About 62% of Facebook’s ad revenue now comes from advertising on mobile devices – WSJ

Facebook Answers Critics With Mobile-Ad Surge – WSJ.

Updated July 23, 2014 8:46 p.m. ET

Facebook Inc. reported Wednesday that profit more than doubled and revenue topped estimates for the ninth straight quarter due to strong mobile ad revenue. WSJ’s Reed Albergotti reports. Photo: Associated Press

Facebook Inc. FB +2.92% on Wednesday put to rest any lingering doubts about its ability to transform its business into a mobile-advertising juggernaut.

The social network reported that profit more than doubled and revenue topped estimates for the ninth straight quarter. About 62% of Facebook’s ad revenue now comes from advertising on mobile devices, which this year is expected to eclipse newspapers, magazines and radio in the U.S. for the first time, according to eMarketer.

Facebook also continued to show it can weather concerns that it is losing its “cool” factor among teens or irking users worried about privacy. Facebook added another 40 million users in the second quarter, with one-fifth of the world’s population now logging into the social network at least once a month.

“This is a good quarter for us,” said Facebook chief executive Mark Zuckerberg on a conference call with analysts Wednesday, but “there’s still so much room to grow,” he said.

Facebook’s revenue rose 61% to $2.91 billion in the second quarter, generating a profit of $791 million, up from $333 million a year ago.

The results sent Facebook’s stock to an all-time high in after-hours trading, rising 3.7% to $75. That is nearly double Facebook’s initial public offering price of $38.

Facebook started placing ads on its mobile site and app only two years ago around the time of its initial public offering. It has now found itself in an entrenched battle withGoogle Inc., GOOG +0.21% fighting to inhale mobile advertising dollars that would otherwise have gone to the Web, print or television. Anyone else would be a distant third.

Facebook is projected to command about 18% of the roughly $17.7 billion U.S. mobile ad market this year, up from 9% two years ago, according to eMarketer. Google will remain No. 1, but its share is expected to fall to 39.8% from 49.8% during that time.

“What Facebook has done with mobile is one of the most impressive things I’ve seen an Internet company do in recent years,” said Mark Mahaney, an analyst for RBC Capital Markets, after the earnings release Wednesday. Mr. Mahaney warned, though, that Google is still the behemoth in the industry and might be only beginning to assert itself on the platform.

In an effort to entice big brands to spend more on its site and app, Facebook is making a bigger push into premium video advertising. It also launched a mobile advertising network in April through which Facebook sells ads that actually appear on mobile apps that the company doesn’t own. Depending on how many apps choose to participate, Facebook could expand its business through the ad network.

Facebook has also invested in market research data to try to prove to brands that ads on the platform are effective. It has convinced some large advertisers to put more resources into Facebook, helping boost revenue. But there are still skeptical advertisers, and if Facebook can convince them, too, it will see even more growth.

On Wednesday’s conference call with analysts, Facebook Chief Operating OfficerSheryl Sandberg called attention to the social network’s ability to sell ads to small businesses. She told the story of Chumbak, a maker of Indian-inspired products. After the company’s owners used their life savings to start Chumbak, they began purchasing Facebook ads, which are now responsible for generating 35% of that company’s online revenue.

Ms. Sandberg pointed to an advertising campaign in India designed specifically for low-end feature phones. She said Procter & Gamble Co. PG -0.14% ‘s Gillette brand launched its Vector 3 razor there, where 80% of the 100 million users of Facebook in India are on mobile.

She also pointed to a McDonald’s video ad campaign on Facebook that used anthropomorphic french fries as soccer players and re-enacted World Cup scenes.

Beyond advertising, investors continue to pay attention to Facebook’s user growth, which has been steady as it blankets more of the world’s Internet population. The company said 1.32 billion users logged into the service at least once a month during the quarter, up about 3.5% from 1.28 billion three months earlier. The number of users who logged in daily grew to 829 million on average in June, up from 802 million in March, indicating people are spending more time on the platform.

It isn’t clear whether the latest privacy flap—a furor over a psychological experiment Facebook conducted on its users—will cause people to leave the social network. Ms. Sandberg apologized earlier this month for not properly communicating to its users about the experiment, which was exposed last month and conducted in 2012 to determine whether Facebook could alter the emotional state of its users and prompt them to post more positive or negative content.

On the conference call, Facebook executives didn’t address the uproar over the experiment. But most numbers have indicated that people continue to use the service more, despite ongoing privacy concerns raised by incidents like the experiment.

In the U.S., where the market has been saturated with Facebook users for years, mobile users spent 157 million minutes on the platform in June, according to comScore, a 50% increase year-over year, including Facebook’s photo-sharing app Instagram. Facebook and Instagram shared 200 million unique visitors in June, up from 185 million a year ago. That is second only to properties controlled by Google and Yahoo Inc.

If there is any other worry about Facebook, it is the company’s inability to innovate. It has launched several stand-alone apps, including Poke, Paper and Slingshot, all of which have received a lukewarm response from users. In May, Facebook shut down Poke, which was a competitor to messaging service Snapchat.

Facebook has pointed to its Messenger app as a success, but it forces users of its mobile app to download it to send and receive Facebook messages. It has found innovation elsewhere, paying $19 billion for competing messaging program WhatsApp and buying virtual-reality headset maker Oculus VR for about $2 billion.

Mr. Zuckerberg signaled to investors that he would continue to make similar investments. “It’s not that we’re necessarily going to go out and have a lot more new strategic priorities, but we expect to go very deep on the priorities that we have to make sure that we completely nail them all,” he said.

Meanwhile, Google, has stretched its tentacles into numerous areas outside of advertising, from self-driving cars, to television streaming devices, to wearables and home electronics.

Among the biggest themes on Facebook’s earnings call was a simple message: The company plans to move slowly on various projects, like expanding the places Facebook ads can go, creating auto-play video advertisements, and turning its Instagram acquisition into a moneymaker.

“We want to make sure we don’t get ahead of ourselves,” Mr. Zuckerberg said.


62% of UK consumers are ‘boomerooming’ right now!

‘Boomerooming’ – Bad News for Bricks and Mortar Retailers.

62% of UK consumers are ‘boomerooming’ right now! Our research debunks the webrooming mythWe recently commissioned some research to improve our understanding of the consumer journey and how it might affect our clients. We wanted to know how a consumer’s product research affects their decision on whether to buy in-store or online.If you have your finger on the pulse of retail, you’ll undoubtedly have heard the new buzzwords: ‘showrooming’ (viewing in store and them buying online) and ‘webrooming’ (researching online and then buying in store). Our research has revealed a new type of shopping behaviour that we call ‘boomerooming’.

Showrooming: Examining merchandise in a traditional brick and mortar store, and then buying it online at a lower priceWebrooming: The opposite of Showrooming, the practice of researching items online and then purchasing them in-store

A recent article published in Adweek suggested that more consumers are webrooming, returning to the high street after researching products online. This was great news for bricks and mortar retailers who had feared an increase in ‘showrooming’, i.e. buying products online after viewing them in high street stores. Their cause for optimism was a report by Merchant Warehouse that revealed 69% of smartphone users in the 18-36 demographic have webroomed, whilst just 50% had showroomed.We wanted to take this research a step further to find out if customers were boomerooming – researching online, touching and feeling in-store and then returning online to make their purchase. So, we put the question to the UK public.

Have you ever been boomeroomed?

boomerooming survey

Is this talk of webrooming just a load of hot air?

The bad news for brick and mortar retailers is that the results show that most consumers prefer an online bargain rather than paying a premium for an in-store ‘experience’.Our survey revealed that 67% of women have boomeroomed, compared to 58% of men, whilst the age demographic most likely to boomeroom is 40-59.As experts in the field of e-commerce, we wanted to know more about the boomeroom phenomenon. To give us an insight , we asked UK consumers about what they most disliked about shopping online. Here’s what we found.

What are consumers’ gripes with shopping online?

online consumer surveyPopular answers included ‘having to wait for items to arrive’ and ‘problems with delivery scheduling’, while 15% of consumers actually prefer the online shopping experience compared to shopping in a physical store.However, the most common gripe (46%) with buying online was that the consumers were unable to see/touch/try products in the flesh, before parting with their cash.So, the emergence of boomerooming means that the consumer can have their cake AND eat it: a product is researched online, checked out in-store and then bought online for the lowest price possible.

How can we monitor this behaviour?

The need to monitor this omni-channel commerce is greater than ever, and marketers across the globe are working towards integrating online and offline analytics data. This will provide a better understanding of consumer behaviour and will assessment of the impact of marketing efforts, both online and offline.The technology is already here – Google Universal Analytics allows marketers to gather online and offline data in one place, using RFID chips, sensors, mobile apps etc., thus providing retailers with a 360-degree view of the customer. As technologies progress, marketers will have access to more and more data about consumers.Minority Report shopping; it’s not that far away…

omni-channel commerce

What have we learned?

Our research has revealed that consumer trends are more complicated than many experts would have us believe.  To simply say that more customers are willing to pay increased  prices on the high street for the sake of convenience does not seem to be true.More consumers are researching products online in the first instance and making the journey to the physical store to see it, touch it and try it for real. Once they’re happy, it’s back online to seal the deal.Survey results based on a Confidence Level of 95% and Confidence Interval of 10 with a sample size of 100.

Carrefour monétise ses données clients avec AOS d’Acxiom – Le Monde Informatique

Carrefour monétise ses données clients avec AOS d’Acxiom – Le Monde Informatique.

En couplant Audience Operating System d’Axciom à son CRM, la régie publicitaire de Carrefour veut monétiser auprès de ses partenaires les données récoltés sur ses clients.

Pour optimiser l’efficacité de ses campagnes marketing, Carrefour Media, la régie publicitaire du groupe Carrefour, a choisi la solution Audience Operating System (AOS) d’Acxiom. Selon l’éditeur, Audience Operating System « permet d’ingérer, d’analyser et de gérer tous types d’interactions entre l’enseigne et les consommateurs » et « de mieux connaître sa cible de consommateurs ».

La technologie d’AOS permet de consolider les données provenant de plusieurs points de contact de l’entreprise avec le client – CRM, média et supermarchés – et de gérer les interactions entre ces systèmes à travers tous les canaux via une seule plate-forme. Avec le système d’exploitation d’Acxiom, il devient possible de lier des données online d’origine diverse avec des données hors ligne récoltées dans les supermarchés Carrefour, de façon à aider le distributeur à optimiser ses investissements publicitaires. Grâce à cette approche, les données CRM de Carrefour se trouvent au coeur d’un « environnement sûr et anonyme », affirme la chaine de supermarchés.

Le système va permettre à Carrefour de « monétiser » l’ensemble de ses données marketing, et d’offrir en même temps « une expérience plus personnalisée aux clients de l’enseigne pour leurs courses en ligne ou en magasin », a déclaré l’enseigne de distribution françaiseLes partenaires de Carrefour bénéficieront également de ces informations sur les consommateurs et pourront proposer des offres contextualisées en s’appuyant sur des outils d’analyse marketing et de performance. « Il y a deux ans, nous avons imaginé créer ce nouveau marché et d’offrir à nos partenaires la possibilité d’accéder à nos données marketing de manière sécurisée et conviviale », a déclaré Jean-François Pagnoux, directeur marketing chez Carrefour Media. « Le déploiement d’AOS chez Carrefour Media va servir à optimiser nos achats de supports médias, à la monétisation de notre clientèle et nous aider à fidéliser davantage nos consommateurs vis à vis de l’enseigne ».

iPhone 6 : pourquoi Apple doit se convertir au format phablette – Challenges

iPhone 6 : pourquoi Apple doit se convertir au format phablette – Challenges.

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Publié le 22-07-2014 à 13h00Mis à jour à 16h54

De nouvelles rumeurs circulent sur le(s) nouveau(x) smartphone(s) de la firme à la pomme. Une chose semble désormais certaine: une version grand écran verra le jour. Voici pourquoi.


Au moment où l’iPhone 6 est sur toutes les lèvres, de nombreuses rumeurs ne cessant de circuler sur ce que pourra être le prochain smartphone d’Apple, deux études très instructives apportent un éclairage primordial sur l’avenir du marché des smartphones. La première a été publiée par le cabinet Gartner et porte sur les nouvelles tendances du high tech pour 2014. La seconde a été dévoilée par Accenture et fait le point sur la consommation de produit high tech grand public. L’une et l’autre dressent le constat suivant : l’avenir du portable passe par les phablettes.

Les derniers chiffres fournis par Counterpoint Research confirment cette tendances, puisque 40% des smartphones vendus dans 35 pays en mai étaient des phablettes .

Qu’il est loin le sacro-saint écran de 3,5 pouces du premier iPhone sorti en 2007 et que Steve Jobs avait alors présenté comme la taille idéale pour le consommateur. La firme de Cupertino a toujours justifié ses choix en expliquant que l’utilisateur devait pouvoir naviguer sur son appareil d’une seule main.

Avec l’arrivée des tablettes de 7, 8 et 10 pouces les modes de consommation en mobilité ont changé et les usagers se sont faits à l’idée d’avoir dans leur poche un écran de grande taille. Samsung a été le premier à oser l’écran de 5 pouces avec le premier Galaxy Note. Depuis les téléphones mobiles ayant un écran entre 5 et 7 pouces font florès. LG, Sony, HTC, Nokia… Tout le monde s’y met. Et les dernières informations concernant le nouvel iPhone indique qu’Apple s’est rendu à l’évidence : deux appareils seraient effectivement dans les cartons, le premier avec un écran encore raisonnable de 4,7 pouces et un second avec un écran de 5,5 pouces. Selon le Wall Street Journal, le groupe américain aurait passé commande à ses fournisseurs chinois entre 70 et 80 millions d’appareils, soit plus que pour les deux précédentes versions, les iPhone 5C et 5S (entre 50 et 60 millions d’exemplaires).

Un marché qui explose en Asie

Si les phablettes sont encore un marché de niche en Europe, ces formats explosent en Asie, explique Annette Zimmerman, analyste au sein du cabinet Gartner.

Une analyse partagée par Accenture pour qui l’intérêt pour ses appareils se confirme dans les pays émergents. Parmi les 57 % de consommateurs qui envisagent de s’équiper d’un smartphone au cours de l’année, près de la moitié (48 %) porteront ainsi leur choix sur une phablette – dotée d’un écran de 5 à 7 pouces – plutôt que sur un smartphone classique avec un écran de 4 à 5 pouces. “Nous ne nous attendions pas à ce résultat”, explique Jean-Laurent Poitou, responsable mondial de la stratégie et du développement pour le secteur Télécoms, Média & Technologie d’Accenture. “C’est un point sur lequel l’accélération de la demande affichées est la plus forte”.

Autre enseignement de l’étude d’Accenture, cette préférence pour les grands écrans touche moins les marchés matures. “Nous aurions pu nous attendre à ce que l’augmentation de la taille d’écran soit plus attractive chez ceux qui ont déjà eu une expérience avec un smartphone. Or ce sont les pays émergents qui tirent la demande. Ce n’est pas une montée en gamme mais un usage nouveau. La demande est la plus forte là où les gens sont les moins équipés”, poursuit-il. François Hernandez, directeur de HTC France, confirme que le Desire 816, un 5,5 pouces milieu de gamme, est une des meilleures ventes du groupe taïwanais en Chine. 

Ainsi, parmi les consommateurs prévoyant d’acquérir un smartphone, ils sont 67% en Inde, 66% en Chine et 65% en Afrique du Sud à déclarer que leur choix se portera sans doute sur une phablette. En France, 37% des personnes  interrogées montrent une préférence pour les phablettes. De même, ils sont 40% aux Etats-Unis, près d’un tiers (30%) des Allemands et seulement 19% des Japonais à opter pour cet équipement.

Une industrie qui s’apparente à la mode

Plusieurs raisons à cela, selon l’expert. Tout d’abord, le phénomène touche les pays où l’accès au haut débit fixe est plus faible que pour le haut débit mobile. Autrement dit davantage par le smartphone que par le PC à domicile, un équipement souvent trop cher. “L’électronique grand public est un élément de statut dans ces pays-là”, remarque également Jean-Laurent Poitou qui compare cette industrie à celle de la mode. Pour beaucoup, c’est un accessoire de différenciation sociale.

Si le spécialiste du cabinet de conseil en management et technologies refuse d’aborder le cas précis d’Apple, il reconnait que “tous les acteurs qui incluent dans leurs stratégie une expansion dans les pays émergents vont devoir se positionner sur ce marché”.

Selon une récente étude du cabinet de recherche IDC, la Chine a tiré les ventes mondiales de smartphones au premier trimestre 2014, réalisant 40% des ventes mondiales.  Autant dire que la firme à la pomme ne peut se passer de ce marché en particulier. Pour preuve? L’accord passé avec China Mobile en 2013, le premier opérateur du pays, donnant accès à ses 800 millions d’abonnés.

Une tendance qui pourrait bien faire évoluer la hiérarchie actuelle du marché des smartphones. Mais pour cela, encore est-il nécessaire de sortir le “killer product”, celui qui va prendre de vitesse tous les concurrents. “Il faut l’élément de différenciation qui rend ce produit plus désirable que les autres”, indique Jean-Laurent Poitou. Sur ce point précis, Apple a appris à ne pas nous décevoir. Mais pour cela il faudra attendre sa fameuse keynote prévu pour mi-septembre. 

Nielsen Online Campaign Ratings (OCR) : permettre d’attirer les budgets de la télé vers le digital ?

Vidéo : ce qui va permettre d’attirer les budgets de la télé vers le digital

Nielsen a récemment créée pour l’univers en ligne un nouvel indicateur qui devrait fonctionner à la manière du GRP (Gross Rating Point ou Point de couverture brute) pour la télévision, très centré sur des données socio-démographiques. Le Nielsen Online Campaign Ratings (OCR) peut donc être utilisé comme standard pour l’industrie afin de lui permettre de mesurer l’impact d’une campagne publicitaire en ligne, notamment vidéo. Mais de ce fait, comment s’en assurer que les critères de ciblage d’audience des différents DSP, éditeurs et fournisseurs de 3rd party data seront au même diapason ?


Comment être sûr qu’entre les uns et les autres des différences importantes de critères de ciblage ne finissent pas par fausser des résultats au sujet de la pertinence des campagnes ? L’industrie  devra en fait s’adapter, car l’opportunité lui est désormais donnée de « évaluer la publicité vidéo digitale avec les yeux des annonceurs de la télévision », analyse Chris Smith, directeur général de médias émergents de Turn. En d’autres mots: opportunité lui est donnée pour attirer les gros budgets de la télévision. Il faudra être proactif. D’abord, prendre en considération que les seuls impressions qui comptent pour un acheteur de la télévision sont celles qui touchent des critères socio-démographiques. Ensuite, essayer de comprendre les différences entre ses propres critères et ceux utilisés pour le calcul de l’OCR et s’y adapter. L’OCR a pour objectif de mesurer et d’optimiser quotidiennement l’audience des campagnes publicitaires en ligne, le profil et la fréquence d’exposition ainsi que la couverture sur cible, tout en se rapprochant des critères utilisés par d’autres médias, comme évidemment la télévision. Par exemple, en France,  pour produire OCR, Nielsen (associé à Médiamétrie) se base sur 3 sources de données : le taggage des campagnes, des données socio-démographiques anonymisées fournies par Facebook, et le panel d’audience Médiamétrie/NetRatings, soit une base de données des 26 millions d’individus inscrits sur Facebook et 22 000 panélistes Médiamétrie//NetRatings. Cette mesure fournit des analyses par jour, par cible, par campagne, par site-support, par emplacement publicitaire et par régie sur des indicateurs d’audience, de couverture, de répétition et de GRP. Cet outil servira largement aux annonceurs traditionnellement adeptes de la télévision qui commencent à migrer petit à petit leurs budgets vers le digital.

Pour Chris Smith les acheteurs dans le digital ont désormais une bonne opportunité pour bâtir d’importants partenariats avec les annonceurs sur la manière d’utiliser l’achat de la publicité vidéo en ligne comme défini par l’OCR. « Ce savoir-faire ouvrira les portes vers de meilleurs résultats », il croit. Et ils ne seront pas les seuls affectés par ce nouveau critère. Les éditeurs et les fournisseurs de données 3rd party devront eux aussi vérifier comment leurs sites et segments s’adaptent aux critères OCR. Du coup, « les fournisseurs de données voudront augmenter leur dégrée de précision et les éditeurs voudront voir comment leurs audiences sont indexées par l’OCR ». Enfin, pour lui, tout acteur impliqué dans l’achat de média vidéo en ligne devra avoir la même proactivité à l’égard de l’OCR de Nielsen. Ce qui donnera un standard à l’industrie, et surtout, la confiance aux annonceurs nécessaire à la captation des gros budgets actuellement sur la télévision – See more at: http://www.ad-exchange.fr/video-ce-qui-ve-permettre-dattirer-les-budgets-de-la-tele-vers-le-digital-13184/#sthash.OOIcXzT7.dpuf

Acquisition de PrecisionDemand, spécialiste du ciblage publicitaire TV à partir des données issues des Set-Top-Boxes: AOL Platforms pour l’achat programmatique en Télévision

AOL Platforms prêt à profiter de l’émergence de l’achat programmatique en Télévision – JDN Média.

AOL Advertising, l’activité publicitaire du groupe américain, a pour stratégie de proposer à ses clients – marques, agences et éditeurs – les dispositifs les plus intégrés et performants possibles. Aujourd’hui, le groupe US met au point des outils d’achat TV programmatique.

Orientation progressive vers la commercialisation des espaces TV

Ainsi, après le Display, AOL Platforms s’est positionnée sur un segment en forte croissance, la vidéo, via l’acquisition d’Adapt.tv en Août 2013 (pour 405 M$). Cette entité développe donc son expertise d’achat automatisé en temps réel et la mise au point de campagnes à la performance grâce à des inventaires issus d’une large gamme de supports de communication (Desktop, Mobile, Tablette).
Progressivement, la Télévision a été intégrée dans les offres, car il s’agit d’une part d’un média dominant en termes d’usages. La durée d’écoute quotidienne auxEtats-Unis s’est élevée à 4h31 en 2013 selon eMarketer, contre 2h19 respectivement pour l’Internet fixe et mobile. De plus, la TV reste un poste d’investissement publicitaire privilégié par les annonceurs : 75 Milliards de dollars en 2013, en comparaison de 2,8 Mds $ pour la vidéo, d’après l’IAB. Et l’eCPM TV continue de surpasser celui de la vidéo, avec 25$ vs 12$ en moyenne.
Adapt.tv, dont la plateforme Marketplace gère des inventaires TV couvrant plus de 90 millions de foyers américains via une centaine de réseaux câblés, s’est engagé dans la commercialisation d’espaces TV linéaires avec l’intégration à son outil de gestion des audiences vidéo « Audience Path » de données de ciblage adapté aux campagnes en télévision. Des tests ont été menés pendant plusieurs mois en partenariat avec l’agence média Magna Global pour les données annonceurs (1st party), avec l’institut de mesure d’audience Nielsen pour les données relatives à l’âge et au sexe, et avec Rentrak, spécialiste des analytics comportementales (3rd party). La plateforme Adapt.tv propose aux annonceurs des dispositifs d’optimisation de leurs investissements en lien avec les objectifs de campagne et leur data CRM, quels que soient les supports.

L’acquisition de PrecisionDemand, dernier étage de la fusée

Avec l’acquisition de PrecisionDemand, spécialiste du ciblage publicitaire TV à partir des données issues des Set-Top-Boxes, AOL Platforms rajoute le dernier étage de la fusée. En plus d’intégrer des données démographiques, l’entreprise utilise des datas 1st party et permet de cibler les consommateurs, grâce à un recoupement de multiples variables. Ainsi, le couplage d’un grand nombre de données permet d’entériner l’ouverture de l’achat TV au CRM et au Big Data.
L’objectif d’AOL Platforms en intégrant la TV à la commercialisation programmatique est d’apporter les avantages du digital, d’améliorer les capacités de ciblage et la performance des dispositifs de communication. Et ce, d’autant plus que le groupe US vient également de faire entrer dans son giron Convertro (pour 101 M$), expert dans l’analyse de l’efficacité des campagnes marketing multi-canales.
L’importance de ces opérations et de ce positionnement apparaît de façon encore plus vivace avec le lancement de ONE, qui vise à unifier l’ensemble des plateformes d’AOL dans le but d’offrir un « écosystème ouvert » au sein d’une interface unique permettant à ses clients d’intégrer l’ad planning, l’achat d’espaces et les données d’analyse qu’ils souhaitent.

How Big Data Brings Marketing and Finance Together – Wes Nichols – Harvard Business Review

How Big Data Brings Marketing and Finance Together – Wes Nichols – Harvard Business Review.

When Raja Rajamannar became CMO of MasterCard Worldwide in 2013, he moved quickly to transform how the credit card giant measures marketing. His artillery: Advanced Big Data analytics. MasterCard had always been a data-driven organization. But the real power and full potential of data was not being fully realized by marketing.

Rajamannar involved finance early. To spearhead analytic efforts, he assigned a finance person – who was already embedded in marketing – to create an ROI evaluation framework and integrated her deeper into the marketing function. With a better understanding of the marketing context, she has brought a new level of financial discipline and rigor to the marketing team. This has reframed the conversation to balance the interests of both sides.

For example, in the credit card business, understanding the importance of deals with issuing banks is critical. While marketing might focus on maximizing card transactions, or swipes, finance understands that not all swipes are equal (depending on the deal with a given bank). Likewise, marketing wants to clearly quantify the impact of its long-term branding efforts while finance is more focused on macro-economic drivers of marketing performance, such as interest rates, employment levels, inflation and retail sales.

At many companies we work with, analytics becomes the connective tissue between the different visions of what drives results emerging from marketing and finance. Combining data from both marketing and finance, analytics reveals the true picture of what drives marketing performance, and connects marketing to revenue.

Inside Intel

Consider Intel, which began eyeing Big Data’s potential to quantify marketing’s contribution to revenue in about 2010. As an ingredient brand, Intel often struggled to link marketing to P&L impact. But David Ginsberg, VP, Corporate Insights, Brand and Strategy, saw the potential for analytics to create a bridge between marketing and finance by illuminating marketing’s impact on sales – the focal point of where marketing and finance meet.

Intel formed a special Marketing ROI (MROI) team – a first-of-its-kind collaboration between marketing and finance. The result has been transformational. Intel’s research team, for example, has been rebuilt as an analytics and strategic insights team that identifies, collects and harnesses unprecedented amounts of the company’s data. This now provides its marketing teams globally with predictive decision-making capabilities they never had before. Financial accountability for marketing performance has become front and center. Marketing and finance share a fully transparent analytics platform that all parties can access to run what-if scenarios, optimize marketing-dollar allocations across products and markets, and get course-correcting feedback on the performance of those allocations.

In one instance, we worked with both Intel and Facebook to quantify how the chip maker’s social media marketing on Facebook affected consumer PC sales. This targeted effort showed that paid Facebook ads and the company’s own unpaid (organic) Facebook postings increased Intel brand and product search volume by 1.9%-2.3% – which in turn led to increased PC sales.

Organizational Anachronisms Exposed

Similar reform in the relationship between marketing, finance and analytics is taking place across many sectors – from manufacturing and retail, to financial services, travel and entertainment, pharmaceuticals and toys. Analytics has exposed organizational anachronisms such as adversarial marketing-finance relationships and a focus on traditional year-long planning (instead of constant optimization) in marketing groups little changed for decades. This has spurred re-thinks that include changes to key executive relationships.

At Mattel, another company we work with, a cross-functional group of executives from insights, brand, marketing, media, digital and finance now meets regularly to adjust spending allocation plans based on modeling and analytic results, says Ed Gawronski, Global SVP. This has brought agreement on a common set of ROI metrics and helped facilitate decision making about investing in short-term sales versus brand equity.

In effect, analytics creates a common language between marketing and finance for the first time by allowing the two functions to clearly see marketing’s impact on financial performance. Consider how USAA – the nation’s 6th largest consumer P&C insurer – has reinvented how marketing, finance and data analytics work together, starting with a first-ever partnership between the CMO, CFO and Chief Data Analytics officer.

Roger Adams, CMO says: “As USAA developed into a data-driven organization, we were able to accurately predict the impact of different marketing investment decisions. It’s completely reframed the conversation.” Forrester Research recently published a case study describing how USAA’s new partnership between marketing, finance and analytics has helped deliver better business insights.

At MarketShare, we’ve seen these partnerships play out in a change in who’s sitting at the table during discussions with major brands about advanced marketing analytics technology. Once mostly marketing, it’s now equal parts marketing, finance and analytics. In some cases, finance even leads a vendor selection process once dominated by marketing.

Companies that fail to update their marketing organizations and continue using antiquated measurement solutions are at risk of being left behind. New marketing-finance relationships combined with advanced analytics technology are increasing efficiency and delivering “found” dollars to the bottom line. Short of creating a killer new product or service, there are few ways a big company can move the needle quite so dramatically.

Mobile, Video, and Real-Time Bidding Will Catapult Programmatic Ad Spend

Programmatic platforms are on pace to fundamentally reshape the entire digital advertising landscape.

Real TimeBiddingDigitalAdSales


These platforms are automating much of the ad buying and selling process and increasing the accuracy of execution. Programmatic technologies are helping ad buyers find the right audience at the right price at the right time.

new report from BI Intelligence finds that real-time bidding (RTB), a key piece of the programmatic ecosystem, will account for over $18.2 billion in U.S. digital ad revenues in 2018, up from just $3.1 billion in 2013.Here are some of the key takeaways from the report:

Read more: http://www.businessinsider.com/the-programmatic-ad-report-2014-7#ixzz384F3Wbbl

Connecting with Social Brand Ambassadors – (The Nielsen SRP version)

Connecting with Social Brand Ambassadors – Nielsen Social.


When big moments happen on TV today, viewers are turning to phones, tablets and computers to share their reactions instantly through social media—and they are doing it a lot. In the first four months of 2014, 17 million people sent 361 million tweets about TV. But tweets about TV are only part of the social TV story. The other half is tweets about brands that advertise on TV. In the same four-month period, 17 million people sent 215 million tweets about the approximately 700 brands that Nielsen Social tracks.

In a recent study, we analyzed the overlap between these two populations—people who tweet about TV and people who tweet about brands—to understand the value of social TV audiences to brands. The study produced four powerful insights:

First, this population of social brand ambassadors—people who tweet about TV and tweet about brands—is large. The study found that in an average month, 64% of people who tweet about brands also tweet about TV. So if a brand is looking to engage people who are likely to share their brand message, connecting with social TV authors is a good place to start.

Second, the study found that people who tweet about both brands and TV account for an outsized portion of all tweets about brands. The 64% of people who tweeted about brands and TV sent 78% of all brand Tweets.

Social brand ambassadors — in an average month, @TwitterTV authors post 78% of brand Tweets #socialtv @nielsensocial


Third, the study found that people who posted Tweets about TV and brands sent three times as many brand Tweets as those Twitter authors who only posted Tweets about brands.


Finally, the study found that people who tweet about brands and TV have twice as many followers as those who only tweet about brands. In other words, those TV authors are twice as influential as brand authors that don’t tweet about TV. They amplify messages to twice as many followers with each brand Tweet sent.


Not surprisingly given these findings, advertisers and agencies are taking note of social TV and are layering a social lens on TV ratings to sharpen media planning and buying decisions. They are also looking at social TV affinity to find the TV audiences that fit their brand or category. Finally, advertisers are using social TV measurement to understand campaign effectiveness—to find out in which programs, on which networks and with what creative campaigns perform the best socially.

At this year’s Nielsen Consumer 360, Deirdre Bannon, vice president, Product at Nielsen Social, joined a panel—including Roni Karassik, Sr., campaign research manager at Microsoft, Jed Meyer, global research director at Annalect, and Berj Kazanjian, senior vice president, Ad Sales Research at MTV—to talk about this powerful cross section of people who tweet about brands and TV: today’s socially active brand ambassadors.


FIFA World Cup final breaks records for TV broadcasters

14 July 2014, Brussels - As Philipp Lahm raised the FIFA World Cup trophy in the Maracana on Sunday night, TV broadcasters around the world joined in celebrating an outstanding set of results from the FIFA World Cup 2014.

The group matches had already set new TV records in a number of markets, from Belgium to the US. Sales of television advertising and subscriptions have also benefitted. And records continued to tumble on screen as well as on the pitch throughout the knock out stages, with new records set for the most-watched TV programme in Germany, Belgium and other countries.

Broadcasters have also been quick to grasp the opportunities provided by online distribution. Germany’s extraordinary semi-final victory over Brazil was watched online bya record 8.4 million fans across Europe and the Middle East including 2.35 million visitors on mobile platforms operated by broadcasters. And viewer engagement was up, with the same match generating a new record for any sports event of over 35m tweets.

The fully audited global figures for Sunday’s match will not be known for some time but broadcasters are already optimistic that the numbers may approach or even surpass the 909 million who watched the Spain v Netherlands final in 2010.

Capture d’écran 2014-07-15 à 11.08.11

Top TV viewing figures for the final phase of the FIFA World Cup 2014:

-        Germany: an all-time-high audience of 41.89 million viewers tuned in to watch their national team win the World Cup (86.3% share). An online survey conducted on early Sunday evening suggested that an additional 12 million Germans cheered the game in a public space. Belgium: the TV viewing record set during the match against South Korea was broken during the Red Devils’ win over the US team. It became the most watched football match in the history of Belgian television with 5.5 million viewers (85% TV audience).

-        The Netherlands: the semi-final against Argentina has set a new record of 12.4 million viewers including out-of-home viewing (89.3% share). The game triggered 158,192 tweets.

-        France: the 0-1 win for Germany reached an audience of 16.9 million people (72.1% share). The game scored more than one million related tweets.

-        Sweden: the final game was the most viewed match of the World Cup 2014 with 2.58 million viewers (73.84% share)

-        UK: a peak TV audience of 21 million tuned in for the World Cup final.

-        Poland: the final achieved the biggest Polish TV audience since 2012: 10.56 million (63.43% share).

-        Portugal: the match againstthe US attracted 3.6 million viewers (75.4% share). It was the second most viewed broadcast in Portugal since March 2012.

-        Hungary: the final attracted 1.86 million Hungarians to their TV screens (47.8% share).

-        Austria: whereas Brazil’s defeat by Germany was watched by 1.36 million viewers (52% audience share), the final game reached a record audience of 1.81 million viewers (55.3% making it the highest rated football in Austria since the Euro 2008.

-        Ireland: the final scored a TV audience of 857,000 people (55.73% share) and the total world cup triggered 2.5 million online streams. Looking specifically at adults 15-34, the final also ranks as the number one programme this year to-date across all channels.

-        Italy: the Uruguay game reached a total of 19.19 million viewers (81.5% share).

-        Romania: the highest TV audience share for this World Cup was reported for the final match: 43%.

-        The US: Netherlands vs. Argentina match ranks as the highest-rated and most-viewed World Cup semi-final match ever on any U.S. network with 6.8 million viewers.

-        Argentina: 63.7% of the Argentinian TV audience watched their national team being defeated by Germany in the finals.



PEPPTV, Platform for European Promotion of TV is an informal grouping of broadcasters’ trade bodies and sales houses, active at EU level and across EU Member States: ACT, egta, SNPTV, SPOT, Thinkbox, Wirkstoff and ABMA.


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