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Новости интернет-рекламы

Август, 16-31

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Содержание

Аналитика и интервью……………………………………………………….....……...3

AdBlock .....……………………………………………………………………........…….9

Native…………………………………………………………………………........…….12

Programmatic....……………………………………………………………..................14

Видеореклама ..……………………………………………………………........…….17

Социальные сети …...…………………………….…………………………………...27

Search …...………………………………………….…………………………………...34

Мессенджеры..…………………………………….…………………………………...35

E-commerce……………………………………..….…………………………………...38

Новости IAB Belarus……………………....…………………………………………...41

Новости IAB Global….………………….....…………………………………………...42

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АНАЛИТИКА И ИНТЕРВЬЮ……………………………………………………………

TV Ad Growth Overshadowed by Surge of Digital Giants Like Facebook, Google

Jan Dawson, Media & Money Columnist

http://variety.com/2016/voices/columns/facebook-google-ad-growth-1201839746/

Ad revenue in the U.S. TV industry is enjoying a brief rebound thanks to higher pricing in the upfront and

scatter marketplaces. But while the Big Four TV conglomerates celebrate single-digit ad-revenue growth,

they may want to look outside their sector for a reality check.

This story first appeared in the August 16, 2016 issue of Variety. Subscribe today.

Over the past few months, Facebook has managed to surpass the domestic ad revenue

of Comcast,CBS Corp., Disney, and 21st Century Fox. The $13.1 billion that the social-media company

andGoogle brought in together in the second quarter dwarfs the Big Four’s combined take. (Facebook’s

domestic data includes Canada, while

Google considers the U.S. alone.)

Google has always had many times the ad revenue of Facebook, but Facebook is closing the gap at a

rapid rate. In fact, it’s the growth rates here that are the most striking. At a 64% trajectory, Facebook grew

eight times more than CBS Corp., the fastest-growing entertainment company.

At that rate, it won’t be long before Facebook gets to Google’s current scale in the U.S., far surpassing the

major TV companies combined. And Facebook’s global ad revenue is twice its domestic take-up.

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SOURCES: COMPANY REPORTING, JACKDAW RESEARCH ANALYSIS

One of the big reasons for Facebook’s spike is advertisers’ response to the personalized nature of its

advertising. Whereas Facebook can individually target its monthly and daily active user base

(226 million in the U.S. and 175 million in Canada at the end of June) based on a granular understanding

of their personal characteristics, the major TV companies know far less about their audiences, relying on

broad demographics.

The Big Four’s online offerings do a little better in this department. But with an audience fragmented across

pay TV, branded sites, apps, and third-party online services like Hulu and Sling TV, it’s impossible for

buyers to get a real sense of who TV viewers are, or what their interests might be.

Facebook now generates an average of $50 of revenue per year from its users in the U.S. and Canada,

up from $34 a year ago and $21 the year before that. But there’s no comparable metric for the TV

companies.

Another big advantage Facebook enjoys is that some of its ad units generate revenue only if they lead to

specific consumer actions. Known in the industry as “attribution,” it’s a feature TV still can’t offer.

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So while the TV industry toasts itself on a slightly better quarter, Facebook and Google will continue to

walk away with a growing slice of the overall ad revenue pie. Put in that context, it’s harder to celebrate

the TV industry’s modest achievements.

Jan Dawson is the founder and chief analyst at Jackdaw Research, an advisory firm for the consumer

technology market.

Эксперты не смогли точно оценить интернет-рекламу в России

Эксперты АКАР представили данные по развитию медиа-коммуникационной отрасли в I полугодии

2016 года

http://www.sostav.ru/publication/eksperty-ne-smogli-tochno-otsenit-internet-reklamu-v-rossii-reklamnyj-

rynok-rossii-itogi-i-polugodiya-2016-23625.html

Разброс оценки экспертами объемов сегмента интернет-рекламы все больше увеличивается. Если

раньше комиссии экспертов Ассоциации Коммуникационных Агентств России удавалось привести

данные к единому знаменателю, то по итогам этого полугодия эксперты разошлись в своей оценке.

Суммарный объем интернет-рекламы в первом полугодии 2016 года составляет 55-63 млрд рублей,

где первая цифра - выявлена по старой методике оценки сегмента интернет-рекламы, а вторая -

по новой. Динамика роста составила 26%-30% соответственно.

В чем суть изменений?

Главная причина такого разброса данных связана с новой методикой оценки рынка интернет-

рекламы, которую в этом году предложила ассоциация IAB Russia. Если раньше сегменты были

привязаны к формату: сегмент медийной рекламы включал в себя баннеры и, позднее, видео, а

сегмент контекстной рекламы – текстовые объявления, то сейчас сегментация опирается на

модель ценообразования и бизнес-задач, которые решают рекламные продукты.

Всего новая модель предполагает три сегмента. Первый, Perfomance включает в себя доходы от

продажи рекламы по модели «оплата за результат». В нем выделяются два подсегмента:

Performance Search (реклама в результатах поиска Яндекса и Google) и Performance CPx

(контекстные объявления в рекламных сетях, включая MyTarget, Рекламную сеть Яндекса и Google

AdSense, а также рекламу в приложениях и соцсетях).

Второй сегмент - Branding включает в себя доходы от продаж рекламы по модели «оплата за выход

рекламного сообщения». Это инструменты, решающие, в основном, имиджевые задачи. Речь идет

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о быстрорастущем сегменте видеорекламы и баннерных позициях. Кроме того, появился третий

сегмент — Classified (реклама в сервисах объявлений и маркетплейсах).

Борис Омельницкий, президент IAB Russia

Мы как общественная организация уже давно чувствуем запрос и со стороны рекламодателей, и со

стороны агентств, и со стороны площадок на уточнение оценки рынка интернет-рекламы и более

понятную сегментацию. Первые мысли о пересмотре методики возникли еще в процессе

подведения итогов 2015 года. В течение полугода мы обсуждали и согласовывали методику и,

наконец, готовы поделиться с индустрией обновленным взглядом на рынок.

Изменилась также и методика оценки. В старой методике за основной параметр оценки брали

динамику объема рынка, то есть эксперты согласовывали оценку роста рынка и увеличивали на

соответствующий процент показатели аналогичного периода прошлого года. "Такой подход

позволял получать согласованный на достаточно продолжительном периоде (несколько лет) ряд

данных о рынке, но, к сожалению, приводил к постепенному накоплению погрешности", - уверены

специалисты IAB Russia.

Новый подход строится на моделировании абсолютных показателей на основе отчетности

крупнейших игроков и экспертных оценок о распределении рекламных бюджетов между

крупнейшими площадками и остальными площадками. По новой методике на первом этапе была

получена оценка рынка от представителей крупнейших площадок и консолидированные данные

крупнейших площадок, а на втором — оценка была уточнена за счет данных от крупных

коммуникационных групп и рекламных агентств.

Максим Гришаков, коммерческий директор «Яндекса»

63,3 млрд — цифра, которая появилась в результате переоценки рынка интернет-рекламы по

методике, предложенной экспертами IAB Russia. Мы участвовали в разработке этой методики и

согласны с ней. То, что 40% рекламных бюджетов РФ расходуется на рекламу в интернете, на наш

взгляд, выглядит совершенно адекватным значением. Скорректированная оценка уточнит для

рекламодателей ориентиры для стратегического планирования, а игрокам даст понимание, в каком

направлении развивать свои инструменты.

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Что с другими сегментами рекламного рынка?

Комиссия экспертов Ассоциации Коммуникационных Агентств России подвела итоги развития

рекламного рынка России за I полугодие 2016 года. Суммарный объем рекламных бюджетов в

средствах распространения рекламы за вычетом НДС составил свыше 160 млрд. рублей, что на

17% больше, чем за аналогичный период 2015 года.

За исключением сегмента прессы все остальные сегменты рекламного рынка по прежнему

показывают рост к показателям I полугодия 2015 года. Пресса потеряла 8% по сравнению с

аналогичным периодом прошлого года и в денежном объеме получила чуть более 9,7 млрд. рублей.

Внутри сегмента больше всего потеряли рекламные издания - 23%, газеты -12%, журналы -10%.

Уверенно рекламные бюджеты наращивает ТВ: по итогам I полугодия эксперты зафиксировали

рост в 17%, что соответствует более 71,3 млрд рублей в денежном выражении. При этом кабельно-

спутниковое телевидение показало рост в 81%, а эфирное телевидение - 16%.

Данные АКАР соответствуют оценке объемов рекламных бюджетов на ТВ в 1 полугодии 2016

Аналитического центра Vi. Эксперты АЦ Vi ранее в материале на Sostav.ru отмечали, что тенденция

восстановления сегмента после кризиса по-прежнему сохранилась, а объем рекламных бюджетов

на российском телевидении достиг 71,5 млрд. руб. (без НДС). По сравнению с январем-июнем 2015

года рынок вырос на 17%. ПОДРОБНЕЕ

Димитрис Ваяс, генеральный директор PHD( Media Direction Group)

Медиарынок и рекламодатели адаптировались к новым экономическим реалиям, в которых мы

оказались в середине 2015 года. Уже в конце предыдущего года бренды были готовы выводить на

рынок бюджеты, неизрасходованные в течение года, что привело к искусственно созданному

дефициту рекламного инвентаря и перераспределению бюджетов на следующие периоды. Это и

стало одним из факторов роста рекламного рынка в первом полугодии 2016 года.

С другой стороны, мы наблюдаем активную диджитализацию всех рекламных категорий и

увеличение рекламных бюджетов на диджитал. Все больше рекламодателей приходит в интернет

и рассматривает его как эффективное средство для коммуникации с целевой аудиторией. Этому

способствует и возможность использования таргетирования. Наращивают рекламные активности

в интернете даже такие категории, как фарма, FMCG и food-retail, которые раньше вообще не

рассматривали диджитал как важный медиаканал, а сегодня адаптируют свои стратегии исходя из

новых диджитал-реалий, экспериментируют с новыми форматами и инструментами и выделяют

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для этого дополнительные бюджеты.

В целом, положительная динамика по всему медиарынку должна сохраниться до конца года, если

не произойдет каких-либо макроэкономических потрясений. На мой взгляд, во втором полугодии

сохранится стабильно высокий спрос на ТВ, что будет накладывать позитивный отпечаток на весь

рынок в целом. В свою очередь, уровень распроданности ТВ-инвентаря заставит рекламодателей

смотреть на другие медиаканалы.

Суммарный объем региональной рекламы в средствах ее распространения по четырем медиа

сегментам – телевидению, радио, прессе и наружной рекламе – в I полугодии 2016 года за

вычетом НДС, по оценке экспертов АКАР, составил 20 млрд.руб., что практически соответствует

аналогичному показателю прошлого года.

Елена Белова, генеральный директор Havas Media

Для большинства клиентов первое полугодие было определяющим с точки зрения динамики

бизнеса - инвестиции в рекламу в поддержку роста бизнеса были сдвинуты на первое полугодие.

Динамика инвестиций в интернет- сегмент поддерживает общий тренд. В основном рост

инвестиций мы наблюдаем в сегментах мобильной рекламы, видео-рекламы, а также в контексте.

Что касается рынка интернет-рекламы, то он достаточно фрагментирован. Отсутствие единого

индустриального мониторинга интернета не позволяет получить точную картину. Динамика

крупнейших игроков близка к верхней границе сегмента, но их доля на рынке интернет рекламы

чуть больше 60%. Поэтому собрать единое консолидированное мнение экспертов не удалось.

Мы предполагаем, что рост в 3-4 квартале будет ниже из-за эффекта высокой базы аналогичных

периодов 2015 года. Наш прогноз по динамике рынка интернет - 20-25% по отношению к 2015 году.

Источник: http://www.akarussia.ru/knowledge/market_size/id6941

сегменты

Январь-Июнь 2016 года,

млрд.руб.

Динамика,

%

Телевидение 71.3-71.8 +17

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в т.ч. основные каналы 69.6-70.1 +16

нишевые каналы 1.66 +81

Радио 6.5-6.7 +8

Печатные СМИ 9.7-9.9 -13

в т.ч. газеты 2.7-2.9 -12

журналы 4.9-5.1 -10

рекламные издания 1.9-2.1 -23

Наружная реклама 16.6-16.8 +8

Интернет* 55.0-63.0 +26+30

Прочие 1.82 +4

в т.ч. indoor-реклама 1.46 +2

реклама в кинотеатрах 0.36 +12

ИТОГО 161.0-169.0 +17

ADBLOCK……………………………..……………………………………………………

Яндекс.Браузер научится отключать плохую рекламу

Интернет-компания проанализирует какую рекламу люди блокируют чаще

http://www.sostav.ru/publication/yandeks-brauzer-nauchitsya-otklyuchat-plokhuyu-reklamu-23546.html

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Яндекс.Браузер запустил эксперимент с целью выяснить, какие рекламные форматы не

устраивают пользователей. В рамках него в альфа-версии Браузера для Android появилась

возможность пожаловаться на рекламу и отключить её.

"Мы будем анализировать то, какую рекламу люди блокируют чаще, с помощью искусственного

интеллекта. Это позволит выявить неприемлемые для пользователей форматы и, в дальнейшем,

отключать их", - отметил Роман Иванов, руководитель проектов Яндекс.Браузера.

Он также уточнил, что компания провела исследование, по результатам которого выяснилось, что

большинство пользователей не против рекламы вообще, но их раздражают агрессивные и

назойливые форматы. Однако блокировщики отключают всю или почти всю рекламу без разбора,

в следствие чего страдают честные рекламодатели и владельцы сайтов.

"Реклама необходима, но она должна учитывать пожелания пользователей и приносить людям

больше пользы, чем раздражения. Инициатива Яндекс.Браузера поможет рынку улучшить

существующие рекламные продукты, избавиться от неэффективных и разработать новые — такие,

которые обеспечат наилучшее вовлечение аудитории", - поддержал коллегу Дмитрий Попов,

руководитель рекламной сети Яндекса.

Google понизит мобильные сайты с «назойливой» межстраничной рекламой

https://www.searchengines.ru/google-ponizit-mobilnye-sajty-s-nazojlivoj-mezhstranichnoj-reklamoj.html

Начиная с 10 января 2017 года, Google будет понижать в мобильной выдаче сайты,

злоупотребляющие межстраничной рекламой и форматом всплывающих окон.

В число «запрещённых» попадут полноэкранные баннеры и всплывающие окна, которые:

Закрывают собой основной контент и появляются либо сразу же после перехода на страницу из

SERP, либо через небольшой промежуток времени.

Разворачиваются на весь экран, и которые нужно искусственно закрывать, чтобы получить доступ

к содержимому страницы.

Появляются сразу после того, как пользователь прокрутит страницу до конца.

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«Страницы, основной контент которых скрывается от пользователя, могут ранжироваться в

поисковой выдаче хуже», — комментируют решение представители Google.

Не повлияют на позиции сайтов в мобильной SERP:

Исчезающие баннеры, которые призваны уведомить пользователя о чём-либо. К примеру, о

правилах сбора cookies сайтом.

Формы регистрации или отправки контактной информации владельцу сайта, контент которых не

индексируется.

Баннеры, которые занимают лишь часть экрана. Это может быть реклама установки приложений,

реализованная в качестве расширений для браузеров Safari и Chrome.

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Ещё в сентябре 2015 Google объявил, что страницы, содержащие межстраничную рекламу

приложений, скрывающую «значительную часть контента» на странице, будут считаться

недружественными к мобильным устройствам. Соответственно, в мобильной выдаче они будут

ранжироваться ниже, чем mobile-friendly страницы. Нововведение вступило в силу 1 ноября 2015.

Ранее в прошлом году стало известно, что Google намерен сделать межстраничную рекламу

негативным фактором ранжирования. При этом представители поиска

неоднократно призвали владельцев сайтов, которые активно транслируют на своих ресурсах

межстраничную рекламу с предложениями загрузить мобильное приложение, отказаться от этого

формата.

NATIVE…..…………………….……………………………………………………………

Нативная реклама подстегнула рост рекламной выручки Mail.Ru Group

По итогам первого полугодия рекламная выручка компании выросла на 28%

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http://www.sostav.ru/publication/reklamnaya-vyruchka-mail-ru-group-vyrosla-na-28-23496.html

Mail.Ru Group отчиталась о росте выручки на 11,6%. Доходы компании в первом полугодии

составили 18,8 млрд рублей (по МСФО). Чистая прибыль увеличилась на 14%, до 5,7 млрд рублей.

Это произошло благодаря снижению процентных расходов по займу, который интернет-холдинг

привлек для покупки «ВКонтакте». Месячная аудитория проектов Mail.Ru Group достигла 77,5 млн

активных пользователей, что делает ее крупнейшей интернет-компанией России.

Увеличение расходов на маркетинг (+205%) сказалось на уровне рентабельности компании, сказал

гендиректор Mail.Ru Group Дмитрий Гришин. Он подтвердил сохранение тенденций первого

квартала: стабильно высокий спрос и рост доходов от нативной рекламы в целом, особенно в

мобильном сегменте. Группа рассчитывает на высокую долю рынка мобильной рекламы, поскольку

рост мобильной аудитории и инвентаря, а также внедрение рекламных форматов и технологий

стимулируют перераспределение бюджетов в пользу mobile.

Выручка «ВКонтакте» росла быстрее, чем у ее владельца. Доходы соцсети увеличились на 41% и

составили 3,8 млрд рублей. По данным Mail.Ru Group, 60% аудитории «ВКонтакте» перешли на

умную (алгоритмическую) ленту новостей: она позволила значительно повысить число просмотров

и вовлеченность. Редизайн десктопной версии также был принят хорошо, отметил Гришин. Группа

продолжит фокусироваться на нативной и в особенности мобильной рекламе, и ожидает, что

количество рекламных объявлений и цены, которые сейчас все еще находятся на сравнительно

низком уровне, продолжат расти.

Сегмент MMO-игр показал более скромный рост: +9,1%. «Armored Warfare: Проект Армата» вошла

в число самых доходных игр компании, у нее 6,6 млн зарегистрированных игроков. Однако

показатели удержания пользователей, в особенности на международном рынке, оказались ниже

ожидаемых. На российских потребителей негативно влияют колебания курсов валют и

макроэкономическая ситуация — в связи с этим потребительские расходы населения во втором

полугодии останутся ограниченными.

14

PROGRAMMATIC...………….……………………………………………………………

Programmatic branding a missed opportunity as open exchanges subside:

Forrester

By Chantal Tode

http://www.mobilemarketer.com/cms/news/research/23436.html

Marketers need to make branding a strategic priority in their programmatic buying programs to address

how storytelling today is cross-channel, according to a new report from Forrester Research.

While 61 percent of marketers including branding in their programmatic objectives, currently only 13

percent say they use programmatic buying mostly for branding while 39 percent use it primarily for direct

response. The report, Brief: Use Programmatic Media to Boost Branding, reveals that marketers agree

programmatic can build branding but few have implemented a strategy with this in mind.

“Our research found widespread agreement that programmatic buying can serve branding objectives, but

little evidence pointing to deliberate, tactical strategies to use it for branding,” said Samantha Merlivat, an

analyst at Forrester Research and lead author for the report.

The report is based on a survey of digital marketers and media agency executives in charge of

programmatic media buying.

Better quality impressions

Some marketers believe programmatic is not fit to drive branding. However, programmatic buying is

changing and becoming less about cheap impressions.

Forrester forecasts that open exchange buying – which is often associated with obscure inventory sources

auctioning off ad placements – will represent less than 20 percent of programmatic ad spending in the

United States by 2021, down from 65 percent in 2015.

Additionally, big brands are recognizing programmatic’s potential beyond direct response to strategically

target consumers along the entire path to purchase.

15

Marketers who look beyond driving clicks also recognize programmatic’s potential to drive branding by

measuring cross-device attribution to understand how mobile exposure is impacting sales.

Marketers can also use programmatic for targeting without shrinking scale.

Cross-channel storytelling

Programmatic buying is a great fit for branding because of how marketers increasingly need to deploy

messaging as consumers move through various channels.

For example, Refinery29 sequenced ads to get better results. Prospects were first served an ad designed

to build brand awareness, then one focused on product awareness and, finally, one with a call to action.

The result was 87 percent more site visits and 56 percent more subscriptions than a group shown only

ads with a call to action.

Marketers can also use programmatic technologies such as DMPs and DSPs to gain insights into

consumers so they can deliver personalized messages in the right channel, at the right moment and in the

right context. With consumers bombarded with ads and increasingly embracing ad blockers, such

personalization is becoming a must-have.

The data provided by programmatic buying can also help marketers build creative that is most likely to

elicit an emotional response and to optimize creative as a campaign rolls out. Previously, branding creative

was much more an art than a science.

Reconsidering metrics

Marketers who are serious about using programmatic for branding will need to reconsider the metrics

they measure. Last-click attribution and conversion metrics are not relevant for branding campaigns

while traditional methods for measuring brand health are insufficient to follow the pace of programmatic

campaigns.

Forrester recommends measurement tie back to the overall long-term and short-term marketing objectives

of a campaign. This should include branded studies to measure impact on brand health.

Additionally, real-time indicators of campaign success are needed. For example, Nestle measured brand

awareness using indicators such as new audience reach, view ability and traffic to the Web site, particularly

new unique visitors.

16

To fully understand the impact of branding campaigns on sales, marketers need to look beyond sales lift

and conversion metrics to advanced techniques such as unified marketing impact analytics for linking

online and offline sales to marketing activities.

“To match consumer behavior, marketers need to orchestrate and sequence messaging as consumers

move through various channels and along their purchase path, rather than hammer them with a static

proposition,” Ms. Merlivat said.

Study: Programmatic Ads Lead To 55% Lift In Offline Sales

http://www.mediapost.com/publications/article/282924/study-programmatic-ads-lead-to-55-lift-in-

offlin.html

Techniques that measure the effect of programmatic ads on offline purchases have become notably more

accurate. According to an Accordant Media study, the Programmatic Buyer’s Spotlight, contained in its Q2

Programmatic Media Pulse Report, brand stores and other brick-and-mortar locations can greatly benefit

from optimizing digital ads to drive offline purchases.

The study shows a significant lift up and down the marketing funnel for those who were exposed to a

programmatic ad.

Overall, there was a 55% lift in offline sales when serving programmatic ads over a control group not

served the ad, with 35% incremental conversions, meaning that over one third of conversions would not

have occurred without the programmatic campaign.

Interestingly, the report “found that the actual responsiveness of the audience follows the funnel,” which

was shown by increasing conversion rates further “down the funnel.”

When targeting consumers at the awareness phase with strategies such as prospecting, the study found

a 25% lift in sales and 20% in incremental sales when compared to the control group.

The consideration phase saw 78% lift and 44% incremental sales over the control group. Strategies here

included serving ads on private marketplaces.

Once consumers reached the transaction phase, with tactics including retargeting, lift and incremental

sales were on par with what Accordant saw at the consideration phase, 79% and 44%, respectively.

17

“Better online media attribution for offline sales has been one of the key objectives in our industry,” stated

Matthew Greitzer, COO and co-founder of Accordant Media. “Our Spotlight feature highlights the major

benefit that digital media has in generating increased sales.”

ВИДЕОРЕКЛАМА ………….……………………………………………………………

СМИ: «Газпром-Медиа» закроет убыточный Now.ru

Медиахолдинг сосредоточится на развитии видеосервиса RuTube

http://www.sostav.ru/publication/smi-gazprom-media-zakroet-ubytochnyj-now-ru-23481.html

Холдинг «Газпром-Медиа» решил реорганизовать принадлежащие ему видеосервисы. Основная

ставка будет сделана на «органически популярный» Rutube, поскольку ситуация с остальными

проектами оставляет желать лучшего.

Так, онлайн-кинотеатр Now.ru много лет приносит убытки и вскоре может быть закрыт, пишет

«Коммерсант». Аудитория Zoomby за два года упала в девять раз, а миноритарный акционер

сервиса, ВГТРК, пытается взыскать с него долг за использование контента. Задолженность

оценивается в 53 млн рублей.

Now.ru был запущен в 2011 году по инициативе бывшего гендиректора ТНТ Романа Петренко.

Партнеры позиционировали проект как платный видеосервис с эксклюзивным легальным

контентом от крупнейших мейджоров и принципиально новой бизнес-моделью. «Газпром-медиа» и

ТНТ отказались от рекламы, что тогда было в новинку для российского рынка, и ввели ежемесячную

подписку.

Что касается Zoomby, запущенного в 2010 году, то он принадлежит «Газпром-Медиа» и

структурам ВГТРК. Планировалось, что видеосервис окупится в течение четырех-пяти лет, но по

итогам 2015-го чистый убыток «ВебТВ» составил 30,5 млн рублей. По данным TNS Russia, в июне

2014 года месячная аудитория Zoomby составляла 9,46 млн посетителей, а через два года этот

показатель упал до 1,01 млн.

Ранее холдинг сократил операционные расходы Zoomby, благодаря чему убыток сервиса

сократился в три раза. Иск ВГТРК источник объясняет тем, что долг накапливался с 2012 года. На

18

данный момент похвастаться прибыльностью может только один игрок российского рынка - Ayyo.

Правда, его чистую прибыль обеспечили «прочие доходы».

«Газпром-медиа» уже пытался решить вопрос с видеосервисами. В 2014-м он рассматривал

возможность создания совместной компании с «Ростелекомом», тогда все интернет-активы

оценивались в 5,5 млрд рублей. Однако сделка сорвалась на финальном этапе из-за смены

руководства: вместо Михаила Лесина холдинг возглавил Дмитрий Чернышенко.

«Газпром-медиа» продолжал искать возможности развития в интернете и в итогеобъединил Rutube

с крупнейшей сетью дистрибуции легального контента в Рунете Pladform.

Pinterest расширяет возможности видеорекламы

Фотохостинг развивает возможности для рекламодателей

http://www.sostav.ru/publication/pinterest-zapuskaet-prodvigaemye-video-23518.html

Фотохостинг Pinterest запускает новый формата рекламы – продвигаемые видеоролики с

возможностью совершения действия (Promoted Video), пишет Digital Trends.

Объявления будут появляться в основной ленте пользователей, но в виде анимированных тизеров

и без звука. По клику на такое объявление можно будет посмотреть само видео. Оплата с

рекламодателей будет взиматься за каждую тысячу показов.

Партнёрами по запуску выступили пять компаний: BareMinerals, Behr Paint, Kate Spade New York,

Lionsgate и Purina. До настоящего момента рекламодателям в Pinterest были доступны лишь

спонсированные пины — Promoted Pins.

Pinterest активно инвестирует в видео и развивается в направлении онлайн-шоппинга. По

собственным данным компании, за последний год количество роликов, опубликованных в сервисе,

выросло на 60%. При этом 75% всего контента в сервисе размещают представители бизнеса.

Кроме того, 55% пользователей сервиса рассматривают его именно в качестве площадки, где

можно что-то купить, для сравнения, у Facebook и Instagram этот показатель составляет 12%.

Why you can now quit your job to make Snapchat videos

https://www.washingtonpost.com/business/economy/how-video-conquered-the-

web/2016/08/14/21f13bf4-49e5-11e6-bdb9-701687974517_story.html?wpisrc=nl_sb_smartbrief

19

SANTA MONICA, Calif. — With the solemnity of a priest, Tastemade programming chief Oren Katzeff

paces near his TV-grade studio kitchen and assesses his media giant’s latest creation: apple-pie latkes,

baked on camera for five seconds of Snapchat fame.

In four years, his video network has transformed food porn designed for digital natives into a global

juggernaut. But the competition is fierce — and the demands are endless — if he wants Tastemade to

stay one of the most-watched media empires on the Web.

“There is something about being maniacal, right?” Katzeff says outside the soundstage during one of the

day’s half-dozen recipe shoots. “We are so laser-focused on all this stuff. We don’t sleep that much.”

Short, viral videos have become more than digital-age curiosities. They are a central economy of the Web

and a serious business on which future media fortunes will be gambled, won and lost.

Many leading the charge aren’t traditional TV media giants. Instead, they’re start-ups such as Tastemade,

which since launching as a tiny YouTube food network has exploded to become the fifth-most-watched

video publisher on Facebook. In June, Tastemade racked up more than 700 million views — three times

the online audience of its rival, the Food Network, according to data from video analytics firm Tubular.

Pumped out cheaply and quickly, most Web and mobile videos make a fraction of the money of a

Hollywood film. But they also carry a fraction of the risk: For their makers, a flop doesn’t break the bank —

and a hit can mean everything.

“In terms of eyeballs and time spent, there’s an increasing war for your time and attention,” said Rich

Greenfield, a media analyst with investment firm BTIG. “Web video, mobile video, is still in its infancy, but

I wouldn’t mistake being early for being wrong. In 1980, basic cable was really early, too.”

‘Slacker milkshakes’

Web video’s rise has sparked a growing tension for media’s most established players, who must retool

and compete for a new generation of viewers on an increasingly insatiable Internet. In June, a Facebook

vice president called video “the best way to tell stories in this world” and said that the world’s biggest social

network, with 1.6 billion users, would be “probably all video” within five years.

The players are fighting over billions of screens in people’s pockets, where advertisers are moving en

masse. Spending on digital ads in the United States is expected to surpass TV ads this year for the first

time, research firm eMarketer said. Web-video ad spending grew to $10 billion this year, having doubled

since 2014.

20

Two years ago, the “Ice Bucket Challenge,” which raised money for amyotrophic lateral sclerosis research,

proved that simple social video could bloom into a cultural phenomenon. Producers, networks and news

organizations have been racing to publish more videos, because advertisers will pay more to sponsor them

than digital offerings such as banner ads.

The companies on Web video’s front lines do not have the reliable channel placement, traditional

audiences or big commercial payouts of TV’s goliaths. Many, including Tastemade, are not profitable or

keep their revenue under wraps.

Yet their growth has been enough to encourage alliances that a few years ago would have seemed far-

fetched. In December, Tastemade secured $40 million in investments led by Goldman Sachs. Backers

included the venture arm of Comcast, the world’s biggest cable company, as well as TV giant Scripps

Networks, owner of the Food Network.

Tastemade specializes in short, colorful cooking segments of quinoa burgers, Nutella cheesecakes and

other millennial-bait cuisine. Unlike traditional food TV, many of its videos are delightfully un-gourmet:

Tastemade’s most-watched recipe on YouTube involves blending seven ice cream sandwiches into a

“slacker milkshake.”

Many of the old hallmarks of television’s craft don’t apply. Celebrity cameos, high production values and

long stories are out, while colorful sets, simple ideas and short, “snackable” moments are in.

The videos are built to go viral, not to win awards, so volume is paramount, and long-accepted signatures

of traditional video are ignored. Many videos are shot not wide-framed but vertically to fit how younger

viewers see the world: through cellphone screens. The videos’ sound is deemed less important; many

viewers watch them muted, anyway.

On Facebook, Tastemade has become an unstoppable force, with more “likes” from loyal subscribers than

the New York Times and Washington Post combined. Even so, Tastemade is a traffic underdog to Tasty,

BuzzFeed’s competing food-video giant.

In August, Tastemade was added to Snapchat’s top media-company lineup, Discover, putting it a swipe

and a tap away from every user on one of the fastest-growing social apps on the planet. Coca-Cola was

one of the firm’s first sponsors.

7 billion views and counting

21

Founders Steven Kydd, Joe Perez and Larry Fitzgibbon launched the network in 2012 after meeting at

Demand Media, a Web “content farm” whose business depends on getting clicks from Google searches.

But within three years, Tastemade had become one of the rare additions to Snapchat’s heavy-hitters list

that was not a household name. Its neighbors include CNN, ESPN and People magazine.

The pressure was on: A month earlier, Tastemade’s more-established peers, including Warner Music

Group and Yahoo, had been booted from Snapchat’s invite-only Discover rankings on the thought that

they had not been pulling their viral weight.

But the company has become a veritable video factory: 7.1 billion views of 3,739 videos and counting, with

no signs of slowing down. In December, Tastemade pledged to publish three original videos a day, every

day. This spring, the company aimed even higher, saying it would produce more than 100 cooking shows,

recipe guides and travelogues every month exclusively for Facebook’s live-video streaming service.

Key to Tastemade’s success are its “tastemakers,” the 1,000 or so global freelancers who contribute

recorded shorts or recipes. None are traditional celebrities, although their followings can be robust, and

Tastemade invests heavily in winning their allegiance.

One of Tastemade’s three dozen online job openings seeks an “unflappable” Influencer Acquisition

Representative — known internally as a “treasure hunter” — working to recruit from within YouTube’s

amateur army of popular chefs and quasi-stars.

Julie Nolke, a 25-year-old “tastemaker” in Toronto, started making movie-inspired food videos for YouTube

while working a desk job at an investors’ association. With her short red hair, easy laugh and oddball

acting, she became like a Lucille Ball of the food-video Web, and she signed on with a Tastemade “partner

manager” to get help optimizing and sharing her videos while splitting ad revenue.

A year ago, after Tastemade’s demands heated up, the firm signed her and other top tastemakers up

directly. She and her boyfriend quit their jobs to make videos full time: They shoot and edit three videos a

week, produce show ideas and work on “branded content,” including a series sponsored by Starbucks.

Tastemade pays the couple $1,000 a video — good money, she says, considering that they earned far

less relying solely on ad revenue. But “everything we were doing before has entirely revved up,” she said:

Every short video — from grocery shopping to food prep to video editing — takes about 14 hours to make.

The couple work from 8 a.m. to 7 p.m., seven days a week.

Fans ask Nolke for pictures on the street — an odd feeling for an acting-school graduate who struggled

during auditions to land traditional roles. But now, she finds herself dealing with a new kind of stardom.

22

“I literally make videos in my house. I don’t know if I talked to anyone else today but you,” Nolke said. “This

is not what the celebrity life looks like. This is a whole other brand of thing. But it’s really, really cool.”

Web video has not supplanted the titans of TV and film, but its early successes have shown what kinds of

content best resonate on an always-on platform free from traditional length, style and cost constraints.

“TV has all the money, and the TV ecosystem has an older consumer,” said Laura Martin, a senior analyst

at Needham & Co. “But the data you can get online — on younger audiences, short-form programming —

is really important, too. [They can show] how certain verticals are making it work.”

To cash in, Web-video giants still rely on TV’s classic moneymakers, including riffs on product placement

and regularly scheduled commercial breaks.

Tastemade’s revenue has come from “brand integrations” with corporate sponsors, including Google, Grey

Goose and REI, some of whose executives said they have paid “seven figures plus” to insert their products

onscreen. Hyundai sponsored a pork-and-pigskin feature, “The Grill Iron,” that programming chief Katzeff

defined as “auto meets college football meets tailgating, but not in a ‘bro’ sort of way.”

The executives acknowledge the natural tension between a hip, Web-friendly food network seeking to

expand into a corporate trough. But they say they offer advertisers an irresistible deal: Young viewers

bored by or disinterested in the behemoth of prime-time TV.

“The audience that’s not watching TV, the audience that’s not watching commercials,” Katzeff said, “is the

audience that’s looking at Tastemade content every day.”

Report: Video ads on Instagram are more common and getting longer

Average video ad length jumped from 15 seconds in January to 25 in June.

http://marketingland.com/report-video-ads-instagram-common-getting-longer-189041

App marketing and data company Sensor Tower just released its Q2 “Ad Intelligence Data Digest.” The

report presents mobile advertising trends on social media sites, and Instagram in particular.

The report finds that one out of every four ads on Instagram is now a video ad. This coincides with

Facebook’s effort to make “video ads” more broadly accessible to small businesses and in emerging

markets. There has also been a general market push toward mobile video ads.

23

The analysis also discovered that the average duration of video ads on Instagram had grown from 15

seconds in January 2016 to 25 seconds in June, a time bump of 67 percent.

The leading advertiser category on Instagram was Games, followed by Shopping, Entertainment, Social

Networking and “Lifestyle,” in that order. Below is a comparison of the top mobile advertisers on Facebook,

Instagram and Pinterest. This set of findings is the most striking of the report.

On Facebook, the top advertisers are almost entirely games. On Instagram, there’s a mix of games,

shopping and entertainment. On Pinterest, it’s a very different story: Retailers and shopping apps

dominate. Games are absent.

24

This Study From Nielsen and Google Says YouTube and Linear TV Help Each

Other

Research shows relationship between reach and engagement By Marty Swant

http://www.adweek.com/news/technology/nielsen-study-commissioned-google-says-youtube-and-linear-

tv-help-each-other-173155

25

YouTube and TV—two competing mediums fighting for the same eyeballs and advertising dollars—might

actually be able to find common ground.

A Nielsen case study commissioned by Google found that TV reach seems to drive YouTube engagement,

and in turn, YouTube engagement drives TV reach. In other words, according to the report, people who

view a TV program's content on YouTube are more likely to tune in to the actual show. Because of that,

as TV audience increases, so does YouTube viewership.

According to Nielsen, digital advertising in the U.S. has been rising 15 percent every year since 2012 with

no signs of slowing down. (In fact, according to eMarketer, digital ad spending will surpass TV as soon as

next year.) But the seemingly symbiotic relationship could be a sign for advertisers that both mediums

might be better than just one.

"The notion that YouTube can bring new people into a show while also keeping current fans connected

presents a big opportunity for both programmers, as well as advertisers, who seek to capture audiences

whenever and wherever they watch premium content," said Jonathan Zepp, Google's head of North

American partnerships for YouTube.

To conduct the study, Nielsen evaluated 30 TV shows—including genres such as comedy, competition,

drama and talk shows—while analyzing historical data from YouTube and TV currency data from Nielsen's

own sources. Researchers then looked to see how the two formats moved in relationship with each other

apart from promotions, seasonality, brand effect and show engagement. Researchers also studied habits

of those who watched TV content on YouTube and compared it to those who didn't.

The results were "significant," according to the case study of Nielsen's findings. For example, there was

an 18 percent increase in tune-in on TV for leading talk shows amongst an audience that watched YouTube

content of the shows.

"As digital video viewership continues to grow on platforms such as YouTube, advertisers, agencies and

TV programmers have an opportunity to leverage the connection between digital views and TV audiences,"

according to Nielsen's report. "Nielsen's research shows that YouTube engagement through views and

uploads is connected to TV reach or bringing more people to trial the show, and in general playing a part

in keeping viewers connected to the TV program."

That's not to say everything is destined to be all rosy. In fact, the digital giant has been increasingly at

odds with its linear ancestor. In May, Time Warner Cable pushed back on YouTube's claim that it reached

more mobile viewers between the ages of 18 and 49 than any TV network. Days before that, Magna Global

26

announced its plans to spend $250 million on YouTube advertising to become Google Preferred's biggest

upfront deal yet.

So will YouTube and Big TV become closer frenemies than previously thought? Only time—and maybe

Nielsen—can tell.

YouTube live video views are on the rise as Google takes on Facebook and

Snapchat

http://www.businessinsider.com/viewings-of-youtube-live-videos-are-up-80-2016-8

YouTube is becoming an increasingly popular destination for watching live video content, according to

a report in The Financial Times (FT) on Tuesday.

The Google-owned platform claims live video views jumped by 80% over the last year.

Neal Mohan, head of product at YouTube, told the FT the number of live video postings on YouTube grew

by 130% over the same time period.

"When consumers think about video, whether that’s on-demand or live, they think of YouTube. Live is one

part of the picture," said Mohan.

The most popular live YouTube video in the UK was the UEFA Champions League final, which the video

company claims attracted 2.2 million viewers.

Other Silicon Valley firms like Facebook and Snapchat are also chasing the live broadcasting market as

user appetite for watching live videos online increases.

Facebook has previously said that users watch live videos three times longer than non-live videos and the

social network is paying media companies (including Business Insider) to broadcast live onto its platform.

Mohan told the FT YouTube can differentiate itself from other livestreaming platforms due to its "ability to

monetise content by the weight of its advertising deals."

He stressed that content can still make money even when it's no longer live, adding that YouTube's

"creators" are paid "hundreds of millions of dollars" annually, with payouts rising by 50% every year.

27

СOЦИАЛЬНЫЕ СЕТИ……………………………………………………………………

To Get More Out of Social Media, Think Like an Anthropologist

Susan Fournier, John Quelch, Bob Rietveld

https://hbr.org/2016/08/to-get-more-out-of-social-media-think-like-an-anthropologist

There is something marketing managers seem to forget about the internet: it was made for people, not for

companies and brands. As such, it offers managers a source of insight they never had — social listening.

Eavesdropping on consumers’ social-media chatter allows marketers to economically and regularly peer

inside people’s lives as they are being lived, without introducing biases through direct interaction. Armed

with traces of revealed opinions and behaviors, managers can at long last discover the manifestations and

ripple effects of their actions on consumer behavior. Clear indications from marketing science underline

how chatter affects sales, brand health, and even stock performance. Social listening competency will be

critical to competitive advantage in the digital age.

But despite its potential, companies underleverage the social media stream for market intelligence.

Analysts look for data confirming a predetermined viewpoint, or view the social media conversation as

something to be managed rather than listened to. They frame listening as a descriptive exercise rather

than the high-potential strategic project it should become.

Some pay attention to social media data only when corporate crisis demands it. Although insights from

social listening can and should drive corporate strategy and innovation, these are more likely trapped

inside the marketing and service departments that “own” them. Social listening promises the Holy Grail in

business: superior understanding of customers. Why, then, do managers fail to fully exploit it?

Econometricians, computer scientists, and information systems (IS) professionals often manage social

listening efforts and their skills in database management and big data analytics are essential. But these

hard scientists lack the social science skill set that allows managers to move from data to insight in the

social listening world. At issue is the fundamental difference between information and meaning. True to

their titles, IS professionals specialize in managing information. Their function is reductionist: bringing

complex data down to the simple level of numbers — zeros and ones.

28

Anthropologists and the culturally sensitive analysts who think like them specialize

in meaning management. Their function is to take complex bits of data and develop a higher-order sense

of them. Information and meaning work at cross purposes. In managing meaning, context is everything

while in managing information context is error and noise. When we give our social listening projects to

information specialists, we lose an appreciation of context and with it the ability to extract the meanings

that provide insight for our companies and brands.

To fix this problem, we need to move from functional data management to a more holistic meaning-

management mindset. Social media data is inherently qualitative and while it can and should be quantified

for manageability, at some stage in the analysis it must be treated and represented as qualitative. In order

to “appreciate the qualitative” and extract meaning from it, managers have to think like anthropologists and

jettison many of the scientific principles that underlie traditional hard science research.

Consider the tenet of “adequate sample sizes” and its antithesis online. With social listening data, one

quote, one comment, or one posted picture can spark an idea with profound implications. A large

pharmaceutical company, for example, learned about an unsuspected customer challenge through a

single photo on Flickr. The image showed a man wrapping a part of his leg in foil after applying a pain

relief ointment. It turned out that the medication left untreatable stains on certain fabrics, hence the

protective foil. Executives had been unaware of the problem despite years of conventional consumer

research. This single picture led to changes in the product and communications, and increased customer

satisfaction.

The notion of “representative samples” that we impose when judging the value of quantitative research

must similarly be put aside. Engaged social-media participants are no doubt a different breed from non-

users, or those who read but do not contribute content themselves, yet they can serve a valuable signaling

function nonetheless. Listening to internet chatter can provide a heads-up on which signals to take in,

which are being amplified in the culture, and which need response from the firm. Many firms capitalize on

this benefit but still listen only in an exploratory fashion, as a precursor to so-called “real research” that will

determine the truth of what is being said. But theory development does not require representative samples.

Non-representative consumers can be relevant because relevance depends on the question at hand.

Consider for example posters to an internet discussion group focused on video processing chips. Though

this is a narrow group that is in no way “representative” of the broad sample of computer users, these

heavily vested and deeply knowledgeable netizens provide critical knowledge about new product pick-up

and quality concerns that is relevant to a broader population. In this case, social listening revealed how

category-level loyalties can trump brand loyalties, reinforcing the need for first-to-market product strategies

29

and a marketing engagement plan that includes presence not just in the branded community but also in

general computer forums as well.

“Appreciating the qualitative” challenges notions about how knowledge advances. Quantitative reasoning

serves a hypothesis-testing mindset or, at least, a quest for statistical relationships between known

concepts. Social listening in its purest form does not presuppose anything and this unsolicited quality

creates an opportunity to answer questions that managers do not even know they should ask.

A manufacturer of baby strollers, for example, operated for years on the assumption that it owned an

acutely defined brand positioning, with “no nonsense” being one of the core brand associations. Qualitative

analysis of thousands of online statements across several countries revealed a gap between the intended

and realized brand perception. Not one statement reflected the core association, forcing managers to the

realization that the no-nonsense positioning was lost on consumers. Their reaction was curiosity – an

approach Isaac Asimov put this way: “The most exciting phrase in science—the one that heralds true

scientific progress—is not, “Eureka!” (“I found it!”), but rather, “Hmm…that’s funny.’” Managers should drill

into the data to ask questions, not confirm or reject hypotheses.

Meaning management also involves a deeper appreciation of social listening as a component of a broader

meaning-making system, rather than as, simply, a data source to be exploited. Social listening data don’t

stand alone: they are part of a complementary package of insights into consumers, consumption, markets,

and cultures. Often managers stop at the first step of correlating what is “known” through company

research and what is revealed on the internet. This correlation is often low, prompting managers to ignore

or minimize the social listening data. This dismissive tendency is reminiscent of how managers treat focus

group data: they love group discussions for their convenience and the comforting sense that they offer in-

depth insight, but managers are quick to write off anomalous findings that do not align with their thinking.

But, if social chatter reveals consumers’ lives in a way that commissioned research never can, then for

this simple reason there are bound to be misalignments. Misalignments are a key source of customer

insights because they challenge assumptions. Misalignments suggest a mandate to attend particularly

closely to the data.

To get the most out of social media data, operations have to go beyond data scientists and the marketing

departments that house them. Every executive has to be a listener. Chief executives at cutting edge

companies actively listen to social media commentary—in real time each day, not through a sanitized

monthly summary report from the marketing department. Senior managers across all departments likewise

have to get their hands dirty.

30

Social media comments need to move beyond the marketing departments and service agencies that

collect them and become part of monthly management committee meetings. Many tools exist to make it

easy to integrate social listening data into reporting or other business processes — and this can be part of

the problem.

For one client of Oxyme (the analytics firm author Rietveld co-founded) the team counted the number of

dashboards available on market and customer behavior. There were 19. Instead of deploying dashboard

20, Oxyme created a daily email containing provocative positive and negative statements voiced that day

by customers online. This simple approach yielded new consumer insights that would have been hard to

uncover though conventional data-mining. For example, sentiment is always context dependent, and the

analysis needs to be sensitive to what the affective feeling is about and who is doing the talking. Existing

research on bad breath revealed the expected negative sentiment, but by analyzing the context, managers

learned that the authors responsible for the negative comments were mothers and the solutions they

sought to bad breath were for their children, not themselves. By focusing on the context of negative

sentiment rather than its magnitude, the research revealed a new target audience. Now when managers

look at their consumer sentiment charts, their interpretation is aided by the qualitative data that provide

context and meaning.

To leverage social media for customer insight move beyond the science of data management to the art of

interpretation, embrace the context offered in qualitative commentaries, and don’t delegate social listening

to the marketing department.

Susan Fournier is Questrom Professor of Management and Senior Associate Dean at Boston University.

John Quelch is the Charles Edward Wilson Professor of Business Administration at Harvard Business

School and holds a joint appointment at Harvard School of Public Health as a professor in health policy

and management.

Bob Rietveld is the cofounder of Oxyme, a Netherlands-based marketing analytics firm specializing in

social listening.

Why Use Dynamic and Social Media Advertising in Tandem?

http://www.adweek.com/socialtimes/jeffrey-finch-choozle-guest-post-dynamic-social-advertising/643762

How do marketers reach their consumers in today’s somewhat cluttered digital landscape? The answer is

simple: A successful digital advertising strategy incorporates various channels into its strategy, as to

diversify its reach.

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Leveraging both dynamic and social media advertising in tandem to reach consumers at each stage of the

marketing funnel allows advertisers to ultimately succeed and arrive at their key performance indicators.

Understanding the difference between the two forms of advertising, dynamic display and social media, is

crucial to leveraging them both successfully and using them together.

Dynamic display advertising, or programmatic media buying, includes banner, video and mobile

placements. These ads are bought and sold through a live auction, on a per-impression basis.

Dynamic advertising brings the ease of use to those looking for a solution that connects marketers with

third-party data and real-time bidding across display, mobile and video. Also, programmatic allows

marketers to leverage vast amounts of data to deliver relevant ads to their customer based on online

behavior and where they are within the marketing funnel.

In comparison, social media advertising refers to the process of gaining traffic or conversions through

social media sites, such as Facebook, Instagram, Snapchat and Twitter.

Facebook advertising is a platform that allows businesses to increase their brand awareness and sales.

This allows marketers to reach their target audience and show up on people’s News Feeds. Facebook

recently revealed that 2 million small and midsized businesses advertise on the social network, which

proves that there are many benefits of doing so.

A diversified marketing strategy is necessary when looking to market to consumers at each stage of the

marketing funnel. Creating a plan that includes a variety of channels and mediums can help reach any

target audience and lead to greater results.

Dynamic display advertising can cater to the bottom-of-the-funnel goals, such

as retargeting orconversions. Dynamic advertising like banners and video can deliver messages to a

targeted audience.

Retargeting is widely used in display advertising campaigns to help reach qualified customers. Retargeting

is all about determining what actions indicate where the customer is in their buying process, and then

matching it with the right messaging and content. A good example is the pricing page: If a customer is

interested in the product enough to find out if the price is right, they are qualified for in-depth product

information.

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Social media can feed to top-of-the-funnel goals, such as building brand awareness and engagement.

Social media advertising like Facebook advertising delivers content to a broader, less refined audience,

and it still serves a valuable purpose.

For marketers, the Facebook advertising proposition is increasingly compelling. The site boastsmore than

1.7 billion monthly active users globally. As a site built by users rather than publishers, Facebook is a rich

source of consumer data. Moreover, because pages are designed individually for each user, marketers

can reach their audience in their environment.

Understanding how your consumer is surfing the web is crucial to delivering the right message at the right

time. Social media advertising allows marketers to engage their target audience within their environment,

thus hitting the top-of-funnel stages: awareness and opinion. Dynamic display advertising can be used to

target users that are at the bottom of the funnel with retargeting strategies.

Marketers should find value in leveraging the Facebook advertising and pair it with dynamic display

advertising, to reach all facets.

Each marketing channel has various capabilities and offers different value. Using social media and

dynamic advertising in tandem can enable marketers to reach their consumer across the board and

increase the likelihood of conversion. Understanding the complementary relationship is crucial to

leveraging the two forms of advertising successfully.

Jeffrey Finch is the co-founder and chief product officer of digital marketing firm Choozle.

Michael Phelps Won Facebook Olympic Gol

Kia Kokalitcheva

http://fortune.com/2016/08/22/facebook-olympics-data/

Portuguese soccer player Cristiano Ronaldo and U.S. gymnast Simone Biles also medaled.

Swimmer Michael Phelps is the most decorated Olympic athlete of all time, but he’s also won another title:

Most talked about athlete on Facebook during this year’s games in Rio.

The social network on Monday released data it collected between August 5 and 21 about its users’

Olympics-related activities. In total, more than 277 million Facebook users interacted with Olympics

content on Facebook during that period, according to the company, through 1.5 billion “interactions,” or

posts, comments, “likes,” and watching videos.

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Phelps’ Live video broadcast, during which he confirmed his planned retirement just before his last race,

was also the most watched live video with more than 3.97 million views.

But Facebook users weren’t only interested in Phelps. Portuguese soccer player Cristiano

Ronaldo’s postcongratulating Jamaican sprinter Usain Bolt on his gold medals was the most popular non-

video post, according to Facebook.

Meanwhile, U.S. gymnast Simone Biles’ photo with actor Zac Efron received the most “love” reactions from

Facebook users. Facebook introduced “reactions” earlier this year as alternatives to its classic “like” button.

The most popular event among Facebook users was swimming followed by gymnastics. Facebook also

says that more than 15.2 million users decorated their profile photos using Facebook’s Olympics-themed

filter, which includes the Rio games’ logo along with a country flag.

But while the Olympics appear to have been a rewarding couple of weeks for Facebook, NBC, the official

television broadcaster for the games seemed to struggle a bit. According to some analysts, viewership

was down by as much as 17% compared to the previous Summer Games in London in 2012. Its total

viewership across broadcast, cable, and digital works out to an average of 27.5 million viewers per night,

down from the 30.3 million viewers four years ago.

Marketers: Social Budgets Triple Since '09, Fall Well Short Of Original Projection

http://www.mediapost.com/publications/article/283072/marketers-social-budgets-triple-since-09-fall-

w.html

The good news for social media’s ad supply chain is that marketers have tripled their social media

marketing budgets over the past seven years and it now represents 11.7% of total marketing spending.

The bad news: It is well short of what marketers predicted they would be spending seven years ago.

Those are the top findings from the latest installment of the CMO Survey, a collaboration of the American

Marketing Association, Deloitte and the Fuqua School of Business at Duke University.

According to respondents of the biannual survey, marketers now spend about 11.7% of their budgets on

social media.

While that’s triple the amount they said, the 3.5% of budgets they said they spent on social media in 2009

it is a third less than the the 17.5% of budgets they estimated they’d be spending on social media today,

when they were surveyed five years ago.

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“Companies feel the pressure to spend when they observe other companies spending and see a lot of

hype in the media about social-media spending,” Christine Moorman, a marketing professor at Duke

University’s Fuqua School of Business and director of the survey, stated, when findings were released.

She added: “But moving more deeply into the social and digital world of marketing requires a deep

connection to the customer, and the ability to drive a transformation of the company to a whole new type

of engagement. Most companies lack the knowledge and skills to make this happen.”

A big factor, according to the study, might be a lock of ROI measurement for social-media spending. Nearly

half the respondents reported they have not been able to “show how their spending on social media has

benefited their business,” and only 4.6% said it “contributes very highly to company performance.”

Another big factor, according to the survey, was that marketers failed to account for their competitors

creating clutter in the marketplace with their own social media campaigns.

"Consumers are saturated with company involvement in social media, so that marketing is not as effective

perhaps as it used to be," Moorman explained. "So firms are reducing their spending levels as a result."

To put the magnitude of social-media spending into perspective, the respondents estimated that their

overall marketing spending currently represents 7.5% of overall company revenues and 11.3% of their

total corporate budgets.

SEARCH……………….……………………………………………………………………

Google добавил аналитики в сервис контекстной рекламы

Малому бизнесу предложили новые возможности

http://www.sostav.ru/publication/google-dobavil-analitiki-v-servis-kontekstnoj-reklamy-23503.html

Google добавил новые функции в сервис AdWords Express, предназначенный для малого бизнеса.

Они помогут привлечь больше клиентов, а также узнать, как именно реклама влияет на продажи.

Первая возможность — выбор времени для показа объявлений. Все больше людей используют

Google для поиска местных компаний именно тогда, когда готовы купить товар немедленно. Чтобы

потенциальные клиенты увидели объявление в нужный момент, достаточно выбрать дни и часы

его показа — исходя из графика работы компании или с помощью аккаунта в «Google Мой бизнес».

35

Во-вторых, в AdWords Express появилась функция «Действия с картой». Он позволяет узнать,

сколько пользователей искало данные о компании в «Google Картах» после просмотра объявления.

С ее помощью рекламодатель может увидеть, сколько человек позвонили или проложили маршрут

к офису. Это отличный способ оценить эффективность рекламы.

В-третьих, Google тестирует новую функцию отслеживания телефонных звонков. Рекламодатель

сможет увидеть, сколько клиентов позвонило, нажав на значок «Позвонить сейчас» в рекламном

объявлении на мобильном телефоне. А те, кто включил функцию «Подтвержденные звонки»,

увидят подробную информацию о входящем вызове, в том числе его продолжительность и

телефонный код звонившего.

МЕССЕНДЖЕРЫ…….……………………………………………………………………

Google создала конкурента "яблочному" FaceTime

Видеомессенджер Duo будет доступно для скачивания уже в ближайшие дни

http://www.sostav.ru/publication/google-sozdala-konkurenta-yablochnomu-facetime-23471.html

Google объявила о запуске видеомессенджера Duo для устройств на базе iOS и Android, который,

по планам компании, сможет составить конкуренцию другому видеосервису - FaceTime от Apple.

Duo представляет собой приложение для видеочата с предельно простым интерфейсом. При

запуске приложения пользователи будут видеть только одну кнопку - "Видеовызов", нажав на

которую можно тут же совершить звонок, выбрав собеседника из списка контактов. С помощью Duo

можно общаться один на один, групповые видеочаты недоступны.

Создатели приложения уверяют, что пользоваться им можно будет даже при слабом сигнале. Duo

автоматически подстроит качество изображения собеседника к скорости соединения, а связь не

будет прерываться при переключения с сети wi-fi на мобильный интернет и наоборот.

При этом Google попыталась добавить к своему видеомессенджеру "изюминку", которая бы

отличала его от других видеоприложений. В резульиате ей стала функция Knock Knock, которая

позволяет пользователям увидеть собеседника прежде, чем ответить на звонок.

Приложение будет доступно для скачивания на операционных системах Android и iOS уже через

несколько дней.

36

Messenger apps are the new king of mobile

http://venturebeat.com/2016/08/27/chatsbot-are-the-new-king-of-mobile/

Much has been written recently about the rise of chatbots and their potential to change consumer

interactions with businesses.

However, all that discussion seems to have missed the radical implications this has for the current mobile

ecosystem and the nature of competition in digital services. As an increasing number of companies

investigate chatbots to sell their services and automate customer service, the messaging services they

integrate into have an opportunity to become the new mobile platforms.

China is showing the way (again)

If we look to China, we can already see how this new world is playing out. Tencent’s WeChat has evolved

to become far more than a messaging app. It is now a rich mobile ecosystem filled with powerful features

and automated services that touch nearly every part of consumers’ lives. WeChat users can manage

significant parts of their lives without ever leaving the app — from booking services to reserving (and

paying for) dinner to ordering a cab.

What is important is that users connect through WeChat not just because of the ease of engagement

enabled by the conversational interface, but because the services have been integrated seamlessly into

the most frequently used app in China. The reduction in friction this delivers to WeChat’s massive user

base has real impact. When WeChat integrated taxi app Didi Dache into its platform, Didi quickly doubled

the number of people using its service.

From apps to chatbots

The kind of impact Didi Dache experienced is why chatbots are suddenly the hot new date in the

technology industry. The entire premise of a bot is to make life simple and efficient, and if they do that

successfully, they can become very sticky.

Not only that, but bots are arguably more suitable for mobile than apps are. Messaging is at the heart of

our mobile lives, and transactions via chatbots are faster and easier than installing, opening up, and

navigating through an app.

It’s still too early to know exactly how things will play out, but the lessons from WeChat suggest that

messaging apps have an opportunity to become one-stop-shops for services. If they do that, it will naturally

37

lead to users downloading and using fewer apps, as those users spend more time and money through

messaging channels.

The new mobile economy

Since Apple launched its App Store in July 2008, apps have played a dominant role in driving the mobile

ecosystem. There is now a huge economy — and a significant amount of revenue for Google and Apple

— built around apps. But if consumers prefer to use a conversational interface, what does that mean for

the current paradigm?

Chatbots present messaging apps with an opportunity to overtake apps as the dominant mobile commerce

platform. As businesses increase their use of chatbots and conversational interfaces for transactions, it

follows that a significant chunk of those app economy dollars will be redirected to (voice-enabled?)

messaging platforms rather than to OS vendors. It is safe to say that this will tip the world of mobile

commerce on its head.

Messaging apps as king makers

One of the areas that may see the greatest change is user access to chatbots. Most analysts assume

messaging apps will adopt an “open marketplace,” like the Apple App store. And indeed, Facebook

announced that more than 11,000 bots have been added to Messenger since the platform launched in

April, and tens of thousands of developers continue to build new ones every day.

However, that level of neutrality and choice can’t be taken as a given — there is the real possibility that

some messaging apps will go in a different direction. Tencent already invests in many of the companies it

integrates into WeChat, so it shares in the profits from the rapid growth it enables for its partners.

Messaging app vendors may decide that it is more lucrative to sell access to the highest bidder, controlling

which firms you can use to order a taxi, book a flight, or find a local restaurant.

And the winner is…?

Whether this shift to conversational interfaces plays out as many are predicting is still unclear but, if it

does, it will signal a seismic shift in mobile. Indeed, if WeChat’s experience in China is anything to go by,

we may soon be witnessing the emergence of the most powerful transactional platform the world has ever

seen.

38

Google and Apple are unlikely to give in without a fight, though, and their mobile “assistants” provide an

obvious opening for conversational interaction (not to mention Apple’s iMessage user base). However,

they are already late to the party and will need to make significant moves quickly to maintain their influence.

If not the current kings, who else might win in this new world? At a global level, Facebook is in pole position.

With its ownership of WhatsApp and the Facebook Messenger app, Facebook has a significant lead over

any other provider in terms of users. Combine that with access to its social graph, and Facebook has a

very powerful platform for businesses to reach their customers going forward.

That said, the significant network effects that drive usage mean the preferred messaging app varies hugely

around the globe. WeChat’s experience in China confirms that there is an opportunity for many companies

to build a significant, or even dominant, position in specific geographies, so we are likely to see a host of

contenders — Snapchat, Viber, Hike, LINE, and others.

Whoever wins, history shows us that any time there is increased competition, customers are the real

winners. Welcome to the new world of mobile; it’s going to be fun — chatbots will make sure of it!

E-COMMERCE……….……………………………………………………………………

Worldwide Retail Ecommerce Sales Will Reach $1.915 Trillion This Year

Double-digit growth will continue through 2020, when sales will top $4 trillion

https://www.emarketer.com/Article/Worldwide-Retail-Ecommerce-Sales-Will-Reach-1915-trillion-This-

Year/1014369

In 2016, total retail sales across the globe will reach $22.049 trillion, up 6.0% from the previous year.

eMarketer estimates sales will top $27 trillion in 2020, even as annual growth rates slow over the next few

years, as explored in a new eMarketer report, “Worldwide Retail Ecommerce Sales: The eMarketer

Forecast for 2016” (eMarketer PRO customers only).

39

eMarketer includes sales across all retail channels in its estimates for total retail sales. This includes sales

from ecommerce retailers and transactions that occur over consumer-to-consumer (C2C) platforms such

as eBay and other auction sites; and sales by motor vehicle and parts dealers and by gas stations. Travel,

event ticket and restaurant sales are excluded from eMarketer’s forecast.

eMarketer has lowered its projections for overall retail sales since its previous forecast in December 2015,

mainly due to low oil prices and negative currency effects. The US dollar has risen against most major

currencies, and as a result the value of retail sales denominated in US dollars is down across all markets

in eMarketer’s forecast. Persistent low oil prices also continue to have a profound effect on retail sales

value in countries where gasoline takes up a large share of retail sales, including the US, the UK, Canada,

France, Singapore and others.

Retail ecommerce sales—which include products and services (barring travel, restaurant and event ticket

sales) ordered via the internet over any device—will reach $1.915 trillion in 2016, accounting for 8.7% of

total retail spending worldwide. While the pace of growth for overall retail sales is subdued, the digital

portion of sales continues to expand rapidly, with a 23.7% growth rate forecast for 2016.

eMarketer expects retail ecommerce sales will increase to $4.058 trillion in 2020, making up 14.6% of total

retail spending that year.

40

Asia-Pacific will remain the world’s largest retail ecommerce market throughout the forecast period, with

sales expected to top $1 trillion in 2016 and more than double to $2.725 trillion by 2020. The region will

also see the fastest rise in retail ecommerce sales, climbing 31.5% this year. Expanding middle classes,

greater mobile and internet penetration, growing competition of ecommerce players and improving logistics

and infrastructure will all fuel ecommerce growth in the region.

The bulk of retail ecommerce will come from China, where sales are expected to reach $899.09 billion this

year, representing almost half (47.0%) of all such sales worldwide. While there is plenty of opportunity for

growth, parts of Asia-Pacific are still faced with challenges. In Southeast Asia in particular, ecommerce

still represents only a fraction of total retail sales. An underdeveloped digital payments infrastructure and

a weak logistics framework have made these markets unprepared to handle high volumes of ecommerce

orders and have kept ecommerce at a nascent stage.

Retail ecommerce sales in North America will rise 15.6% this year to reach $423.34 billion, maintaining

the area’s status as the world’s second largest regional ecommerce market. The region will see consistent

double-digit growth through 2020, fueled by increased spending from existing digital buyers, expansion

into new categories such as grocery, and growing mcommerce sales.

41

НОВОСТИ IAB BELARUS………………………..….………………………………….

IAB Belarus подвела итоги развития рынка медийной интернет-рекламы за 1

полугодие 2016г.

http://iab.by/iab-belarus-podvela-itogi-razvitiya-ryinka-mediynoy-internet-reklamyi-za-1-polugodie-2016g/

В оценке рынка приняли участие представители крупнейших интернет-ресурсов и селлеров —

компаний Admixer, Digital Sail, Веб Эксперт, Онлайнер и Тут Бай Медиа. Встреча традиционно

прошла на территории агентства Vondel Digital.

По итогам 1 полугодия 2016 года затраты на медийную онлайн-рекламу составили 4,43 млн.

долларов США с учетом НДС, что на 12,9% меньше чем в 1 полугодии 2015г. Данная цифра

включает в себя баннерную, текстовую рекламу, спецпроекты, а также объемы рекламных затрата

на медийную сеть Google (GDN). Из этой суммы $3,99 млн реализованы на площадках, которые

представляли участники встречи.

По мнению экспертов, сейчас сегмент медийной рекламы в Беларуси развивается очень

динамично. Все больше брендов приходят в видеорекламу, растет интерес к возможностям

мобильных платформ. На рынке появляются новые продукты и коллаборации, площадки

сегментируют свой инвентарь в зависимости от потребностей рынка и объединяются в сети;

развиваются технологии, которые позволяют эффективно планировать и размещать

кроссплатформенные кампании. Как результат, рекламодатели получают все больше

возможностей для успешной реализации своих интернет-коммуникаций, что в свою очередь

приводит к восстановлению доли медийной интернет-рекламы в рекламных сплитах.

Селлеры и площадки, присутствовавшие на встрече, продают рекламные возможности следующих

ресурсов:

abw.by, adme.ru, afisha.ru, all.biz, av.by, benefit.by, bycard.by, citydog.by, championat.com, ctc.ru,

dev.by, diva.by, facebook.com, football.by, gazeta.ru, gippokrat.by, gismeteo.by, gpk.gov.by,

habrahabr.ru, instagram.com, itv.by, ivi.ru, kaktutzhit.by, kinopoisk.ru, kp.by, kufar.by, kyky.org, lenta.ru,

letidor.ru, livejournal.com, mail.ru, mamba.ru, mamochki.by, map.by, megogo.net, monday.mobi,

myclub.by, myfin.by, odnoklassniki.ru, onliner.by, pladform, pogoda.by, pressball.by, probusiness.by,

rambler.ru, rbc.ru, rebenok.by, redigo.ru, rutube.ru, second.by, select.by, shop.by, sports.ru, sport-tv.by,

tribuna.com, tut.by, tvigle.ru, tvzavr.ru, vkontakte.ru, yandex.by, youtube.com, zoomby.ru, 1k.by, 360.by.

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НОВОСТИ IAB GLOBAL…………………………..….………………………………….

OpenDirect Delivers Simplicity Through Powerful Industry Standards

http://www.iab.com/news/opendirect-delivers-simplicity/

By Vasil Remeniuk

The traditional Insertion Order (IO) process has been exceedingly tedious, resulting in inordinate amounts

of wasted time, back and forth, as well as efficiency issues with dropped orders and a lack of transparency.

This has given way to Automated Guaranteed, which seeks to apply automation to accelerate the process

while increasing transparency, capturing actionable data and enhancing overall transaction performance.

The IAB’s OpenDirect protocol is a powerful API designed to support Automated Guaranteed business

models and marketplaces, which originally were introduced to automate and replace the traditional IO

process and which now have far reaching applications. Moving forward we view OpenDirect as a

foundational part for the evolution of a healthy eco-system. This is because the API not only enables key

functionality for ad tech providers and existing integrated OpenDirect products, but also because it easily

integrates into publisher’s existing in-house solutions providing new demand and monetization

opportunities.

One Unifying Standard

We see OpenDirect not only as a standard for the automation of guaranteed campaigns, but overall as an

ultimate automation standard that can be extended to programmatic as well. This is what we did in Adform,

where we opted to use OpenDirect as the backbone for the automation of the order process in

programmatic marketplaces.

As Automated Guaranteed and Automated IO processes have evolved, we’ve seen the natural

fragmentation which is typical within this industry. The launch of OpenDirect as an industry collaboration

sets out from an early point to help cut off the ballooning and costly financial and technical complexities

by providing a great way to connect vendors across both supply and demand sides of the transaction. This

is paving the way for OpenDirect to rapidly become the de facto standard within the next two years. Across

the board everyone from agencies to advertisers and publishers, spanning all markets globally agree that

OpenDirect and Automated Guaranteed are essential moving forward.

At Adform, we’ve built our Automated Guaranteed and Programmatic Guaranteed platforms using the

OpenDirect API and this has given us the flexibility to create powerful offerings that communicate cleanly

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with other OpenDirect partners, regardless of if they’re just OpenDirect integrated or built from the ground

up with OpenDirect compatibility in mind.

A New Industry Lexicon

As marketplace functionality is at the heart of Automated Guaranteed and like-kind products, having a

highly functional API that allows both demand and supply side technologies and actors to communicate

effectively is essential. We’ve found great success using OpenDirect as a universal approach for

facilitating direct connections with publisher ad servers. As part of this process, we’ve built several proxies

that ensure these ad servers connect to our AG marketplace in a uniform fashion. The added benefit of

this is that we’ve in turn already created universal proxies for platforms such as DFP, Adtech, and Cxense.

We’ve seen significant interest from other major ad tech companies, some of which we’ve actively worked

with and consulted with while teaming up to carry out end-to-end tests. These will further drive

enhancements in future versions of the OpenDirect API while making the process of onboarding publishers

and advertisers/agencies even more straight forward.

Moving forward we expect to see more mass-adoption and support for OpenDirect, which will pave the

way to further applications of the API for other marketplace-driven spaces such as traditional print, DOOH

(Digital Out Of Home), and radio which are all an excellent fit for this technology. These spaces (DOOH,

Print, etc.) have long been overlooked and neglected, stuck with highly manual and low-tech offerings,

due to logistical barriers which OpenDirect solves. This creates an exciting opportunity for new

monetization options and allows for their re-examination as valuable programmatic outlets for vendors and

buyers alike.

Looking Forward

OpenDirect’s blend of automation and manual human-driven relationship oriented communication delivers

the ability for publishers and advertisers to choose between a self-served focused workflow, as is currently

dominant in Automated Guaranteed, or more traditional collaborative processes where agencies deliver

an RFP alongside a brief and then receive tailored publisher proposals in return.

Adform is very happy to be a strong advocate for OpenDirect and will continue to actively support other

vendors and businesses eager to adopt fair and open industry standards. While excitement about

OpenDirect is already significant, we’ll see that continue to grow over the next 18 months as a majority of

publishers move to the standard. The impact and opportunity OpenDirect presents is significant and while

existing proven implementations have far-reaching implications, we find the uncharted opportunities

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equally exciting. As a company dedicated to enhancing the flow of data, empowering creativity, and

fostering open and transparent trading technologies, we look forward to taking an active role in exploring

applications of OpenDirect and driving new ways to leverage its power for advertisers, agencies and

publishers alike.

About the author

Vasil Remeniuk, Product Manager, Automated Guaranteed at Adform

Make Mobile Advertising Welcome

By Ryan Griffin and Eva Wu

http://www.iab.com/news/make-mobile-advertising-welcome/

In today’s up-close and personal mobile world, advertising on mobile needs to go beyond merely being

tolerable; it needs to be welcome. The second webinar of this year’s IAB’s “Make Mobile Work” webinar

series addressed this issue head-on and showcased some successful efforts to make mobile advertising

welcome through delivering ad formats native to the mobile user experience. You can view the webinar

recording here.

With the goal of continuing the conversation, Ryan Griffin, SVP Strategy of Opera Mediaworks, shares his

thoughts below on how to tap into the native capabilities of mobile devices to delight and not annoy the

mobile consumers.

Mobile ad blocking is – according to a recent study by PageFair – still relatively uncommon in the U.S., but

that’s not enough evidence to prevent advertisers from being concerned about its long-term impact on the

mobile advertising opportunity. It’s no longer about “x-ing out” the message, but opting out entirely and

never seeing the message at all – because people consider advertising to be an interruption.

But we don’t have to pretend that advertising isn’t an interruption; much of it is. We’re not in the business

of changing the perception of the entire idea of advertising. What we can do, however, is help people

associate mobile advertising with a welcome moment, or something that is additive to their mobile

experience, rather than interruptive.

How do we do that? We start by identifying when not to message to people. Here’s an analogy: you’re at

the office, headphones on, locked in on a project, and making great progress. Then a colleague comes

by, hovers next to your desk, and launches right into his needs without any kind of consideration or

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empathy to your context. An experience like that in a mobile advertising context transcends “annoyance”,

and can become flat-out damaging for a brand.

So that’s bad advertising etiquette: You’re in a state where any interruption would be unwelcome, and a

message pops into your world — one that expects not just your somewhat-passive attention, but goes so

far as to ask for you to take an action that you have no interest in taking.

But what if that colleague had waited until you were taking a break from your project? A moment where

you’ve grabbed a snack, are “leaning back”, headphones off, maybe catching up on industry news. The

individual comes by to check in on the status of a mutual project, and asks if he can tell you a funny story

about what happened to him last weekend involving a shared friend. And it’s a tremendous story – so

great, that you make a note to remember that story because you want to tell your friend later.

That’s good advertising etiquette – when you not only identify the exact right moment to borrow the

consumer’s attention, but when you can delight them to the point where they consider it to be not

“messaging,” but pure entertainment. And when the story is told so well, so colorfully, that you want to

remember it to recount later to others.

In alignment with the IAB’s “Make Mobile Advertising Welcome” initiative, here are 3 ways to rethink the

mobile ad experience, both from an integration perspective and mobile hardware perspective, to create

additive experiences for mobile users.

Give a little to get a little

There is a major exception to the misconception that all advertising is deemed unwelcome by consumers,

and that is an opt-in mobile ad model that is entirely driven by choice, does not interrupt the user’s app

activity, and provides meaningful value. Value exchange ads, or rewarded ads, are when the publisher

trades value, such as virtual currency, consumable goods (e.g., a power up or speed boost) or even access

to pay-walled content in exchange for a consumer lending their attention to a brand experience. (In the

office analogy, it’s the colleague’s story.)

Letting consumers self-select the moments to pause, interact with a brand (via a video or interactive rich

media experience) and earn something in return has proven to drive higher completion rates and

conversions than traditional interruptive formats on mobile.

But of course, the content of the message matters, and mobile advertisers have an opportunity to

create powerful, immersive experiences once they have the consumer’s attention.

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Thanks to technology that allows brands to leverage the native functions of the smartphone or tablet, they

can appeal to two very strong senses that are underserved by other mediums: touchand peripheral

vision.

Haptics can make consumers want more

Haptics, or vibration, might seem like a “nice to have,” in mobile ads, but we’ve found from several

campaigns run so far this year that video ads enhanced with haptic effects (via Immersion’s TouchSense®

technology) had higher click-through rates, with some “haptified” ads getting as much as 220% higher CTR

than those without. Other metrics, such as positive sentiment and ad recall, also improve.

But even more interesting is that consumers paid attention longer, and, even after they were done with the

video, they wanted to see it again, as we saw with the Lexus, Stoli and Peugeot campaigns we worked

on:

Getting a consumer to watch a mobile video ad all the way through to the end is certainly a “win” for a

marketer; it shows a level of engagement and commitment to the creative and to the brand. And of course

there is the exposure to the end card, which gives them an opportunity to interact and take action – opening

them up to multiple campaign KPIs.

But if the viewer chooses to replay the video, that demonstrates an even deeper connection, because they

are actively seeking more exposure and understanding of the ad message. In a way, it is like an earned

impression – a secondary exposure to your ad that you didn’t pay for, but a self-selected one that should

further drive brand metrics. (For more campaign metrics on haptics ads, see here.)

Immerse the consumer for total engagement

Virtual reality has been an emerging subject matter in our industry in 2016, and is only beginning to mature

as an immersion tool. One way that marketers can do this is to think of the smartphone as a lens through

which the consumer “sees” the world – and unlike other digital mediums, it is completely free in its

movement. Looking up and down, side to side, the mobile user can get a sense of freedom in their

experience, and that feeling of “choice” will empower them further to take action within and after the ad

experience is over.

With 360° panoramic ad units, like the ones seen in the Hilton’s mobile ad for its Barbados resort

and Lufthansa’s promotion of its business-class services, mobile users can explore the environment with

their device, moving it horizontally and vertically to see more of the scene, which feels like it is not

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encapsulated in the device, but “real” in the way that they look at the world with their eyes, not just a

camera.

Still, 360° video is merely a very early step toward providing mobile users with a fully immersive

experience. It’s best viewed as a bridge to “true” VR experiences – and the biggest companies in the world

are doing everything they can to accelerate mass adoption of these types of experiences.

These are just a few examples of how Fortune 1000 brands are shifting their focus towards mobile

advertising experiences that add value to the consumer. Via superior storytelling and virtual experiences

that leverage the native capabilities of mobile devices, we believe the perception of mobile advertising can

shift, too, to become one of “welcome interruption.”

About the author

Ryan Griffin, SVP Strategy, Opera Mediaworks, LLC

Eva Wu, Senior Manager, Mobile Marketing Center of Excellence, IAB