’, ‘algorithm’, ‘performance’ and ‘optimisation’ can be used in the same sentence unironically.

    Despite this lack of irony, there was some healthy scepticism at the conference. Taking to the stage in the event ‘The next mission in marketing’, Philipp Markmann talked about the ‘absurd level of complexity’ in the media market, with far too many services to choose from, meaning that advertisers are overwhelmed by choice. Is this because publishers and vendors are targeting and talking directly with CMOs rather than focusing on agencies, who traditionally identified the best solutions on their clients’ behalf?

    Perhaps this is partly down to surprisingly low levels of knowledge in the industry. A common opening line from exhibitors at DMEXCO was “do you know a bit about ad tech?” We raised this with one of them who explained that a large proportion of attendees had a lower than expected knowledge of ad tech and digital advertising. AppNexus, one of the largest ad tech suppliers which was recently sold for $1.6bn, was mistaken for an app creator by more than one attendee, while one ad tech exhibitor said that they met with a media agency rep who didn’t know the difference between a first and second price auction, let alone the implications of each. There is evidence that the struggles, illustrated here, to keep up with online media markets are leading to irresponsible media buying, ultimately resulting in advertisers taking matters into their own hands by bringing their activity in house. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD. vTFCgkT6VUuBkosD.

    In-housing or outsourcing?

    It was no surprise, therefore, that the in-housing of media buying was the subject of many of the events and discussion at DMEXCO. It’s being driven by a feeling that media agencies need to be doing more to earn their clients’ trust, but also by the understanding that marketing and sales in general, and online marketing in particular, should be closely integrated with a brand’s core business – especially when it comes to technology and strategy. Philips’ global head of digital marketing Blake Cahill, speaking at an event entitled ‘Brave the seismic shift – the future of creative digital consultancy’, recommended a mix of in-house and agency, with the latter focusing on media strategy and planning. This consultancy role would allow them to increase their fee – a glimmer of hope for agencies alarmed by clients taking activity in house. Meanwhile, in ‘The next mission in marketing’ event, speakers concluded that, in order to thrive into the future, agencies need to be experts, strategic and proactive thinkers, and reduce their complexity. Interestingly, as we reported last week, WPP’s new CEO, Mark Read, announced this as part of his strategy to future-proof the group.

    Media and creative agencies were notably quiet at DMEXCO – is that because of the problems they are having keeping abreast of developments in the space? Advertisers and publishers, as well as Google and Facebook, were prominent on the stages, while ad tech providers and publishers dominated the exhibition floors.

    But that’s not all

    Of course, discussion at DMEXCO also went far beyond whether advertisers will move their tech stacks in house and what that means for their agency partners and others. To succeed in digital advertising, marketers must ‘focus on the real consumer needs, understanding their behaviour’, as Alexander Ewig said in ‘The next mission in marketing’ talk. Rahmyn Kress, Henkel’s Chief Digital Officer and Debora Koyama, Mondelez’s CMO, also spoke about what success looks like in digital marketing at the ‘Future skills in brand marketing: how to transform into a modern marketing department’ event. They agreed that the FMCG sector is lagging behind when it comes to digital marketing, and that they – and all brands – must focus on the problem they want to solve, rather than the tools at their disposal. Kress and Koyama also concurred that data must be at the very heart of digital marketing; this is indisputable, but there was also a feeling across DMEXCO that advertisers should seek a balance between hard data and a more human gut feeling.

    A final observation has to, of course, come from Google. Their space on the exhibition floor was colourful, eye-catching and designed to look like a garden, complete with a wooden fence around the perimeter. A witty take perhaps on how Google and fellow tech giant Facebook are often called walled gardens for their reluctance to allow third-party tracking? We mentioned this comparison to a Google rep outside the fence, who laughed and then gave a very reasonable explanation for the fence: some advertiser heavy-weights were inside, making important deals with Google. Funny that in our world of AI-optimisation, data driving and agile bidding, business is still done over coffee and sealed with a handshake.

    Thumbnail image: Helene Kruse

  9. New WPP chief hits the ground running

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    WPP has filled its CEO vacancy – and there’s a lot to do.

    A popular choice to fill big shoes

    Since Martin Sorrell’s acrimonious departure from the top job at WPP earlier this year, there has naturally been speculation around who would replace him. Charismatic and combative, and the chief architect of WPP’s growth from a wire and plastics company into the world’s largest advertising company, Sorrell left big shoes to fill.

    WPP announced this week that those shoes have been filled by Mark Read, who had been running the organisation on an interim basis, alongside Andrew Scott, since Sorrell’s departure. Read is a popular choice both within WPP and among shareholders, and was the leading internal candidate for the role. He has a proven track record in running WPP digital agency Wunderman, as well as in digital leadership and as a board member from 2006 to 2015. He is viewed as a steady pair of hands and someone who can hit the ground running – perhaps less charismatic and pugnacious than his predecessor, but that is widely seen as a good thing.

    Read has industry challenges to contend with…

    Read has his work cut out for him. The day after his appointment was announced, WPP suffered a sharp drop in share price, and the company recently announced a somewhat mixed set of results, with a small Q2 global revenue growth of 2.4% but a continued decline in its North American business, which dropped by 2.9%.  WPP is suffering from many of the same problems as its industry peers, including navigating the seismic shifts that the advertising industry is experiencing thanks to rapidly advancing technology. Many clients are looking to take at least some of their marketing activity in-house, forcing agencies and in particular media agencies to re-examine what the future looks like. Those that aren’t yet taking their activity in-house are simultaneously cutting costs and demanding greater transparency in the wake of brand safety scandals and the like. Furthermore, a new generation of competitors is springing up: not just the small boutique and niche agencies, but also in the form of companies such as Accenture and other consultancies, who are establishing capabilities in high margin marketing services such as data and programmatic

    …and in-house problems too

    Read’s challenges aren’t just those faced by the advertising industry at large: WPP has its own set of unique issues to resolve. It is famously huge, with hundreds of agency brands across the world, more than could ever be needed to manage conflict and who indeed often compete with one another. The many P&Ls

    make it unwieldy and, crucially, ‘impenetrable to understand’ for clients, in Read’s words. This is a major cause of concern for some of the group’s key clients such as P&G and Unilever, while Ford – WPP’s biggest client – announced earlier this year a review of its global creative business, currently handled by GTB, the dedicated agency established by WPP for the automotive brand.

    ‘Radical evolution’ is needed

    In response to WPP’s issues and in order to future-proof the organisation, Read has announced a ‘radical evolution’ strategy that will streamline WPP’s structure, consolidating some of the 170,000-strong workforce across 112 countries and 3000 offices. As Read said, “WPP needs to come closer together, not further apart. There are many good things about the business. It is a question of simplifying the offer, refocusing the portfolio and investing more in data and technology alongside creativity.”

    Read has ample experience in the digital side of the WPP business, and his transformation strategy includes turning WPP’s approach to how it works with data and tech on its head. He recognised that, in a world where the likes of Facebook, Amazon, Google and Alibaba own the lion’s share of consumer data, the most realistic way for WPP to monetise its data capabilities is to effectively borrow data from the tech companies and charge clients for data consultancy, rather than execution. GroupM agency MediaCom is already progressing in this area.

    Other elements of Read’s approach include actively helping clients take elements of their marketing in house by consulting on the strategy rather than focusing on the execution; and management of their data investment or research portfolio – it appears likely that Kantar Media could be sold in the not-too-distant future.

    The keys to success: steady hands and an open mind

    Mark Read is stepping to the fore at a time when strong winds are buffeting WPP and the wider advertising industry. However, a combination of steady hands at the helm and a willingness to transform the organisation’s structure and model could well be just what WPP needs to stay on course.

    Thumbnail image: Shutterstock.com

  10. The march of the tech titans on live sport

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    Facebook, Amazon, Google, Twitter and others are leveraging the power of live sports to help them grow.

    People are watching sport online

    The FIFA World Cup earlier this summer and other major sporting events have confirmed what everyone has long suspected: that an increasing number of fans are streaming matches online instead of watching them the more traditional way, on television. This is very good news for tech companies such as Amazon, Twitter, Google and Facebook who are looking to leverage the passion of live sport viewers and its appointment-to-view nature as a way of reaching new users and increasing ROI on existing ones.

    Facebook has been looking for ways to super charge its growth

    Facebook in particular has upped its live sports game, aggressively pursuing the rights to air football and other sports across the world. At the end of June, the social network announced disappointing results for the second quarter: this was in part down to issues surrounding GDPR in Europe and the Cambridge Analytica scandal, but also, ironically, due to Facebook’s huge success – it has reached near-saturation point in mature markets in North America and Europe. Its future growth strategy therefore relies on two things: increasing revenue on each existing user in these mature markets, and attracting more users in countries where Facebook is less ubiquitous, particularly Asia and Latin America.

    The answer: live football

    The latter part of the strategy is already well underway, with live sports playing a key role – this was evident when they hired Eurosports CEO Peter Hutton to lead the push. Last week, it was announced that La Liga had signed an exclusive three-year deal with Facebook to live stream all its 380 matches for free to Facebook users in India, Pakistan, Bangladesh, Sri Lanka, Afghanistan, Bhutan, Nepal and the Maldives. The platform has 348 million users across these markets, with 270 million of those in India. India is a key growth market for Facebook: it already has the largest Facebook user base in the world (270 million versus the US’s 210 million) but, with a population of around 1.3 billion and a projected 500 million internet users by the end of this year, there is huge room for growth for Facebook. Increasing smartphone penetration, relatively affordable mobile data and a passionate football fanbase means that the La Liga deal is a smart move from the platform. This move is in addition to Facebook’s plans to roll out its video platform, Watch, into India – it’s currently only available in the US.

    La Liga isn’t Facebook’s only move into live football streaming: just a few days after the La Liga announcement, UEFA confirmed that Facebook had bought the media rights for certain Champions League live matches in Spanish-speaking Latin America for the

    2018-2021 cycle. The matches they have the rights to include the final and Super Cup games, and the number of top international players involved in the tournament means that it is a huge deal across the continent.

    Other tech companies are also snapping up live sports rights

    Facebook’s activities in the live sports space are matched by its competitors’: Amazon in particular has been signing deals to attract more customers to its Prime platform, including a five-year deal for the exclusive broadcast rights of the US Open tennis tournament in the UK, the rights to screen 20 Premier League football games each season, also in the UK, from 2019 to 2022 and streaming rights for Thursday night NFL games in the US. Meanwhile, Twitter works closely with the NBA, partnering with them to help people keep up with the latest news and developments and watch the games, no matter where they are. YouTube has the rights to Major League Soccer games, including the Seattle Sounders and Los Angeles FC, for which it has both streaming and broadcast rights.

    The future of live sport and entertainment looks dramatically different

    There are concerns amongst consumers, particularly in India, that slow broadband speeds will affect their enjoyment of games, and that it will take something away from the camaraderie of watching games as a group on television. This is perhaps mitigated somewhat by the fact that the games will be free to view. From an industry perspective the arrival of tech platforms on the live sports scene is a seismic shift. For advertisers, concern about TV live sports strategies being adversely affected will surely be offset by the huge opportunities presented by delivering targeted ads to passionate sports fans in real-time. For the major players in broadcasting space, it is the fear of the existential threat that this precise situation causes that has led them to rethink and overhaul how they operate; this has led to some of the huge mergers we have seen recently, including the AT&T takeover of Time Warner and Disney’s deal to purchase 21st century Fox’s film and television assets, which was recently approved by shareholders.

    There can be no denying that the media and technology industries are converging at breath-taking speed, and that the landscape will look very different, very soon. Agility and a willingness to innovate and take calculated risks will be the ways to succeed as this transformation takes place.

    Thumbnail image: Shutterstock.com