Online ad network Specific Media has been hit with a lawsuit for allegedly violating Web users’ privacy by using Flash cookies for tracking purposes.

In a complaint filed in U.S. District Court in the Central District of California, six Web users allege that Specific Media failed to provide adequate notice about its online data collection techniques, including Flash cookies. The lawsuit also alleges that Specific Media used Flash cookies — which are stored in a separate location from HTML cookies — to recreate HTML cookies that users had deleted so it could “obtain personal identifying information, monitor users, and to sell users’ data.”

The company’s “privacy documents require college-level reading skills for comprehension and include substantial legalese, ambiguous and obfuscated language designed to confuse, disenfranchise, and mislead the users,” the lawsuit asserts.

In addition, the use of Flash cookies to recreate deleted HTML cookies “unfairly wrests control from users,” the lawsuit alleges.

Read More: MediaPost

Adap.tv Launches Brand Impact Offering for its Online Video Advertising Marketplace

Adap.tv, creators of the industry’s first online video advertising marketplace (atm) and the onesource video ad management (ato) platform, today announced Brand Impact, a powerful suite of tools that makes it easy for brands to increase the effectiveness of their online video advertising in the marketplace.

“Our customers are telling us they want brand safety, advanced targeting, increased measurability and verification for their online video ad campaigns. Only adap.tv’s Brand Impact incorporates all of their needs into a single offering, so they can have confidence in their video ad spend,” said Toby Gabriner, President of adap.tv. “Through partnerships with industry leaders such as Affine Systems and Vizu, as well as built-in tools, we provide brands with the necessary technologies to make online video advertising easy, targeted and impactful.”

Adap.tv’s Brand Impact provides five key benefits for brands that want to create powerful online video advertising programs:

Prevention – Through a partnership with Affine Systems, Brand Impact offers access to innovative new video targeting technology. Affine’s first-of-its-kind computer vision engine fully analyzes in-stream video content frame-by-frame, and provides ratings based on obscenity, production quality and violence. As brands expect more transparency and protection for their online video advertising, Affine’s data provides them with the protection they need to prevent their campaigns from running alongside harmful content and ensure their brand is safe.

Performance – Brand Impact will leverage Vizu’s Ad Catalyst solution to enable real-time measurement and optimization of brand advertising campaigns. With Ad Catalyst, advertisers using the adap.tv marketplace can move beyond basic clickthrough rates and apply a more relevant metric, Brand Lift, to measure the effectiveness of their campaigns. Advertisers can also use real-time data on the performance of creative, targeting, and frequency to optimize in-campaign, for maximum Brand Lift and ROI for their online video advertising.

Precision – The adap.tv marketplace includes the industry’s most advanced data targeting and audience verification tools as part of its Brand Impact offering. Brands can leverage multiple targeting providers including eXelate, Lotame and TARGUSinfo across campaigns to reach specific audiences.

Proof – The adap.tv marketplace has a built-in URL verification system that automatically confirms a campaign only runs on the sites that have been selected. Brands have full visibility into the video inventory their ads are running against and the audience they are reaching.

Premium Inventory – With a roster of more than 1,400 of comScore’s top properties, adap.tv ensures access to premium quality inventory, giving brands a powerful environment to showcase their ads.

Read More: PRNewswire

The Rise of the Demand-Side Platform

During the past few months, this column has briefly explored the history of digital ad serving. This month, we’ll continue that journey as we look at recent ad serving developments that are creating significant changes throughout the industry.

Digital advertising, unlike more traditional mass media marketing, doesn’t rely on group exposure models for its success. In reality, online advertising is less about reaching the greatest number of eyeballs and more about reaching the right eyeballs. This means that standard “blind” ad serving models (where ads are being served to any open ad slots on any available pages within the ad network) are being replaced by “smart” ad networks that look for the best recipients for an ad’s message, regardless of where in the network they visit.

Not only does this approach mean that consumers receive more relevant ads, but it also means that advertisers get better results and higher conversion rates for their campaign because they’re reaching a higher percentage of consumers who may take future action in line with the advertiser’s needs.

But there’s also a third winner in this scenario in the form of publishers who are able to better monetize the impressions they serve on behalf of the advertisers. Historically, most websites needed to divide their available inventory into a tiered value model to identify which pages were most popular (attracted the greatest number of eyeballs) and which were less popular. As a result, ads that appeared on the popular pages of a site cost more per impression than those on the less popular pages.

Because advertisers are able to rely on more behaviorally-driven ad models today, which page an ad appears on is becoming less and less significant. Instead, second or third tier online inventory can now be sold at a premium price, not because of where or when the ad runs, but because of who is seeing it when it does. This allows publishers to increase the value of all of their site impressions without having to weigh in on a page popularity contest first.

Most ad networks today utilize some level of audience targeting which allows publishers to better identify site visitor characteristics and behaviors that can be used to help define possible future interests and actions. Through the use of cookies, each user’s browser is tagged and when that consumer revisits a site or ad network, that history is used to direct ads that are more in line with the personal needs and interests of the consumer.

Read More: ClickZ

Online advertising will continue to outpace overall ad spending, growing 14 percent next year to $51.9 billion, according to a new Borrell Associates forecast released today.

In contrast, the overall ad market is expected to increase less than 5 percent to $238.6 billion.

The fastest-growing segment of interactive advertising will be local online, anything targeted and everything involving social media. In 2011, local online is forecast to grow nearly 18 percent from $13.7 billion to $16.1 billion.

Both national and local advertisers are expected to tap targeted display, driving the segment up 60 percent to $10.9 billion. While national advertisers are expected to increase their use of targeted display by nearly 50 percent, local advertisers will double their use of local display, reaching more than $2.3 billion next year.

In stark contrast to targeted display, run-of-site display will decrease, dropping 14 percent next year to $8.2 billion for both national and local online.

Also on the decline will be national paid search, dropping 11.3 percent.

Read More: AdWeek

Why The “Black Box” Ad Network Is Going The Way of 0% Home Financing And Enron Accounting

The days where ad networks glamorized themselves as a black box of information which held deep dark “proprietary” data knowledge and secrets is officially over.  We all remember how five and ten years ago we heard outrageous claims of “a billion points of data per month”, and “we harness data from over one million domain-level URLs” in boasting about the breadth and volume of intelligence a network had.  Of course, no one could prove anything, and the networks who made the most outrageous claims were the most opaque. But there is no longer a need for any opacity.  Full transparency is now coming around, so expect to see some previously-made claims debunked, and some technologies that were previously overlooked becoming more valued.  Here’s how you can employ new transparency tools, and avoid being swooned by grandiose claims.

Read More: GoodwayBlog.com

Today, during ClickZ’s Connected Marketing Week in San Francisco which brought together name-your-digital-pleasure marketers to discuss their respective marketing channel, ClickZ and the Internet Advertising Bureau (IAB) also co-sponsored an Ad Networks & Exchanges event.

Editor’s note: It would seem the name of this type of IAB event may need to evolve. Demand-side platforms don’t want to be called ad networks. And, ad networks – to a certain degree – want to be known as demand-side platforms. Looking forward to the new name!

Just prior to the day-long event, the IAB released news (see it) that 16 IAB member ad network and exchange companies had become “the first to commit to comprehensive self-certification against the IAB ‘Networks & Exchanges Quality Assurance Guidelines,’ [which aims to] increase buyer control over the placement and context of advertising on ad networks and exchanges.”

In the third panel of the day, San Francisco-area media agencies provided their take on the fast-moving ad ecosystem and ad verification technologies, in particular.

Moderated by ValueClick Media’s Matthew Boyd, panelists included associate media director Kim Small of Universal McCann, senior media manager Pablito Padua of Signal to Noise (formerly Agency.com), associate media director Lindsay Wong of Razorfish and vp, digital strategy director Chris Unno of PHD.

Noting the new guidelines and their adoption by 16 member companies, panel members agreed they were heartened to see the step forward in adopting the brand safety measures. But Signal to Noise’s Padua added that he was disappointed that there weren’t additional networks on the initial list.

Read More: AdExchanger

Excess Ad Inventory Pushing Value-Added Services

The movement into value-added services by companies throughout the online advertising space continues to get more interesting. First we saw Google provide free tools and services to support online ad sales. Now search engine marketing companies have begun to provide free tools and platforms to small-and-medium size businesses in hopes of eventually locking them in to subscription services for life. Take that one step further, to find demand side platforms (DSP) building networks of tech offerings on top of real-time bidding platforms.

Xa.net built its platform as an integration hub to bring in data from BlueKai, eXelate and TargusInfo, as well as the media from ad exchanges and publishers. Add to that creative services and it gives advertisers a way to pull in targeting data, purchase ads, and design creative pieces.

The xa.net built technology that allows companies to access inventory from ad networks and exchanges through a real-time bidding system will also offer value-added services that assist companies with copywriting and creating ads. The company’s CEO, Rob Leathern, tells me xa.net began to build the platform earlier this year and will sign on five companies to augments its services. Think of it this way, Leathern wants xa.net to provide the underlying technology that connects complementary services to make everything work together. That includes ad creation for social media platforms, too.

One of those companies will become BoostCTR, a network of copywriters for text ads that will help xa.net clients improve the quality of copy written for Facebook ads. Others include 4Delit, a self-service system that lets small advertisers create Flash and rich media ads; Interpolls, which creates rich-media formats and widgets; OneScreen; and OggiFinogi.

Read More: MediaPost

Google TV plan is causing jitters in Hollywood

Google revolutionized the way people access information. Now it wants to transform how people get entertainment.

The search giant is touting an ambitious new technology, called Google TV, that would marry the Internet with traditional television, enabling viewers to watch TV shows and movies unshackled from the broadcast networks or cable channels on which they air. Users would need to buy a TV or set-top box with Google software that could connect to the Internet, along with a keyboard to type commands. Users could also use their iPhone or Android phone to operate Google TV.

The prospect of Google getting into television frightens many in Hollywood, who worry that Silicon Valley will upend the entertainment industry just like the Internet ravaged the music and newspaper industries.

Read More: LATimes.com

Video ad network BrightRoll has struck a deal with search data provider Magnetic to offer search retargeting as an option for targeting video ads. Search retargeting allows advertisers to run display ads based on a user’s search history. So if someone has been researching a car purchase, they might see a banner ad from an auto advertiser.  With the BrightRoll deal, Magnetic is now applying this approach to video ads as well. “By combining Magnetic’s targeting technology with our video advertising platform, we’re able to solve the needs of our advertisers by delivering targeted campaigns at scale with a high return on investment,” said BrightRoll CEO Tod Sacerdoti in a statement. The ad network already offers targeting according to demographic, behavioral, geographic and other criteria.  Magnetic has already struck partnerships earlier this year with display ad networks including interCLICK and Undertone Networks aimed at refining display ad targeting based on the 270 million anonymous profiles the company has created based on search data gleaned from mostly second-tier search engines, Web site toolbars, e-commerce sites and other sources.  The idea is to combine the high conversion rates of search advertising with the traditional brand-building role of display. “You have all the different creative options in display that you don’t have in search,” said Magnetic CEO Josh Shatkin-Margolis. “And for premium publishers the best form of online display ads are video ads.”

Read More: MediaPost

The Future of Free Media

Monday’s Wall Street Journal article on cookie tracking was a bit underwhelming. So although (a) we’ve been having the same conversation over and over again since 1996 without getting anywhere*, (b) the article was a bit misleading and maddeningly vague, and (c) industry rumor has it that the church/state divide at the Journal does not quite live up to the J-school ideal, I am siding with Jeff Jarvis in believing that News Corp is not well enough organized to stage a conspiracy: the article was just poorly done.  These arguments are nominally about privacy. And providing privacy is a worthy but complicated** goal. But given the general level of philosophical confusion about privacy, I believe much of the commentary (and the comments to the commentary) is motivated by a hostility to advertising in general.  If you hate advertising, you hate advertising. Arguing that not paying for music means a diminished supply of quality music does not sway the downloader. Not paying for media–in whatever sense of pay–means a diminished supply of quality media. This argument does not sway the hater of advertising, but I’m not trying to convince them. Advertising provides something important: free (as in beer) media. This may not mean much to Rupert Murdoch–who can afford to pay cash for his media–but it means something to society. And it should mean something to those of us who are trying to find a way to make quality ad-supported online media a viable proposition.  Paying cash for media is regressive. High cover prices exclude those with less disposable income. (This strategy is used purposefully by mixed-model high-end media outlets to produce a demographic appealling to better-paying advertisers.) Advertising democratizes media***. And media allows a democracy.

Read More: ReactionWheel.Blogspot.com

The Google-Verizon Net Neutrality Pact

Google CEO Eric Schmidt and Verizon CEO Ivan Seidenberg hosted a conference call Monday to discuss an open Internet just days after the Federal Communications Commission abandoned efforts to reach a compromise. The proposal aims to derail unlawful discriminatory practices and gives regulators the authority to stop offenders.  While the two companies published the terms of the Google-Verizon “A Joint Policy for an Open Internet” agreement in a blog post, the plan does not treat wireless and wireline network access equally.  Both Schmidt and Seidenberg emphasized that there is no formal agreement based on the proposal. It simply represents suggestions to “the public policy arena to see how we can move our industry forward,” says Seidenberg, emphasizing that the agreement stands for innovation.

Read More: MediaPost

IAB Ad Network Guidelines: Providing Greater Brand Safety

We have all witnessed the ad network space and the overall non-reserved inventory landscape become increasingly complex. During the past 18 months, changes to our industry have come from the continued proliferation of ad networks, growth in data usage, the emergence of exchange models, as well as increased technology offerings including demand-side and supply-side solutions.  While these innovations are designed to benefit the end client, it has led to confusion – particularly during a time when advertisers and agencies are seeking transparency, brand safety, quality, and control.  As a result, clients have had growing concerns when it comes to buying inventory through networks and exchanges. They often wonder: “How will my brand be protected? Where will my campaign really run? How do I make sense of the various targeting capabilities and data sources?”  In light of these concerns, the IAB has released the “Networks & Exchanges Quality Assurance Guidelines.” The guidelines are intended to provide increased simplicity, transparency, and control for the buying community (i.e., marketers, agencies, and publishers). Based on feedback from members of this community, I’m confident that the implementation of these guidelines will result in providing confidence and clarity that buyers seek and an overall stronger marketplace for all parties alike.

Read More: ClickZ

Online advertising network InterCLICK announced its second quarter 2010 earnings on Wednesday. According to the release, “Revenue was $21.7 million in Q2 2010, a 103% year-over-year increase. (…) Gross profit was $9.6 million in Q2 2010, up 102% year-over-year.” Read more.

AdExchanger.com: Looking at InterCLICK’s 100% year-over-year Q2 growth and projected 2010 revenues of $90 million + , are there any observations you can share about how clients are spending?

MK: Delivering the most effective audience-centric campaigns is dependent on our ability to properly value targeting data and solving the operational challenges associated with running data enabled campaigns. We won a record amount of new business this past quarter and client retention reached a new high watermark. This is a hyper competitive space and I believe that our investment in our technology and our team has paid off tremendously, as evident in our results.

What about data? Has using data exchanges and other third-party providers been a key part of your offering? How do you see this playing out for InterCLICK?

The challenges in display advertising require effective supply chain management. The goal is to find the optimal alignment among data, inventory, and creative. Quality inventory has been accessible for quite some time, and through data exchanges like BlueKai, rich targeting data has been made quite accessible. So data exchanges allow for easy access and implementation. The real challenge is in the execution, which is what we have invested significant capital and resources in addressing.

Read More: AdExchanger.com

Inside the Numbers: How Demand Media Will Pitch a Billion Dollar IPO

Demand Media is a money-losing company. How will it convince Wall Street to value it at a billion dollars or more?   By directing investors’ attention to a set of numbers which say it’s a very profitable company.  The official term for these numbers are “non-GAAP financial measures”. In English, that translates into “accounting you can’t try at home, but which shows off our company in the best possible light.”  And it does! Depending on which set of numbers you want to look at, Demand lost either $4.3 million or $22.3 million on revenues of $114 million in the first half of this year. But Demand’s “Adjusted OIBDA” numbers show a company that made $25.6 million on revenue of $108 million. Much better!  Some investors may balk at these non-GAAP numbers, but Demand, Goldman Sachs (GS) and its other underwriters clearly think there’s a market for them. And there’s certainly a hunger in the tech world for a big, brand name IPO to break the dry spell. You can feel people willing this thing to work.  If Demand did, say, $55 million in OIBDA this year, it would need a multiple of 18 times trailing 12 months earnings to get to a $1 billion valuation. It would need 27x to get the $1.5 billion number that people are whispering to reporters.  Another way to get to $1.5 billion: Project OIBDA of $100 million for 2011, and ask for 15 x on that number. Reminder: $1.5 billion would make Demand worth more than the New York Times (NYT).

Read More: AllThingsD.com

Adapt.ly to Manage Ads Across Multiple Social Networks

As advertisers begin to run ads across an increasing number of social networks and sites, startup firm Adapt.ly has developed technology to help manage those campaigns from a single platform, and to help digest and evaluate the resulting performance data more easily.  As Adapt.ly co-founder Nikhil Sethi points out, most social networks offer self-service ad platforms, which exist in complete isolation of their competitors’. As a result, advertisers are forced to manually construct individual campaigns on each, despite the fact they’re attempting to reach essentially the same audience. “Managing all these campaigns by hand is a pain in the ass, and analyzing the data from all the different platforms becomes a nightmare,” Sethi said.  It’s that heavy lifting that Adapt.ly is attempting to relieve, providing a service that will handle campaign creation, targeting, and optimization automatically, and from a single point of entry. “We’ve built a system that allows us to take creative and to normalize it across a range of networks. We ask advertisers two simple questions: What are you advertising, and who are you trying to reach? The system will then optimize targeting across the networks,” said Sethi, adding that users are given the option to specify creative for individual platforms if they wish, or to simply let Adapt.ly take care of it.

Read More: ClickZ

Are Marketers Really Spying On You Online?

The ongoing “What They Know” series in The Wall Street Journal is drawing needed attention to some of the ways web analysts and marketers gather and track information about people online. As part of the series, they visualized the types of cookies and tracking files used by 50 top websites, including their own. However, the WSJ failed to fully explain what type of information is being collected about visitors and what marketers do with the data. Rather, they left the public to wonder if online marketers are actually spies.   I don’t deny that I use cookies and tracking pixels to gather a variety of details about you if you visit my site. However, most of the data I have is anonymous and the details exist across multiple systems, not aggregated in one tidy personal profile. Rarely do I feel like I have pieced together enough details to be considered a spy. But with all that data, what do I really know about you?

Read More: AdAge

Part of the magic of real-time bidding is found within machine learning. This involves using sophisticated algorithms to “learn” complex patterns based on large amounts of data in order to make optimal advertising decisions. The importance of machine learning is cost avoidance and value creation. Cost avoidance is simple to understand: data-driven optimization strategies help reduce waste by identifying the most relevant impressions while selecting the best ads (better creative message, better offer, etc.), which in turn improves performance and ROI (define). Value creation, on the other hand, happens when buyers and sellers of commoditized offerings are more efficiently brought together for a transaction.  To create machine learning magic, two ingredients are required: scale and prediction. Scale speaks to the need to make more users/impressions available through the auction marketplaces, and increase the number of advertisers bidding on these users. The bigger the scale, the more sophisticated the data-driven prediction can be. The second ingredient refers to the idea that prediction needs to be “accurate enough.” Amazon and Netflix have demonstrated that when you provide an accurate prediction of what consumers want, the business grows in two ways:

1. Better inventory control and more purchases/utilization.
2. Better targeting becomes a custom delight feature when it’s perceived to be quite accurate by average consumers.

The ability to deliver relevant choices in real time based on what consumers reveal about themselves creates a virtuous cycle: 

Ads/recommendations become more accurate → consumers are willing to share additional information about themselves → the machine learning algorithm for ads/recommendations becomes even smarter

In digital advertising, the machine learning prediction ultimately boils down to two parts: identifying your target audience and reaching them efficiently. The first part requires machine learning at the user level to learn the most optimal audience segments to target; the second requires machine learning to drive real-time bidding strategy with precision. For instance, demand side platform technology allows advertisers to have global control over how many times each user sees the ads (i.e., frequency capping) and how they see them. This begs the obvious question, “what is the optimal number of ad repetitions?” The answer might be an average of five times over a period of seven days. Problem solved? Not quite.

Read More: ClickZ

BrightRoll Launches Video Ad Exchange

Earlier this year, video ad company Adap.tv launched a video ad exchange in partnership with Gannett Co. and Publicis Groupe’s VivaKi digital unit. Now, its OneSource platform will have some competition from a rival video ad marketplace started by video ad network BrightRoll.  As with the online exchanges that have emerged in recent years for display and other types of advertising, the goal is to bring increased efficiency to the video sector by giving publishers a way to unload unsold inventory and media buyers an automated system for reaching particular audiences across a wide range of sites.  “What we’re essentially releasing is a video advertising business in a box for buyers of online advertising,” said BrightRoll CEO Tod Sacerdoti, who added that the new exchange dubbed BRX is an outgrowth of the company’s efforts to further automate its own ad network over the last 18 months. BrightRoll is the third-largest U.S. video ad network based on streaming video ads viewed — at 333,492 in June, according to comScore.  “We realized everything we were building was applicable to other media buyers and sellers,” said Sacerdoti. A BrightRoll study earlier this year found that half of publishers surveyed reported that at least 20% of their online video advertising inventory is never sold, suggesting the potential for an automated, auction-based marketplace for pre-roll ads.

Read More: MediaPost

Forbes Sells Investopedia To ValueClick For $42 Million

After less than two months on the block, Forbes Media has sold financial education site Investopedia to lead gen provider ValueClick (NSDQ: VCLK) for $42 million. In June, Forbes retained the Jordan, Edmiston Group, Inc. three years after it bought the Canadian-based site.  The announcement comes a few weeks after Forbes purchased freelance journalism site True/Slant, which was shut down last week and will remain live as an archive site only.  Forbes had been an investor in True/Slant and before the purchase, it had hired site’s founder, Lewis DVorkin, as consultant to help restructure its digital offerings. The quick sale of Investopedia is a the first step in the struggling publisher’s latest digital reinvention. Despite the fact that Forbes was eager to sell the Edmonton, Alberta-based Investopedia, the company claimed that the site’s profits and users have grown in the past three years since it was acquired.  In a release, ValueClick CEO Jim Zarley said that Investopedia gives the company “great content, organic traffic and established advertiser relationships in the important financial services advertising vertical.” He also believes that the addition of Investopedia will be able to help build up its ValueClick Brands and ValueClick Media offerings.

Read More: PaidContent.org

AdMeld, a New York City based ad inventory optimizer, just closed on a $15 million round of venture funding, in the latest sign that the real-time bidding (RTB) market for display advertising is on fire.  Last month, Google paid a reported $70 million for demand-side platform Invite Media. And just a few weeks ago, brand safety startup AdSafe, which will increasingly work with RTB platforms, raised $7.5 million.  The rise of RTB is the biggest story of 2010 in online advertising, and has been written about extensively in ad industry publications. But people outside of advertising don’t seem to know anything about it.

Read More: BusinessInsider

A Peek Inside the M&A Playbooks of Technology’s Top Acquirers

Last night a group of M&A gurus from the corporate development teams at top tech acquirers Google, Microsoft, Yahoo, Cisco, Facebook and Twitter gathered to share insights into their business with a group of startups at a fancy-pants Los Altos Hills, Calif. mansion. Though Facebook and Google might have been the most notable active acquirers lately, everyone on the panel said they are out shopping. They each have a bit of a different style, and a bit of a different target startup. Below are the most notable bits from each participant:

Google‘s Amin Zoufonoun said that he looks at three types of acquisitions: a proven product and team, an uncertain big bet, or market and tech leadership (like YouTube and DoubleClick). He said recent acquisitions by Google and other companies like Apple point to the fact that mobile is not a core part of the DNA of many tech giants. As for advice, he warned startups that they always underestimate how long it takes to close an acquisition; for Google, deals usually take three to four months. As for areas he’s interested in, Zoufonoun said he thinks music is overhyped (an interesting comment given Google is reportedly looking to make a play in this space), and mobile user interfaces are underhyped.

Cisco‘s Derek Idemoto talked up the value of post-acquisition integration. His company has been incredibly acquisitive, with 140 deals in the last 20-odd years. Idemoto bragged that 75 percent of acquired employees are still at Cisco after four years. He said he thinks video is underhyped, and that he’s particularly interested in data. “The most, and most relevant data might win,” he explained.

Read More: Gigaom.com

Why Agencies Must Lead The Technology Charge

Countless articles have been written in recent years putting agencies in the hot seat to adapt their business models or die. Why? Never-ending budget cuts and the digitization of the marketing landscape have produced two key trends currently threatening the livelihood of the traditional agency:

• Media has become digital, multi-channel, multi-platform, and decentralized. These elements are forcing media publishers to be more creative in how inventory is packaged and sold (e.g., bundling offers cross channels from print, online, to mobile). Furthermore, media companies are tired of losing revenue to agencies for the production of creative assets and are thus building and buying their own capabilities in house.
• Innovations in technologies, from brand monitoring, audience targeting, and media planning and buying technologies, to social media and mobile content solutions, drive when and how brands connect with consumers. Many of these technologies are being developed outside of the agency ecosystem.

Read More: iMediaConnection

Ad networks play a critical role in delivering monumentally effective advertising.  Every day, I see smart and successful ad networks like Brand.net, Collective, and Media6Degrees delivering outstanding results with innovative technologies, quality service, and deep analysis that their clients deserve. (Disclosure: These are all clients of my company.) Ad networks were the early adopters of real-time bidding (a game-changer in display ad buying) and have developed cool concepts such as social targeting (e.g., if I buy an iPhone, marketers can rightfully assume my “friends” will too). Significantly, ad networks are the biggest users of the ad exchanges and their revolutionary auction-based marketplaces.  Despite these innovative approaches, unfortunately, ad networks still have gotten a bad rap because many in our industry have been focusing on the wrong things.  Much of the negative perception about ad networks stems from assumptions that they make high margins. Why is this bad? Think about grocery shopping. Did Whole Foods grow the squash and bananas behind the store in its own little urban farm? Of course not – it buys from rural farmers and charges margins on those products. I don’t have a relationship with the farmer in Honduras and don’t really have time to fly there for my daily banana, so I don’t worry about the margin Whole Foods has earned. It should be a pleasure to help good vendors make the margins they need to reinvest in their business.

Read More: ClickZ

An Amazon-Facebook Alliance to Make Shopping More Social

On Tuesday, Amazon.com took a step toward making the shopping experience on its Web site more social.  For many people, shopping is as much about socializing as it is about buying something — a chance to run into neighbors at the farmers’ market or spend time with a friend at the mall. And people who go shopping with a friend inevitably ask advice before buying. But it’s hard to do that when online shopping.  Now, Amazon shoppers who connect their Amazon and Facebook accounts transport their Facebook friends to Amazon — and can get recommendations from those friends on what to buy.  Amazon was an early leader in offering recommendations based on previous purchases and product searches, and in posting customer reviews on the site. But it has been slow to incorporate social features, while start-ups like Go Try It On, Polyvore and Swipely have been experimenting with ways to make online shopping more interactive.  Amazon’s new feature is the company’s small first step toward tapping into the world of social shopping.

Read More: Blogs.NYTimes.com

Disney Buys Playdom For Up To $763.2 Million

Walt Disney (NYSE: DIS) is making a big move into social games, with the purchase of fast-growing social game developer Playdom for up to $763.2 million. The deal includes a “total consideration” of $563.2 million, in addition to a performance-linked earn-out of up to $200 million.  In a release, which is included in full after the jump, Disney says that by buying Playdom it “will strengthen its already-robust digital gaming portfolio, acquire a first-rate management team and provide consumers new ways to interact with the company on popular social networks like Facebook and MySpace.” The company hints that it will now be bringing its “characters, stories and brands” to games on social networks.  By acquiring Playdom, Disney will also be getting an existing portfolio of popular social games, which includes Mobsters, the top title on MySpace (NSDQ: NWS). Over the last year, Playdom has been rapidly expanding its lineup of titles through the acquisition of eight gaming startups. It now ranks as the top social game developer on MySpace and the fourth largest on Facebook. The company, which is profitable, said late last year that its sales were near an annual run rate of $50 million.

Read More: PaidContent.org

Download the Ad Networks vs. Ad Exchanges Whitepaper

This whitepaper compares ad networks and ad exchanges from the perspective of web publishers looking to maximize their advertising revenue. It outlines the fundamentally different ways in which ad networks and ad exchanges sell publisher inventory, highlights the benefits of ad exchanges over ad networks in terms of driving up publisher revenue, and explains why an ad exchange is an essential component of every publishers’ monetization strategy.

Read More: OpenX.org

NBC Universal is getting into the ad network business, first selling inventory across a handful of its own properties, then possibly expanding into others.  The network, called Universal Audience Platform, launched today with 21 NBCU properties, including Bravotv.com, NBC.com, Oxygen.com and Syfy.com. While advertisers have previously had the ability to buy packages that spanned NBCU properties, this is the first time they can buy display inventory based on audience segment rather than brand.  Asked why NBCU had chosen now to launch an ad network, Peter Naylor, VP of digital sales, said the company “has the impressions and uniques” to form “a credible entrance to the market.” But that doesn’t mean it will limit itself to NBCU properties.  “This is phase one,” he said. “Phase two is going to be when we welcome in some other sites we don’t wholly own and operate.”  Just when – or if – that will come to pass isn’t yet clear, said Naylor. But he did confirm that discussions were under way to find other suitable properties to add to the network.  For now, the formation of UAP means that NBCU will be “dialing down” its dependence on third-party ad networks, said Naylor. The company has made deals with BlueKai, Nielsen and Quantcast to supply the demographic data that it will use to sell audience segments to advertisers.

Read More: ClickZ

Insights from OMMA Behavioral Conference on Display Marketing

Several members of the EF team attended the OMMA Behavioral Conference in San Francisco last week. The focus of the conference was to explore how behavioral targeting has changed from simply targeting audiences by the Web pages they have recently viewed to utilizing targeting data from multiple sources such as social networks, site and search re-targeting, and various third party data providers. Because there are so many targeting channels, attributing conversion to the appropriate source has become very difficult for advertisers. The difficulty of attribution modeling quickly became a hot topic at the conference.  Abhishek Pani, our Director of Research & Quantitative Marketing, discussed a new attribution framework in his presentation titled “Evaluating the Marginal Value of Display”.  Optimal budget allocation across channels is the fundamental problem that advertisers want to solve but given the lack of proper attribution models, they are forced to rely on simple heuristics to allocate revenues. Current attribution offerings in the industry ignore important variables such as the effect of time and cross channel demand elasticity (change in demand in channel A that results from a small change in spend in channel B). Incorrect attribution will result in sub-optimal budget allocation and lower the return on advertising investment. Because our platform manages across all channels of advertising (search, display, and soon social), we are able to measure, experiment, and build very accurate allocation models based on marginal contributions of each channel.  Abhishek discussed our modeling strategy in greater detail during his presentation.

Read More: blog.eFrontier.com

BuzzLogic to Announce New Social Media Ad Units

By combining ads with content BuzzLogic believes it can give consumers using social media a better ad experience and better integrate advertising with the content against which it is presented.   “We’ve been running all kinds of IAB sanctioned rich media for a while, but the BuzzRoll product is much more customized and gives marketers more options,” said Peter O’Sullivan, BuzzLogic’s VP of sales, in an interview with paidContent.  “BuzzRoll, as a social media ad unit, will drive greater engagement among blog readers, since it encourages them to share everything from a company’s blog content or a white paper, and Twitter feeds, to video and Facebook apps. This is just a simpler way for marketers to do it.  For example, if a product wanted to associate itself with a green image it could place an ad on a blog about green issues and, by careful keyword selection, program it to pull in content about the topic from around the Internet. That information is then scrolled along the bottom of the rich media ads.  According to ClickZ, the units can also host video and Facebook applications via Facebook’s APIs.

Read More: BizReport

It was a typically vexing week for Facebook. On the one hand, the social-networking service signed up its 500 millionth active user. On the other hand, it was found to be one of the least popular private-sector companies in the United States by the American Customer Satisfaction Index. Apparently, Americans were more satisfied filing their taxes online than they were posting updates on their Facebook page.  It is a continuing contradiction: Facebook is widely criticized for shifting its terms of service and for disclosing private information — and yet millions of people start accounts each month.  Analysts always grasp for analogies to explain Facebook’s tortured relationship with its users. Facebook has been called the sterile suburbs to the gritty urban Internet; it is a “walled garden” in the organic messiness of the Web; it is Russia under Vladimir Putin; it is (and this one stings in tech circles) today’s AOL.  But perhaps the most telling metaphor compares Facebook to the other companies lurking at the bottom of the American Customer Satisfaction Index: cable companies, wireless telephone service providers. Utilities. Here are services everyone uses, no matter how much people dislike the companies that provide them.  Danah Boyd, a social media researcher at Microsoft and a fellow at Harvard University’s Berkman Center for Internet and Society, argues that Facebook fits that mold.  On her blog in May, she posted:  “I hate all of the utilities of my life. Venomous hatred. And because they’re monopolies, they feel no need to make me appreciate them. Cuz they know that I’m not going to give up water, power, sewage, or the Internet out of spite. Nor will most people give up Facebook, regardless of how much they grow to hate them.”

Read More: NYTimes.com

An Ad Model Poised For A Comeback

It’s challenging for media buyers to differentiate among ad networks. From the network side, it’s difficult to develop a product positioning that is truly ownable within the space. In an era where anyone can start an ad network, virtually overnight, any networks getting traction with ad buyers quickly find themselves swimming in a sea of “me too” imitators.  On the publisher’s side of the equation, it’s even more difficult to tell which networks to use. It’s one of the primary challenges of the chief revenue officer to balance direct sales forces, ad networks, exchanges, and new ad platforms in such a way as to deliver a maximum return from month to month on a site’s pool of available ad inventory.  There’s a check that comes in from each network partner each month. From a CPM standpoint, the price paid is abysmally low when compared to deals struck by the publisher’s direct sales force. But it’s a check nonetheless, and most publishers choose to get a check for the incremental sales, rather than rely completely on direct sales channels and risk lower overall returns.  Simply put, two ad revenue streams are better than one, even if one undercuts the pricing of the other one, and publishers are unsure what’s being done with data collected from network and exchange campaigns. Even though many would see it as short-sighted, short-term revenue, pressure usually makes the publisher take the check rather than cut the channel to support the direct sales channel.

Read More: iMediaConnection

Closing the Tech Divide

If there was a single familiar refrain from digital shops over the past decade, it was that their older, traditional-agency brethren “didn’t get it” when it came to digital. But lately, that widely acknowledged gap has begun to narrow to the point where “older” agencies can claim more success in some areas of digital marketing.  Take the recent Old Spice “The Man Your Man Could Smell Like” digital campaign, an effort that is already a textbook example of how an advertiser can make itself a vital part of digital culture. The campaign didn’t come from any of the digital-agency stalwarts like R/GA, AKQA or Razorfish. Instead, it came from Wieden + Kennedy, a shop not long ago often labeled as wedded to TV and print.  The Old Spice success followed a strong showing for non-digital specialists in this year’s awards shows. At Cannes, for example, top honors in the Cyber category went to Wieden for Nike Livestrong’s “Chalkbot” and DDB Sweden for Volkswagen’s “Fun Theory.” The Cyber Agency of the Year Award went to Crispin Porter + Bogusky.

Read More: AdWeek