tag:econsultancy.com,2008:/topics/media-planning-buying Latest Media planning & buying content from Econsultancy 2017-10-23T10:58:00+01:00 tag:econsultancy.com,2008:BlogPost/69429 2017-10-23T10:58:00+01:00 2017-10-23T10:58:00+01:00 A day in the life of... trading director at a DSP Ben Davis <p><em>If you're after a new role in marketing, ecommerce or media, do check out the <a href="https://jobs.econsultancy.com/?cmpid=EconBlog">Econsultancy jobs board</a>.</em></p> <h4> <em>Econsultancy:</em> Please describe your job: What do you do? </h4> <p><em><strong>Carl Millikin:</strong></em> I’m the Trading Director for the UK and France at The Trade Desk, running a team of nine traders. </p> <p>At The Trade Desk, each of our agency clients is set up with an account manager, a business development specialist, and a trader. It’s the traders’ job to strategically plan and optimise campaigns, and provide the reporting and insight that helps clients learn from and improve their campaigns.  </p> <p>The trading team play an important role in helping our clients understand both our platform and wider technological developments, and get the best results for the brands they work with. </p> <p>My job is to oversee that part of the business, acting as a guide for the traders. I’m also constantly listening and responding to our clients’ feedback, to make sure that our platform evolves to align with their needs. If they require a different approach to a feature or product, we’ll make it happen.</p> <h4> <em>E:</em> Whereabouts do you sit within the organisation? Who do you report to?</h4> <p><em><strong>CM:</strong></em> I sit within the EMEA leadership team, but I’m physically located in our London office - reporting to the Director of Trading for the East Coast of the US &amp; EMEA. We have around 90 traders in the trading department, who are based across 20 offices globally. </p> <h4> <em><strong>E:</strong></em> What kind of skills do you need to be effective in your role?</h4> <p><em><strong>CM:</strong></em> Traditionally, being a good trader was all about being analytical and numbers-focused – I came from a financial background myself. Being analytical still forms the backbone of the role of a trader, but it’s not all that’s important. The shift in trading responsibilities means that a trader now needs to not only pull the gems of insight from large, often complex amounts of data, but also be able to present this to clients in an engaging and informative way that will help their campaign objectives. </p> <p>No longer hidden away, our traders are in our clients’ offices multiple times during the week, presenting, training and building lasting relationships with our clients. They’re like secret salesmen - highly technical analysts that use their knowledge and insight to improve clients’ campaign performance and meet brands objectives.</p> <p>Communication with clients and our internal teams is a huge part of the role. Being able to communicate effectively is a real advantage in order to be successful as a trader. </p> <h4> <em>E:</em> Tell us about a typical working day… </h4> <p><em><strong>CM:</strong></em> There’s no such thing as a typical day if you’re working in media! The first thing I’ll always do is check the tools we use to track the pacing, delivery and performance of all our accounts and make sure nothing is falling down. I also check in with each of the traders in case there’s anything we need to deal with. </p> <p>We have internal meetings for each individual client every week, where the relevant account managers, traders and business development specialists get together. We’ll talk through how campaigns are performing, what we’re planning for the client, and where there are opportunities for training and development to help them take full advantage of our platform. </p> <p>We also have product meetings – both client-specific and about the global positioning of our products. I run the monthly EMEA product meeting, where we build our region’s collective view on how we should be developing the platform, then try to push these changes through during our global product meeting, later in the month. </p> <h4> <em>E:</em> What do you love about your job? What sucks?</h4> <p><em><strong>CM:</strong></em> What I love most is the variety. That’s why I’ve always loved ad tech – no two days are ever the same. I also love my job because of the people I work with. I have total faith in my team, who are all incredibly smart people – and, because they require so little guidance, it frees up my time to affect more business change. </p> <p>We’re incredibly fortunate at the Trade Desk to have a fantastic team of highly skilled engineers, constantly coming up with innovative ideas to develop new products and enhance our platform. If I had one wish, it would be to be have an even greater number of engineers to enable us to bring to life every one of the big ideas we have.  </p> <p>The only thing that actually sucks, though, is being based in Farringdon. I have to take two different tubes on my commute to work!</p> <h4> <em>E:</em> What kind of goals do you have? What are the most useful metrics and KPIs for measuring success?</h4> <p><em><strong>CM:</strong></em> My main goal is to build the best demand side platform in the market. Clients are a great barometer for this. We know that external traders use multiple DSPs, so if they start favouring and spending more with The Trade Desk, we know that the technology or functionality we’re using is the best for them, and we can then develop this further. We have a really strong relationship with our clients, and their feedback forms a core part of our product. </p> <h4> <em>E:</em> What are your favourite tools to help you to get the job done?</h4> <p><em><strong>CM:</strong></em> I like to use the data visualisation tool, Tableau. It’s a really easy way of understanding what the numbers mean, and tracking how we’re doing and where we’re at with our clients. Our own media buying platform is pretty essential, too! </p> <p>Other great tools to get the job done include Jira, which tracks everything product related, and Slack and Zoom, which let us communicate across the globe and really sync our teams. Without these I’d be pretty lost.</p> <p><img src="https://assets.econsultancy.com/images/0008/9840/tableau.png" alt="TABLEAU" width="615"></p> <p><em>Image via <a href="https://www.tableau.com/">Tableau</a></em></p> <h4> <em>E:</em> How did you get into programmatic, and where might you go from here?</h4> <p><em><strong>CM:</strong></em> I started my media career in publishing, working for companies like MySpace and The Telegraph. Then I moved to Videology where I focused on the demand side, specifically around performance and delivery, followed by another DSP where I headed up platform operations for RadiumOne. </p> <p>I became interested in the bidding side of things, and almost fell into programmatic from there. Now I would never leave adtech and programmatic – I love how it works, how you can always come up with different strategies and tactics, and how it’s constantly evolving. One day in the distant future I’d like to run my own company – something to do with trading, no doubt.  </p> <h4> <em>E:</em> Which brands do you think are using programmatic well?</h4> <p><em><strong>CM:</strong></em> There’s a lot that brands can learn from the retail and FMCG industry when it comes to programmatic. Retail brands tend to use more aspects of programmatic strategy and more channel diversification – as well as using various companies to understand footfall, for example.  </p> <h4> <strong><em>E:</em></strong> Do you have any advice for people who want to work in programmatic?</h4> <p><em><strong>CM:</strong></em> Be curious. Read widely to stay up to date with industry news, and go to as many events as possible to hear what people are thinking. Become a sponge. Take advantage of all the training tools and education out there – whether that’s content freely available online or specially designed programmes from tech providers or partners. And take an interest in what’s happening while you’re surfing the net – try to piece the puzzle together to understand why you’re being targeted in the way that you are, and you’ll start to understand programmatic a lot more. </p> tag:econsultancy.com,2008:BlogPost/69491 2017-10-17T10:00:00+01:00 2017-10-17T10:00:00+01:00 Why digital out-of-home advertising is not really digital (yet) Nick Hammond <p>With this investment comes greater impact (e.g. increasing use of video), flexibility and of course income for the vendors. Alongside this burgeoning focus on digital creative delivery, there is attention on how the medium could be sold more efficiently – more like other digital channels and less like traditional out of home. </p> <p>Moving from a cost-per-panel approach and with access to more detailed, real time audience information on the horizon (rather than periodic panel data) the ability to trade on an audience model isn’t far off. For example, in Canada Outfront Media has launched its own real-time analytics platform, having agreed a partnership with mobile network Cellint.</p> <p>By tapping into available data, the platform will allow tracking of hourly impression numbers, including the proportion of those that are unique views. In the UK Transport for London has a considerable amount of data garnered from 5.6m mobile phones connected to Wi-Fi on the Tube. This mobile data can be used to track interchanges, and even walking routes and platform use within a station.</p> <p><img src="https://assets.econsultancy.com/images/0008/9753/dooh.jpg" alt="" width="470" height="353"></p> <p>Whilst these developments provide considerable opportunities for advertisers and OOH vendors alike, a recent piece <a href="http://www.campaignlive.co.uk/article/jcdecaux-we-ensure-outdoor-doesnt-fall-pitfalls-digital-media/1446445?bulletin=campaign_breakfast_briefing&amp;utm_medium=EMAIL&amp;utm_campaign=eNews%20Bulletin&amp;utm_source=20171005&amp;utm_content=Campaign%20Breakfast%20">in Campaign</a> highlights how out of home’s convergence with the digital world could have its downsides. </p> <p>OOH vendor JCDecaux has launched a brand charter which is seeking to avoid problems that have been plaguing the mainstream digital sector. These include accountability, viewability, measurability, transparency and brand safety. JCDecaux commented at launch, 'we must ensure outdoor doesn't fall into the pitfalls of digital media'.</p> <p>This charter aims to set a gold standard of best practice across the digital out-of-home industry and in this brave new world JCDecaux will ensure its metrics and measurements are independently verified by Price Waterhouse Coopers; who will provide a quarterly compliance report to ensure transparency.</p> <p>This is an interesting development as out of home has a history of being one of the more opaque advertising channels in terms of the buying process, audience measurement and invoicing.</p> <h3>OOH automation </h3> <p>In the UK, digital buying practices are moving into the OOH sector in the shape of increased automation. </p> <p>From the Campaign piece – ‘Also mirroring the wider digital market, JCDecaux has launched a new external smartsuite platform, SmartBRICS, which allows advertisers and agencies to place their own DOOH campaigns for the first time. The platform has been used internally for the past two years but (now).. will be available to external users through an API. Users will now be able to plan, budget and create their own campaigns based on the platforms in-depth rules and filters on its dashboard.’ </p> <p>So, what are the challenges and opportunities for digital practitioners? We are already seeing digital experts’ influence spreading across traditional channels such as TV, which is increasingly being bought <a href="http://www.thedrum.com/opinion/2017/06/13/get-ready-programmatic-tv-advertising">in an automated fashion</a> (see <a href="https://www.skyadsmart.co.uk/">Sky AdSmart</a>), and this is beginning to happen with OOH as well, as observed above.</p> <p>Clever recent activational examples in DOOH were featured in <a href="https://econsultancy.com/blog/69100-six-clever-examples-of-what-dynamic-outdoor-advertising-can-do">this Econsultancy piece</a>. I particularly liked the FT’s use of digital billboards at Heathrow’s Terminal 5 to target passengers travelling to six pre-selected US cities. It was achieved by tapping into Heathrow's flight data via an API.</p> <p><img src="https://assets.econsultancy.com/images/0008/9752/FT_heathrow.jpg" alt="" width="568" height="400"></p> <p>Guinness devised a dynamic campaign in London that allowed posters to direct RBS 6 Nations fans to nearby pubs to watch the games. </p> <h3>Is DOOH digital?</h3> <p>So, just how digital is digital out of home? For DOOH to become fully digital in terms of trading (as well as delivery of creative), the key area will be around improved audience assessment. It is achieving this, which will allow a mainstream programmatic digital approach including real-time bidding, behavioural and contextual targeting.</p> <p>Because of the size of the OOH medium, the variety of locations and the challenge and cost of quantifying and assessing audience behaviour, the measurement of OOH has traditionally been restricted to periodic panel research – OSCAR, then <a href="https://www.research-live.com/article/news/postar-to-measure-90-of-outdoor-media/id/2000079">POSTAR</a>, and now <a href="http://route.org.uk/research/">ROUTE</a>.</p> <p>The resultant audience information is therefore nowhere as detailed and current as that available across other digital channels. JCDecaux’s charter is well timed, especially in terms of brand safety, but from an audience perspective the PWC verification is only happening on a quarterly basis.  </p> <p>For DOOH to really align with digital media, it will need to achieve accurate, real time, detailed consumption data that can fuel truly digital trading methodologies.</p> <p><strong><em>For more on this topic, see:</em></strong></p> <ul> <li><a href="https://www.econsultancy.com/blog/68051-six-case-studies-that-show-how-digital-out-of-home-advertising-is-changing"><em>Six case studies that show how digital out-of-home advertising is changing</em></a></li> <li><a href="https://econsultancy.com/blog/67414-is-this-the-next-step-in-programmatic-out-of-home"><em>Is this the next step in programmatic out-of-home?</em></a></li> </ul> tag:econsultancy.com,2008:BlogPost/69474 2017-10-12T14:30:00+01:00 2017-10-12T14:30:00+01:00 The myth of storytelling in marketing and why brands should encourage 'story sharing' Nick Hammond <p>The myth in question and my provocation here, is that not only is the term ‘story’ overused in the world of communications, it is also widely misused. </p> <p>The root of storytelling, at least in the occidental tradition, connects back to the classical period, when stories were initially passed on by word of mouth. The best known examples of this genre are the stories of the Greek oral tradition ascribed to <a href="https://en.wikipedia.org/wiki/Homer" target="_blank">Homer</a> – The Iliad and The Odyssey.  These stories were always changing as they were told and re-told, influenced by audience response and reaction. </p> <p>So, what of the current state of storytelling in the advertising industry? There was plenty of talk on this topic at Cannes earlier this year, and <a href="http://www.campaignlive.co.uk" target="_blank">Campaign</a> provided a perspective with this video titled ‘What’s the secret to great commercial storytelling?', including a sequence of interviews with brands and companies such as Burger King, Microsoft, Direct Line, McCann and WCRS.</p> <p><iframe src="https://www.youtube.com/embed/Vjrts2GxHxI?wmode=transparent" width="560" height="315"></iframe></p> <p>Some of this is rather less than inspiring, with plenty of buzzwords being thrown around, but here are some of the highlights:</p> <ul> <li>Ogilvy One: Emotional content that is timely, relevant, useful and/or entertaining.</li> <li>Airbnb: Figure out why consumers should care.</li> <li>Microsoft: Authenticity. Real stories about real people.</li> <li>WCRS: The brand has got to stand for something before you can tell a story.</li> <li>Havas Creative US: Make really awesome stuff!</li> </ul> <p>The use of the story concept in communications parlance allows marketeers to connect with a rich emotional tapestry and heritage. But are the stories being told in the world of marketing really stories at all?</p> <p>At this point, it's worth listening to the always enlightening <a href="http://www.campaignlive.co.uk/article/secrets-commercial-storytelling/1437709?bulletin=campaign_breakfast_briefing&amp;utm_medium=EMAIL&amp;utm_campaign=eNews%20Bulletin&amp;utm_source=20170629&amp;utm_content=www_campaignlive_co_uk_ar_6" target="_blank">Martin Weigel’s</a> perspective on storytelling: ‘The hubris, the delusion, the philistine rhetoric masquerading as depth, the pomposity parading as wisdom, and the narrowing of our industry’s ambition is too much to bear. For if advertising’s stories are among the best our civilisation has to offer then please, shoot me.’</p> <p>Weigel quotes Aristotle as defining the essence of a story as being ‘a change from bad fortune to good or from good fortune to bad.’ Essentially there is no point if the story ends in the same place that it started. He has issues with the nature of commercial storytelling in the following areas:</p> <ul> <li> <strong>There is limited appetite for conflict:</strong> ‘Stories that succeed in shining a light into the crevices of the human soul. Stories that illuminate our place in the state things.’</li> <li> <strong>There is no interest in deep exploration:</strong> ‘When did an insight unearthed and authored by a planner ever hold a candle to the examination of the human condition offered up say, by Chaucer or Dickens?’</li> <li> <strong>There is little appetite for genuine human truth:</strong> ‘One struggles to think of any advertising that has expanded and educated our capacity for moral judgment. But then why should it? It has another agenda. For in the final analysis, and however it achieves it, advertising is always about the brand.’</li> <li> <strong>Most of what is made just isn’t a story:</strong> ’..reducing story to “somebody wants something and something gets in the way” is merely the stuff of plotting and structure. Stories – good, lasting ones – are so more than just structure, plot and momentum. Pattern does not a story make.’ </li> </ul> <p>The final provocation is whether marketeers should aspire to be storytellers at all – ‘And herein lies the truest, most clear and present danger for marketers in falling for the storytelling rhetoric. Convincing ourselves that we are storytellers might make us feel important (but) ..we need not tell a story for the consumer to tell a story. And indeed, sometimes just making something useful, or beautiful is enough.’</p> <p>No surprise then that the consumer, increasingly the arbiter of brand value, is key to the successful telling of a commercial story. Content needs to be powerful enough to have an impact and engaging enough to share. And this makes sense of course. Marketeers should be experts with regards to consumer understanding, but can hardly be expected to be expert storytellers. This is best left to Shakespeare, Milton et al.</p> <p>As touched on above, the most interesting observation of all (and one that goes all the way back to the <a href="https://en.wikipedia.org/wiki/Oral_storytelling" target="_blank">classical oral storytelling tradition</a>) is that great stories were never set in stone, but forever changing as they were told, influenced by audience reaction and then re-told; being passed on from one generation of storytellers to another. While the digital environment offers new channels and accelerated interactivity, it still echoes the ancient tradition of storytelling by mirroring the importance of the audience in the process. In both instances and across the centuries, the audience and consumers are there to listen, to develop and to share. </p> <p>Powerful stories are increasingly told in <a href="https://stackla.com/blog/videos-can-improve-content-marketing-strategy/?utm_campaign=Newsletters&amp;utm_medium=email&amp;_hsenc=p2ANqtz--837btttXLuo0SjBMM3dOw89na1MmvF5tnRKckyUCBaY6MqmZmJMfuE4UZU2Y_N4RInW_LN3P1Iyun8NMrnEY82TISBRxjmm4Ky-o8TirSkd-ur-Y&amp;_hsm" target="_blank">video form</a>, and <a href="https://econsultancy.com/blog/67977-four-examples-of-brands-using-an-episodic-content-marketing-strategy/" target="_blank">in short, episodes</a>. A disappointing downside for this, is that this has put <a href="https://digiday.com/media/general-atmosphere-ambient-dread-text-journalists-fear-great-pivot-to-video/?utm_medium=email&amp;utm_campaign=digidaydis&amp;utm_source=daily&amp;utm_content=170712" target="_blank">increased pressure on journalism</a> and jobs in this sector. A more positive development for the written word, has been the rise of ebooks, which are increasingly using <a href="http://www.wired.co.uk/article/serialised-books-mobile" target="_blank">a short episodic approach</a>, in a fashion not since the days of Charles Dickens.</p> <p>And if the audience is key to successful storytelling, how can we encourage consumers to tell brand stories?</p> <p>A perspective here, <a href="https://www.mailmunch.co/blog/content-distribution-strategies/" target="_blank">with some research from Mailmunch</a>, which identified the top content distribution strategies as follows:</p> <ul> <li>Influencer marketing: 26%</li> <li>Email marketing: 18%</li> <li>Social media: 18%</li> <li>Guest blogging: 16%</li> <li>Paid distribution: 14%</li> <li>Internal employees: 4%</li> <li>Distribution platforms: 4%</li> </ul> <p>Interesting to see the continued growth of <a href="https://econsultancy.com/reports/measuring-roi-on-influencer-marketing">influencer marketing</a> in this list and the value of effective and authoritative sharing of commercial stories via this method.</p> <p>This is the real challenge and opportunity for marketeers. Of course, it is about creating ‘stuff’ that is of real interest to consumers, but it is also about having a strategy that encourages an audience to engage with each other around the stories that are being told. </p> <p>Some examples of brands that have successfully created ‘storysharing’ environments include Airbnb, with its <a href="https://www.airbnb.co.uk/stories" target="_blank">Stories</a> content, John Deere and its farming community <a href="https://www.johndeerefurrow.com" target="_blank">The Furrow</a>, and of course the <a href="https://www.nike.com/gb/en_gb/c/running/nike-run-club" target="_blank">Nike+ Run Club</a>.</p> <p><img src="https://assets.econsultancy.com/images/0008/9643/nike_run_club.png" alt="" width="750" height="362"></p> <p>All of these brands created a subject and an environment that allowed their customers to tell stories to each other, whether that be around travelling and discovery, farming advice or sharing experiences around exercise and wellbeing. The Furrow’s content (with stuff about mushrooms, grain producing and Tennessee beef) is particularly interesting, as it shows that a powerful community can work in any vertical as long as there is a good enough ‘subject’ and an appropriate ‘environment’.</p> <p><a href="https://en.wikipedia.org/wiki/Philip_Pullman" target="_blank">Philip Pullman</a> said – ‘writing is despotism, but reading is democracy.’ It is by harnessing the power of democracy and individuals’ interpretation of stories they have heard; that marketeers can truly develop great stories and enhance the power <em>of their brands.</em></p> <p><em>For more on this topic, check out Econsultancy’s range of <a href="https://econsultancy.com/training/courses/topics/content-marketing-and-strategy">content marketing training courses</a>, or subscribers can download our <a href="https://econsultancy.com/reports/content-strategy-best-practice-guide">Content Strategy Best Practice Guide</a>.</em></p> tag:econsultancy.com,2008:BlogPost/69438 2017-09-22T09:39:51+01:00 2017-09-22T09:39:51+01:00 Is Uber's lawsuit against an agency a harbinger of greater brand-agency discord? Patricio Robles <p>Procter &amp; Gamble <a href="https://econsultancy.com/blog/69309-how-much-waste-is-in-the-digital-ad-market">has already slashed $100m from its digital ad budget</a>, while JPMorgan Chase has cut the number of sites it advertises on from more than 400,000 to 5,000.</p> <p>But unhappy with the results of some of its spend, Uber isn't just slashing its budget or cutting campaigns. As <a href="https://www.bloomberg.com/news/articles/2017-09-18/uber-goes-on-rare-legal-offensive-suing-dentsu-unit-for-fraud">detailed by</a> Bloomberg, the ridesharing behemoth has filed a $40m lawsuit against one of its agencies alleging that it paid for "nonexistent, nonviewable, and/or fraudulent advertising."</p> <p>According to <a href="https://www.documentcloud.org/documents/4053888-Gov-Uscourts-Cand-317169-1-0.html">Uber's complaint</a>, it discovered that "mobile first" ad agency Fetch, which is owned by Japanese holding giant Dentsu, charged it "tens of millions of dollars" while knowingly purchasing bad ads. It also alleged that Fetch "allowed networks and publishers to steal credit for organic installs of the Uber App, and Uber App installs that were attributable to other sources."</p> <p>Uber says it discovered this fraud when it received reports of its ads appearing on a conservative political website that it had previously told Fetch to blacklist: </p> <blockquote> <p>Uber's investigation into that particular issue suggested deceptive naming was to blame. Specifically, the public-reported name of the websites and mobile applications where Uber advertisements supposedly appeared did not match the actual URL accessed. For example, one publisher retained by Fetch reported clicks on Uber ads as coming from placements such as "Magic_Puzzles" and "Snooker_Champion." In fact, those clicks actually originated from advertisements on Breitbart.com, despite the fact that Uber had instructed that no ads be placed with that website.</p> </blockquote> <p>Not surprisingly, Fetch is denying Uber's allegations. James Connelly, Fetch's CEO, says he was "shocked" at Uber's claims, which he calls "unsubstantiated" and suggests are designed to "draw attention away from Uber's unprofessional behavior and failure to pay suppliers."</p> <h3>The blame game</h3> <p>As Uber sees it, it hired Fetch for its expertise and part of Fetch's job was to deal with <a href="https://econsultancy.com/blog/67659-three-things-that-show-the-scale-of-the-ad-fraud-challenge">ad fraud</a>. "Regardless of whether Fetch purchased mobile inventory on an agent-principal or principal transaction basis, Fetch was responsible for the day-to-day oversight of [ad] networks and vetting of publishers for quality and fraud preventing, concordant with the...duties of a reasonably prudent mobile advertising agency," Uber's lawsuit states.</p> <p>Fetch, of course, says that it, like just about every legitimate player in the ad industry, is <a href="https://econsultancy.com/blog/67660-what-can-prevent-ad-fraud-we-ask-an-ad-tech-ceo">trying to deal with ad fraud</a> and "minimize its impact." As Fetch's Connelly sees it, Uber is "[using] an industry-wide issue as a means of avoiding its contractual obligations."</p> <p>Ultimately, the two companies will either settle their dispute or let the legal system determine the facts and decide which party is in the right.</p> <p>In the meantime, the lawsuit, which is notable because Uber is targeting its agency and not the actual media sellers from which the allegedly fraudulent ads came, highlights just how significant the costs of ad fraud can be and just how difficult it is for brands and their agencies to deal with it.</p> <p>It also raises a number of interesting questions. As more brands scrutinize their ad buys, sometimes through formal audits, they will inevitably uncover evidence of fraud. Will this lead to more lawsuits against agencies? In an effort to up control and oversight, will more brands opt to build in-house agencies or split the difference with <a href="https://econsultancy.com/blog/69148-in-house-agency-versus-on-site-agency-weighing-the-pros-and-cons">on-site agencies</a>?</p> <p>Time will tell, but it's clear that agencies, <a href="https://econsultancy.com/blog/69357-what-s-next-for-the-agency-model">already under pressure</a>, have yet another thing to worry about.</p> tag:econsultancy.com,2008:BlogPost/69430 2017-09-18T11:33:46+01:00 2017-09-18T11:33:46+01:00 A day in the life of... an agency planner Ben Davis <h4> <em>Econsultancy:</em> Please describe your job: What do you do?</h4> <p><em><strong>Nicky Lloyd:</strong></em> My role as a planner sees me work horizontally across the agency with clients who have strategic needs from brand development and marketing strategy to employee engagement. Acting as the bridge between account management and the creative team I look to ensure that the voice of the customer is central to our creative strategy and is reflected in the customer journey.</p> <p>It’s all about relevance, distinctiveness and effectiveness. Creating solutions that are human centred and engage with the hearts and minds of audiences whatever the channel or touchpoint. </p> <h4> <em>E:</em> Whereabouts do you sit within the organisation? Who do you report to?</h4> <p><em><strong>NL:</strong></em> I report directly to the managing director and alongside my role I support the senior leadership team in the development of our own proposition and new business strategy. </p> <h4> <em><strong>E:</strong></em> What kind of skills do you need to be effective in your role?</h4> <p><strong><em>NL:</em></strong> It's a role that really demands you to use both the right and left-hand side of your brain. You need to be analytical, detailed and focused one minute and in the next moment creative, engaging and flexible. </p> <p><img src="https://assets.econsultancy.com/images/resized/0008/9017/nicky_lloyd-blog-flyer.jpg" alt="nicky lloyd" width="470" height="381"></p> <p><em>Nicky Lloyd, agency planner at Six</em></p> <h4> <em><strong>E:</strong></em> Tell us about a typical working day… </h4> <p><em><strong>NL:</strong></em> I might be undertaking research with customers and stakeholders to understand their needs and building a brand or digital strategy to support these one day and undertaking a channel review and forming a media strategy the next.</p> <h4> <em>E:</em> What do you love about your job? What sucks?</h4> <p><em><strong>NL:</strong></em> The best thing about my role is the variety of businesses and sectors I get to work with and the people that I meet as part of the journey. Whether that is as part of a stakeholder team or through my research with consumers. I’ve explored client side roles in the past and although they can be very rewarding I know that agency life suits my personality and voracious desire to learn and embrace new challenges.</p> <p>What sucks? Not having enough time, sometimes cloning seems like a good solution ;)  </p> <h4> <em>E:</em> What kind of goals do you have? What are the most useful metrics and KPIs for measuring success? </h4> <p><em><strong>NL:</strong></em> My personal goals are to continue to grow the strategic offer at Six and to develop a team which includes specialist planners from disciplines such as data and analytics, media planning and customer experience so that we can continue to support our clients and hold customer needs as a central thread in everything that we do. </p> <p>In terms of planning tools and metrics I have a marketing ROI calculator which comes in handy for large scale planning and I use reporting tools to capture multi-channel media performance, analytics and leads.</p> <h4> <em>E:</em> What are your favourite tools to help you to get the job done?</h4> <p><em><strong>NL:</strong></em> I use a variety of planning tools from brand planning models to research tools like Fresco, Acorn, Neilson and media planning tools like BRAD, AdDynamix, and Adwords.</p> <h4> <em>E:</em> How did you get into media planning, and where might you go from here? </h4> <p><em><strong>NL:</strong></em> Media planning is only one part of my varied role. My first challenge was the development of a regional above the line advertising campaign using both off and online channels. The campaign which ran in the late 1990’s had a media budget of £500,000 and included TV, press, OOH and digital display. I worked closely with PHD to ensure that we could get the most effective return from our budget and we went on to win the Cream Grand Prix award, Young Director of the Year and be nominated at the Cannes festival.</p> <p>Since then I have worked in conjunction with a whole host of media buying agencies and SEO specialists to ensure that the campaigns we deliver generate the right amount of reach, OTS ('opportunity to see') and precision to encourage interaction and generate sales and or qualified leads.</p> <p>Paid media is of course only part of the story and as a planner I ensure that we use all the communications touchpoints available to us whether that's through paid, earned, shared or owned media (PESO). It is also essential that the destination supports the purchase journey and as such much of our time is spent developing rich content with simple user journeys and clear calls to action within the digital channel to encourage engagement.</p> <h4> <em>E:</em> Which brands do you think are doing paid media well?</h4> <p><em><strong>NL:</strong></em> According to the IPA, brands that use paid media in conjunction with earned and owned media typically grow three times faster than those that rely on earned and owned media alone. Adding television increases effectiveness by 40% and it’s also the best medium for generating top-line growth that drives profit, with a 2.6% average market share point gained per year.</p> <p>Adding TV and online video together gives a 54% increase in the average number of what the IPA terms “very large” business effects, versus 32% for television only and 25% for online video only. The most profitable campaigns have 60:40 ratio of long-term brand building media (broad reach, highly emotive) and short-terms sales activation (tightly targeted and information rich).</p> <p>Brands like Nestle, Jack Daniel’s and Heineken have made a return to the classic brand + response model. However, in the wider market, there still seems to be a focus on short-term activation rather than long-term brand building. I’ve had conversations with a number of clients in the past where campaigns created to educate and build brand awareness have morphed into direct response campaigns through the adoption of a misguided media strategy that focuses too heavily on PPC and digital display to the detriment of the original brief. </p> <h4> <em>E:</em> Do you have any advice for people who want to work in planning at an agency?</h4> <p><em><strong>NL:</strong></em> Planning is such a varied discipline it fulfils so many roles from: market researcher, data analyst, futurologist, NPD consultant, media/communications planner, strategy developer, think piece polemicist, insight miner and social anthropologist. As such there are many different routes into planning whether you start your journey on the account management side or as part of the creative team or if you come from a media-sales background the main thing you need is a good grounding and understanding of the creative process and a passion for working with people and a thick skin.</p> <p>Some of the larger agencies also offer internships and junior planning roles where you can shadow a senior executive and learn the ropes. If you are interested in working in planning head to apg.org.uk to find out about courses and hear from leading planners who are shaping our industry.</p> tag:econsultancy.com,2008:BlogPost/69409 2017-09-07T14:00:00+01:00 2017-09-07T14:00:00+01:00 What's up with Facebook's estimated reach numbers? Patricio Robles <p>According to Pivotal Research Group's Brian Wieser, the audience reach estimates Facebook frequently displays to advertisers vastly exceed those of the number of people who are actually in those groups.</p> <p>CNBC <a href="https://www.cnbc.com/2017/09/06/facebook-inflates-ad-reach-claims-pivotal-research-analyst.html">explained</a>:</p> <blockquote> <p>Facebook's Ads Manager claims a potential reach of 41 million 18- to 24-year olds and 60 million 25- to 34-year olds in the United States, whereas US census data shows that last year there were a total of 31 million people between the ages of 18 and 24, and 45 million in the 25-34 age group, the analyst said.</p> </blockquote> <p>This raises a huge question: how can advertisers trust the reach estimates if they indicate there are far more users on Facebook in a particular group than there are living, breathing people in that group?</p> <p>One possible answer: non-human users, or bots.</p> <p>As one commenter <a href="https://news.ycombinator.com/item?id=15187001">suggested</a> on Hacker News, "I doubt that Facebook is purposefully lying about their numbers, but the fact that they estimate their reach to be greater than the census results means there must be a lot of bot accounts on Facebook."</p> <p>He added:</p> <blockquote> <p>Assuming that Facebook isn't lying, and they actually see as many accounts as they claim to reach this data would suggest that at least 25% of the accounts on Facebook are alt accounts or bot accounts. And that is assuming that everyone in the target demographic who was in the census is on Facebook. Facebook must be greater than 25% bots.</p> </blockquote> <p>While bots are one possible explanation for the discrepancy between Facebook's reach estimates and census data, other possiblities include users with multiple Facebook accounts and underage users who Facebook's algorithms have lumped into older age groups.</p> <p>Technically, Facebook, like most social platforms, isn't open to users under the age of 13, but that doesn't mean they don't use the social network. <a href="http://www.telegraph.co.uk/news/health/children/12147629/Children-ignore-age-limits-by-opening-social-media-accounts.html">According to one survey</a>, the majority of 10- to 12-year-olds use social platforms despite the rules and 49% of those surveyed said they use Facebook.</p> <p>For its part, Facebook says its reach estimates "are designed to estimate how many people in a given area are eligible to see an ad a business might run. They are not designed to match population or census estimates." Facebook's estimates are based on "user behavior, user demographics and location data from devices."</p> <p>The company revealed that its reach estimates include people who visit a geographic area but don't live there, but given the significant gaps that appear to exist between Facebook's estimates and census figures, it's hard to know just how much this accounts for the discrepancies.</p> <p><strong>Which highlights the real problem advertisers face: Facebook's reach estimates, like many of its other metrics, are often generated by black boxes that advertisers have little visibility into the workings of.</strong></p> <p>According to Pivotal Research Group's Weisner, "Conversations with agency executives on this topic indicate to us that the gap between Facebook and census figures is not widely known." But even now that this has been brought to their attention, they'll probably have a limited ability to really understand what's going on because it's unlikely Facebook is going to provide much more in the way of detail about its reach estimates.</p> <p>"We think that awareness of general measurement issues causes larger advertisers to require the use of third-party measurement services, including Nielsen's DAR and comScore's vCE, to provide the basis against which Facebook is paid," Weisner suggested. </p> <p>He added, "While Facebook's measurement issues won't necessarily deter advertisers from spending money with Facebook, they will help traditional TV sellers justify existing budget shares and could restrain Facebook's growth in video ad sales on the margins."</p> <p>While it remains to be seen whether advertisers will really shy away from Facebook, with companies pouring more and more money into Facebook and the cost of Facebook ads jumping by nearly a quarter year-over-year in the second quarter, the stakes are increasingly high.</p> tag:econsultancy.com,2008:BlogPost/69343 2017-08-16T15:03:00+01:00 2017-08-16T15:03:00+01:00 Are marketers underestimating the fraud threat to influencer marketing? Patricio Robles <p>And in recent years, the rise of the programmatic has created a significant new ad fraud front. As Jeremy Hlavacek, VP of Global Automated Monetization at The Weather Company, <a href="https://econsultancy.com/blog/68578-the-weather-company-on-programmatic-ad-fraud-and-how-extreme-conditions-affect-business">explained</a>, "Companies running the exchanges have perhaps been a little bit liberal in terms of who they let into that exchange."</p> <p>The complexity and opaqueness that is often present in the programmatic ecosystem has led to inventory spoofing and unauthorized sellers, among other things, problems that the industry is now trying to stamp out with solutions <a href="https://econsultancy.com/blog/69231-ads-txt-a-new-standard-for-fighting-inventory-spoofing-unauthorized-sellers-what-you-need-to-know">like Ads.txt</a>.</p> <p>Driven in part by fraud concerns, marketers have been turning to alternative types of digital advertising, such as native ads and influencer marketing, which appear to be less vulnerable to fraud.</p> <h3>But are they <em>really</em> less vulnerable to fraud?</h3> <p>Influencer marketing agency Mediakix has sparked headlines by demonstrating just how easy it is to scam in the now billion-dollar influencer marketing business.</p> <p>In <a href="http://mediakix.com/2017/08/fake-instagram-influencers-followers-bots-study/">a blog post</a>, it explained how it created two fake Instagram accounts, one, <a href="https://www.instagram.com/calibeachgirl310/">@calibeachgirl310</a>, using photos of a model obtained during a one-day photo shoot and the other, <a href="https://www.instagram.com/wanderingggirl/">wanderinggirl</a>, using stock photos. It then purchased followers for these accounts, at a cost of $3 to $8 per 1,000 followers.</p> <p><img src="https://assets.econsultancy.com/images/0008/8303/calibeachgirl.jpg" alt="calibeachgirl fake insta" width="615" height="611"></p> <p>Initially, Mediakix limited the number of followers it purchased to 1,000 followers per day because it was "concerned that purchasing too many followers at the onset would result in Instagram flagging the account" but it discovered that it was able to add up to 15,000 fake followers at once "without encountering any issues."</p> <p>Finally, Mediakix paid around 12 cents per comment to generate fake comments on its accounts and between $4 and $9 per 1,000 likes to generate fake likes. For each photo on its fake Instagram account, the agency purchased between 500 and 2,500 likes and 10 to 50 comments.</p> <p>The real fun began once the two fake accounts had 10,000 followers. "Once we hit this threshold, we were able to sign the accounts up for a wide range of [influencer marketing] platforms," Mediakix explained. And it started applying for opportunities on these platforms.</p> <p>Ultimately, before Mediakix revealed its findings the fake influencer accounts were successfully able to land two paid brand deals for each account under which the non-existent influencers were "offered monetary compensation, free product, or both." </p> <p>For obvious reasons, Mediakix's experiment is raising eyebrows as it demonstrates that with modest effort and investment, it's possible to create out of thin air "influencers" who don't really exist and therefore aren't likely to influence anybody.</p> <p>While this kind of fraud does not affect the upper echelons of the influencer marketing world, where high-profile celebrities <a href="https://econsultancy.com/blog/68953-can-pharma-companies-effectively-use-influencer-marketing/">like Kim Kardashian</a> are said to rake in five and even six figures per sponsored post, the implications are increasingly important. As Mediakix explained:</p> <blockquote> <p>Brands and advertisers eager to reach audiences on popular social media channels and seeking quick entry into the influencer marketing space, are turning to platforms, automation and micro-influencers in hopes of making the media buying process more turn-key and easier.</p> </blockquote> <p>By automating their influencer marketing efforts and working with so-called <a href="https://www.econsultancy.com/blog/67807-is-micro-influencer-marketing-viable">micro-influencers</a>, marketers risk falling victim to the kind of fraud that Mediakix has demonstrated is not just theoretically possible but can be successfully executed in the real world.</p> <p>While this doesn't mean that marketers should avoid influencer marketing, or automation and micro-influencers, it is a reminder that the fraud risk is not limited to a few digital channels. Indeed, <em>all</em> channels are vulnerable.</p> <h3>Where the dollars flow, fraud will go.</h3> <p>As a result, marketers will need to be more vigilant about how they plan and execute their influencer marketing strategies. And just as many are starting to demand more of their vendors in other channels, such as programmatic, they would be wise to demand that the influencer marketing agencies and platforms they work with don't ignore this threat.</p> tag:econsultancy.com,2008:BlogPost/69295 2017-08-09T11:43:04+01:00 2017-08-09T11:43:04+01:00 As companies embrace Amazon advertising, some SMBs struggle Patricio Robles <p>In fact, by some estimates, more than half of consumers <a href="https://econsultancy.com/blog/68345-over-half-of-consumers-now-turn-to-amazon-first-for-product-search">now turn to Amazon first – even before Google – when they want to search for a product</a>.</p> <p>As a result of this, a growing number of companies are treating Amazon as an advertising channel and taking advantage of its growing suite of ad offerings. </p> <p>These companies include large brands like L’Oréal, <a href="https://digiday.com/uk/loreal-uk-shifting-search-budget-amazon/">which is now shifting some of its ad budget to Amazon</a> to capitalize on the fact that more than a third of beauty searches start on the ecommerce platform.</p> <p>While Amazon ads still only make up a single digit percentage of L’Oréal's ad budget, L’Oréal digital director Nick Buckley says that his company is "buying up all the inventory" it can on Amazon for the beauty terms its makeup brand is interested in. And as it expands to other categories, like skincare, "this will naturally increase the scale."</p> <p>Interestingly, L’Oréal isn't necessarily expecting its Amazon ads to drive sales immediately, or even on Amazon.</p> <p>“We're seeing people initially go to Amazon to find out information about a product before then jumping outside of that to YouTube, where they can see how to apply those products," Buckley explained to Digiday. "Then, they're moving on to Google to compare that same product with others. [Amazon is] an ecommerce platform, but we believe it's more than that."</p> <h3>SMBs are still learning the ropes</h3> <p>But while large brands like L’Oréal embrace Amazon Ads, some small and medium-sized business (SMBs) advertising through the retail giant are struggling to capitalize.</p> <p>In fact, according to <a href="https://www.netelixir.com/blog/amazon-for-small-businesses-friend-or-foe/">a study</a> recently published by search marketing agency NetElixir, 40% of SMBs running paid ads on Amazon say they are ineffective. </p> <p>SMBs cited a number of reasons for this. 23.7% of respondents who said their Amazon ads were ineffective cited a lack of know-how as the likely reason why. Almost a quarter (23.5%) cited lack of budget, 20.7% questioned whether Amazon was the right channel for their business, and 15.1% believed they lacked the time to make the ads work.</p> <p>Clearly, despite <a href="https://digiday.com/media/advertisers-warm-amazons-increasing-ad-pitch/">its promise to agencies</a> that it will become an "ad platform leader" that delivers "best-in-class service" and "strategic consultation," Amazon has work to do in educating SMBs on the best ways to make effective use of its paid ad offerings.</p> <p>But that's not unexpected. After all, it took years before there was broad knowledge of Google and Facebook advertising, especially among SMBs.</p> <p>The good news is that advertisers willing to invest in getting ahead of the curve could very well find that they're rewarded for the effort, just as many early adopters of Google and Facebook advertising were. After all, there's still less demand for Amazon ads right now, and the demand that exists isn't necessarily from sophisticated advertisers, meaning those advertisers that figure out what they're doing first could have a period of time in which to capitalize.</p> <p>Additionally, as the return on investment for digital ad spend is dropping, there's an imperative for advertisers to explore newer advertising channels, and despite some early challenges, few look as promising as Amazon.</p> tag:econsultancy.com,2008:BlogPost/69309 2017-08-03T14:32:33+01:00 2017-08-03T14:32:33+01:00 How much waste is in the digital ad market? Patricio Robles <p>The experience of one of the world's largest advertisers, Procter &amp; Gamble (P&amp;G), suggests that it is. <a href="https://www.wsj.com/articles/p-g-cuts-more-than-100-million-in-largely-ineffective-digital-ads-1501191104">As detailed by</a> the Wall Street Journal, the CPG giant reduced spending on digital ads by more than $100m last quarter.</p> <p>According to CFO Jon Moeller, almost all of the company's cuts came from digital and he explained the rationale behind the decision:</p> <blockquote> <p>What it reflected was a choice to cut spending from a digital standpoint where it was ineffective, where either we were serving bots as opposed to human beings or where the placement of ads was not facilitating the equity of our brands.</p> </blockquote> <p>He elaborated:</p> <blockquote> <p>We got some data that said either it was in a bad place or it was not effective. And we shut it down and said, 'We're not going to follow a formula of how much you spend or share of voice. We want every dollar to add value for the consumer or add value for our stakeholders.'</p> </blockquote> <p>Despite the reductions, P&amp;G said that its business wasn't harmed. "We didn't see a reduction in the growth rate,"  Moeller told investors. "What that tells me is that the spending we cut was largely ineffective."</p> <p>P&amp;G's move raises a number of questions. Perhaps the biggest: just how much more wasteful spending can P&amp;G identify and eliminate without hurting its business?</p> <p>Interestingly, it appears that it might not take as much effort for advertisers to at least start separating the digital wheat from the chaff. For example, in March, the New York Times <a href="https://econsultancy.com/admin/blog_posts/69309-how-much-waste-is-in-the-digital-ad-market/edit/https:/www.nytimes.com/2017/03/29/business/chase-ads-youtube-fake-news-offensive-videos.html">revealed</a> that JPMorgan Chase had reduced the number of sites its ads appeared on from 400,000 to 5,000 with "little change in the cost of impressions or the visibility of its ads on the internet."</p> <p>JPMorgan Chase's approach? It first eliminated all of the sites that didn't generate any activity beyond an impression and then had an intern review the 12,000 sites that remained after that initial filter was applied.</p> <p>One might suggest that JPMorgan Chase's approach was somewhat crude and therefore subject to some risk, but the initial results spoke for themselves and seemed to confirm what a lot of people already knew: there is a significant amount of junk inventory out there.</p> <p>To date, the high ROI of digital ads has enabled many brand advertisers to keep buying inventory of questionable quality, particularly <a href="https://econsultancy.com/blog/66712-former-brand-marketer-banner-ads-suck-but-they-re-great/">sucky banner ads</a>, but that dynamic could very well be changing.</p> <h3>Canaries in the coal mine</h3> <p>While it's too early to tell if more brands will follow the lead of P&amp;G and JPMorgan Chase, it seems more than likely that brands will be forced to make changes as the digital ad market matures.</p> <p>One of the reasons for this is that the return on investment for digital ad spend is dropping as demand for quality inventory grows faster than supply. According to the 2017 Marketing Intelligence Report published by Analytic Partners, ROI on paid search, display and digital video ads has fallen by 27%, 32% and 14% respectively over the past six years.</p> <p>"Online ROIs will continue to fall until they are on parity with offline, largely made up of TV spend," Joe LaSala, Analytic Partners' VP of marketing, <a href="https://www.mediapost.com/publications/article/305181/paid-search-roi-continues-to-fall.html">stated</a>. </p> <p>That means that advertisers large and small will have little choice but to get more vigilant about where their digital ad spend is going. After all, if the ROI of online ads eventually reaches parity with offline ads, advertisers will simply not be able to continue purchasing the same amount of inventory without spending significantly more money. And if they aren't careful about where they continue to buy, and where they cut, they could see dramatic drops in ROI.</p> tag:econsultancy.com,2008:BlogPost/69296 2017-07-28T14:34:27+01:00 2017-07-28T14:34:27+01:00 10 superb digital marketing stats we’ve seen this week Nikki Gilliland <p>On we go…</p> <h3>Only 25% of data is being used for real-time customer engagement</h3> <p>Despite 60% of UK organisations believing that real-time customer engagement can deliver a 10%-40% increase in revenue, those same organisations are collecting less than a third of relevant data on their customers.</p> <p>What’s more, just 25% of this dataset is being used in segmentation for real-time customer engagement.</p> <p>These stats come from SAS’s <a href="https://www.sas.com/en_gb/whitepapers/real-time-customer-experience-report.html" target="_blank">Age of Now</a> report, which also reveals how slow companies are to act. It says that only 16% of UK organisations can adjust their marketing communication in real-time based on customer behaviour.</p> <p><img src="https://assets.econsultancy.com/images/0008/7888/SAS.JPG" alt="" width="750" height="327"></p> <h3>42% of customers more impatient due to reliance on technology</h3> <p>A new survey by Fetch and YouGov suggests UK consumers are increasingly looking to new technology for functional purposes, with 81% of millennials being more receptive than older generations to try new tech in order to improve the speed at which they do things.</p> <p>42% of UK consumers now say they are more impatient today than they were five years ago, mainly due to an over-reliance on technology to complete everyday life activities.</p> <p>When it comes to food, 61% of Brits are unwilling to wait 45 minutes or more for a takeaway they ordered online or using an app. Similarly, 22% of consumers say they are only willing to wait between 11-15mins for a taxi service.</p> <h3>CPC costs reach an all-time high</h3> <p>iProspect has just released its <a href="https://www.iprospect.com/en/us/insights/povs/paid-search-trends-2017-q2/" target="_blank">Q2 report</a>, which includes in-depth analysis of data from more than 1,800 AdWords accounts.</p> <p>It has revealed that CPC costs continued to rise in Q2, reaching their highest recorded levels since 2014. Despite this, iProspect found year-on-year impressions and clicks declined 16% and 27.5% respectively, as advertisers were forced to pay more per click while dealing with diminishing budgets.</p> <p>Elsewhere, it found mobile CPC to be on the rise, increasing 17% from Q1 to Q2 of this year and 52% year-on-year. Similarly, mobile click share increased 22% year-on-year. </p> <p><img src="https://assets.econsultancy.com/images/0008/7890/iProspect.JPG" alt="" width="743" height="547"></p> <h3>Over 60% of SMB’s attribute half or more of sales to Amazon</h3> <p>In a survey of 503 small- to mid-size retailers, NetElixir found that 60% of respondents attribute 50% or more of their ecommerce sales to Amazon. Interestingly, 26.6% are seeing a 50/50 split from their website vs. marketplaces like Amazon and eBay.</p> <p>In terms of the reasons why SMBs are choosing to sell on Amazon, 52% said that the potential for increased sales volume is the biggest benefit, 32.6% said increased brand exposure and 11.3% noted solid infrastructure. Conversely, 45% cited lower margins as the biggest downside.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">What was the biggest benefit and downside of <a href="https://twitter.com/hashtag/Amazon?src=hash">#Amazon</a>? <a href="https://twitter.com/hashtag/webinar?src=hash">#webinar</a> <a href="https://t.co/OhOnUZG67Z">pic.twitter.com/OhOnUZG67Z</a></p> — NetElixir (@NetElixir) <a href="https://twitter.com/NetElixir/status/890292060938543105">July 26, 2017</a> </blockquote> <h3>UK advertising spend grows 1.3% YoY in Q1 2017</h3> <p>WARC’s latest <a href="http://expenditurereport.warc.com/" target="_blank">Expenditure Report</a> has revealed that overall ad spend grew 1.3% to reach £5.318bn in Q1 2017. But despite being the 15th consecutive quarter of growth, it was actually the slowest rate seen in four years.</p> <p>This growth also occurred despite a 6.2% decline in total television advertising spend – TV’s first fall since 2009. However, it is forecast to recover next year with 2.5% growth in 2018.</p> <p>Meanwhile, online ad spend grew 10.1% year-on-year, and mobile growth was recorded at an impressive 36.2%.</p> <h3>Retailers wrongly assume that customers value speed over free shipping</h3> <p>According to a new report by <a href="http://www2.temando.com/l/86602/2017-07-10/4g564b" target="_blank">Temando</a>, 86% of UK shoppers prefer free delivery over fast delivery. However, the majority of retailers’ surveyed wrongly assume that customers place greater value on a fast shipping service.</p> <p>As a result of this misconception, many retailers are failing to respond to customer demands, with just 27% offering free standard shipping every day. Even worse, almost a quarter of retailers admit that that they don't use free shipping as a promotional tool.</p> <p>With 58% of shoppers stating that they’d shop more if free shipping was offered, many online retailers are still missing a trick.</p> <p><img src="https://assets.econsultancy.com/images/0008/7889/Tamando.JPG" alt="" width="780" height="439"></p> <h3>Usage of connected TV’s predicted to grow 10.1% in the US this year</h3> <p>Emarketer says that usage of connected TVs will continue to surge in 2017, with 168.1m Americans predicted to use an internet-connected television this year – up 10.1% on 2016.</p> <p>In terms of brands, it predicts that 38.9m Americans will use a Roku device at least once a month – 19.3% more than in 2016. Meanwhile, 36.9m will use a ChromeCast and 35.8m will use an Amazon Fire TV. Just 21.3m users are expected to use an Apple TV.</p> <h3>AI predicted to create over 2.5m jobs in the next 15 years</h3> <p>PwC has estimated that by 2030, 30% of British jobs will be lost to automation. On the back of this, <a href="https://joblift.co.uk/Press/artificial-intelligence-and-automation-potential-job-creation-will-fill-only-19-of-the-hole-left-by-robotic-job-replacement" target="_blank">Joblift</a> has further analysed the situation, comparing potential job creation with jobs lost.</p> <p>Research shows that 136,939 jobs dealing with AI and automation have been posted in the last 12 months, and jobs in this field have increased by an average of 0.06% each month.</p> <p>On this basis, calculations suggest that over the next 15 years, AI, automation and robotics will create 2,535,009 new jobs in total. However, by 2031, 13,375,363 jobs will be at risk from automation, meaning that newly created roles would be able to fill only 19% of the jobs lost.</p> <h3>John Lewis tops UK brand health rankings</h3> <p>John Lewis has ranked first in YouGov’s BrandIndex list of UK brand ‘health’. The ranking is based on consumer perceptions of a brand’s quality, value, impression, satisfaction, reputation and whether consumers would recommend the brand to others.</p> <p>BBC iPlayer comes in at number two on the list, followed by Sony and Marks &amp; Spencer. In contrast to these older, more heritage-based brands, the global list was topped by younger tech brands like Google, YouTube, and Facebook. </p> <p><img src="https://assets.econsultancy.com/images/0008/7892/Brand_health.JPG" alt="" width="500" height="291"></p> <h3>Cause-related ads generate more views &amp; engagement</h3> <p><a href="https://www.thinkwithgoogle.com/advertising-channels/video/cause-related-marketing-purpose-driven-ads/" target="_blank">Pixability</a> has revealed that the number of cause-related ads created by the top 100 global brands has increased four times over the past five years.</p> <p>Women’s empowerment accounted for 24% of these ads, making it the top featured issue. Meanwhile, 17% of ads were related to the topic of community aid and 14% were about sustainability.</p> <p>Pixability also found that the average number of views for cause-driven videos was almost 1m more than for those not related to a particular cause. The engagement rate was also 0.31% for cause-related ads compared to 0.29% for the rest.</p> <p><img src="https://assets.econsultancy.com/images/0008/7891/Cause_related_ads.JPG" alt="" width="750" height="384"></p>