L’offre digitale de TF1 disponible en Belgique chez RMB et Pebble Media

TF1 Publicité a décidé de confier à RMB et Pebble Media la vente des audiences belges de ses sites web: MyTF1, Wat.tv, Eurosport.fr, MyTF1News. Dorénavant, les annonceurs pourront au travers des contenus et des marques fortes de TF1 toucher spécifiquement les internautes belges, tant sur les formats display que dans les spots encadrant les vidéos.

Sur le plan pratique, à l’instar des espaces publicitaires de la RTBF, RMB commercialisera à partir du 1er mai les formats liés à la vidéo. La vente du display sera prise en charge par sa régie partenaire Pebble Media qui commercialise déjà les espaces de la RTBF, de la VRT, de Telenet et de Concentra.

Koen Van Rhijn, CEO de Pebble Media: Avec l’arrivée de TF1 dans le portefeuille de RMB, non seulement nous élargissons notre offre mais en plus nous renforçons notre collaboration avec RMB et la RTBF. En effet, l’offre digitale de TF1 est complémentaire à celle de la RTBF et assoit la position de Pebble Media dans le sud du pays. Au vu des réactions enthousiastes des annonceurs, nous sommes convaincus que cette offre française de qualité permettra d’optimiser les objectifs de campagne.

Yves Gérard, General Manager de RMB ajoute : Cette collaboration s’inscrit dans la défense des intérêts des chaînes du paysage francophone. Le marché est demandeur d’élargir l’offre digitale, en particulier autour des formats vidéo qui forment un complément de grand intérêt aux campagnes TV classiques. Il nous est apparu comme tout à fait naturel et complémentaire d’offrir au marché belge cette audience de qualité, autour des marques médias fortes que sont les programmes de TF1. Ceci complète parfaitement notre offre et renforce notre stratégie de développement d’espace vidéo de qualité sur le web.

Pour toute information commerciale relative à RMB, contactez: Pascal Fontaine, BU Director Digital 02/730.44.11

Pour toute information commerciale relative à Pebble Media, contactez salesteam@pebblemedia.be 015/27.56.54

“Internet? Dat zit in ons DNA”

Puur online. Sinds 2001 is dit al het credo van Ardennes-Etape. En nu neemt deze KMO uit Stavelot de prijs voor “Digitale Gazelle” van Trends in ontvangst.

 

Geen papieren folder. Nooit. Wel: een functionele website om de vakantiehuizen in de Belgische Ardennen in de kijker te zetten.

In vier talen en in constante ontwikkeling. De website is al sinds de oprichting het kloppende hart van Ardennes-Etape. Zo maken ze gebruik van alle functionaliteit die het internet biedt.

Beloning

Trends, in samenwerking met Google, beloont deze manier van werken. Ardennes-Etape sleept de prijs voor “Digitale Gazelle” in de wacht. Deze prijs is er voor het bedrijf met de beste digitale strategie, het bedrijf dat “het internet en andere digitale kanalen het best heeft aangewend voor zijn groei.”

Ardennes-Etape groeit bovendien uit tot een belangrijke economische speler in de regio. Het aantal werknemers steeg al tot ongeveer 30 personen en een aanzienlijk deel van de middelen gaan naar de promotie van de Ardennen als toeristische bestemming. Lokale handelszaken varen hier wel bij.

Up-to-date blijven

“Dat het internet deel uitmaakt van onze bedrijfsstrategie is een understatement,” vertelt André Offermans, directeur van Ardennes-Etape. “Het zit écht in het DNA van ons bedrijf.”

“De uitdaging is om de komende jaren de technologische evoluties op de voet te volgen. Nieuwe technologieën en sociale media spelen een sleutelrol om zo veel mogelijk mensen te bereiken en te overtuigen,” voegt Offermans toe.

Bedrijfscultuur

Naast de performante website staat kwaliteit voor Ardennes-Etape centraal. Ze gaan prat op hun strenge selectiecriteria en controleprocedures. De bedrijfscultuur is er één van participatie. Strategische beslissingen worden collegiaal genomen op managementniveau. Alle medewerkers staan in voor de uitwerking van specifieke projecten. Deze verantwoordelijkheid en blijk van vertrouwen stimuleren alle medewerkers in de ontwikkeling van zijn of haar expertise.

“Dat we als KMO uit Stavelot deze prijs krijgen doet enorm veel deugd en is een mooie promotie voor de regio,” voegt Offermans er ten slotte nog aan toe. “Dit motiveert ons bovendien te blijven focussen op nieuwe technologieën en trends.”

Bron: http://nl.press.ardennes-etape.com/2013/03/21/internet-dat-zit-in-ons-dna/

Will consumers make money from their online data? The arguments for and against

As we recently discussed, there is a growing discussion about who is making money from personal data that we share online and the role that “data-lockers” might play. These would essentially allow people to retain ownership of their data – only ‘unlocking’ it to brands and organisations with which they are happy to share the information.

But how likely are data-lockers to work? Will they really allow consumers to make money from the personal data that they share online? Here’s a summary of the main arguments for and against.

The argument for: Why data locking could take-off

What’s the point of locking down your data when it’s highly likely that companies have loads of it already? We have previously discussed the European Commission’s proposed new data protection laws, which if passed could grant people the “right to be forgotten”. This would make it possible for them to permanently erase all data they’ve already shared, and then lock it down moving forward.

The savings and money to be made – and these work on three potential levels:

1. Earning money: Instead of allowing companies  to build up massive detailed data stores of information on you via apps  and other social channels (e.g. your health and how much you work out, eating, sleeping, drinking patterns, etc) – make them yourself, lock them down, and charge for them. The ultimate idea behind Personal’s services is that customers will have a marketplace where they can haggle and exchange their data, potentially earning up to £1,000 annually.
2. Saving time: On filling in lengthy application forms for mortgages, insurance, academic courses, etc People  can put their personal information in the lockers and this will either  help auto-populate fields, or can be picked up by the intended recipient to be processed on your behalf.
3. Saving money: As people can opt to share information in order to benefit from more personalised promotions for things they actually want and intend to purchase.

The argument against: Why data locking won’t take off (at least not yet)

• Security, as these lockers will be prime targets for hackers.
• The proposed EU legislation is still far away from becoming a reality, and as Paul mentioned it is  attracting some impressive lobbying efforts. Indeed, both Facebook and  Google dramatically increased their lobbying expenditure in 2012 compared to 2011, with Facebook multiplying its spending by 2.5 times.
• People are lazy, and busy. In  order to benefit from the potential earnings and savings they will need to  expend time and energy on reclaiming their data / setting up the service / building up detailed data sets on themselves for potential sale (not using Nike or anyone else’s handy app) and then haggling over their worth. So  the benefits will really have to be worth it for them to make the effort,  and it will all rely on a tipping point and mass adoption in order to make  any real impact. It will also rely on people reducing the already strong      connections they’ve already built up with companies they’ve regularly  used for years, and trust (e.g. Amazon).
• Marketers and advertisers will only be interested in bargaining if they can see it’s the best way to reach people – again, it depends on en masse adoption.

So will consumers make money out of the data they share online?  It’s a possibility, but it’s not happening yet. While all the lobbying and hype about data continues though, companies should be careful not to get distracted from building and maintaining trusted relationships with their customers. That way, customers will be more likely to want to continue to do business and share their information regardless.

Source:

http://www.emarketer.com/Article/How-Digital-Behavior-Differs-Among-Millennials-Gen-Xers-Boomers/1009748#HAUwsPPEVueh34Ix.99

Why media owners are losing out on potential digital ad revenues

Media owners are losing control of their data and their ability to command the maximum value for their audiences, and many don’t realise it. The reason? Advertisers and agencies are dropping cookies on publisher sites and taking valuable data, which is changing the way digital advertising is bought and sold.

While digital media has introduced potential new revenue streams from paywalls, subscriptions and online events, publishers all still have significant advertising revenues that they need to retain and grow, increasingly on multiple devices. Multiple device campaigns and fragmented audiences make it easier for advertisers to buy in volume and drive down advertising yields.

Digital media is successfully delivering subscribers and content. Last week the Financial Times reported that digital had overtaken print subscriptions for the first time, and we can see media owners of all flavours refashioning their business models around digital platforms. The UK advertising market was worth more than £12bn last year, according to Zenith Optimedia. Online is already the biggest category of spend and is on track to continue extending its lead at the expense of traditional channels like print.

But the cookies being left on publisher sites by advertisers have opened the door to the ascendance of ad networks, real-time bidding and Algorithm-based or programmatic trading, which is changing the way digital advertising is bought. The industry is being turned on its head so that advertisers are now the ones assigning value to media, where volume and price dictate value rather than audience quality and access. To borrow financial trading desk terminology, the buy side has become the sell side.

It’s a shift in practice that urgently requires a requisite shift in thinking from media owners, or it’s no exaggeration to say that we’ll end up at the behest of advertisers who will build their own networks independently of publishers, drive down value and make business unsustainable for media owners dependent on advertising.

One of the problems is the currency of digital advertising, the CPM, or advertising cost per 1,000 impressions. This encourages advertisers to buy in volume and then expect a huge discount on the CPM. In most media, this volume would command a premium, but ad networks, which aggregate available space from publishers and match them with advertisers, have only exacerbated the trend towards lower yields with publishers using them to fill remnant inventory.

Algorithm-based or programmatic trading has further emphasised the problem, with some agencies predicting that up to 50% of bought media will traded in this way by the end of the year. Now publishers must operate in a world where ad agencies run trading desks that automate the buying and selling of ads and advertisers can bid, often in real time, on ad space largely based on the value that they – rather than the website owner – have assigned to the audience.

Publishers need to respond or yields will become unsustainable. I think the best way forward is for publishers to act as a buyer of their own inventory. As ad agencies increase their programmatic spend, publishers should think about how they can increase their floor prices – perhaps they can extend their audience by buying inventory from other publishers – just like a buyer. It could mean looking at arbitrage – buying in one market, selling in another simultaneously through retargeting campaigns to their known users on other sites and making a good margin on the difference.

This response plays to the strengths of business-to-business publishers, which have smaller highly engaged audiences that advertisers want to reach. B2B media owners have always collected data to help demonstrate and realise this value to their commercial partners. This first-party data can be made richer with data from other sources, and enlightened B2B publishers are already adopting such techniques, building their own private ad exchanges to put the value and commercial control back in their own hands.

I believe the whole media industry can learn from the approach that B2B publishers are taking to the way digital advertising is sold. It means thinking about the audience and how to reach them for the best possible price, across many devices, in a targeted way.

So publishers must think like buyers, look at what third-party cookies are being written onto their sites and have a strategy for removing the undesirable ones. They must work together through private exchanges and networks to deliver value and quality to their advertising partners, and they must make sure that they don’t undervalue their business.

Source: http://m.guardian.co.uk/media/media-blog/2013/mar/05/media-owners-digital-ad-revenues

How Media Companies Can Boost Ad Revenues

Digital may be the future when it comes to publishing, but the problem today is that online publishing — and advertising specifically — doesn’t make enough money. Newspapers and magazines have spent years trying to find a business model to turn digital dimes into dollars from their web traffic.

We see an opportunity to as much as double the value media companies get from display advertising by creating an effective lead-generation machine. Publishers could package their insights about the people who visit their site and then deliver hot leads to advertisers at the point when customers are ready to buy.

Take a recent example. Among visitors to one US media site, 25 percent made an online fashion purchase within three months — twice the average for a typical online consumer. Their spending added up to a 13 percent share of total online fashion expenditures, worth some $4 billion out of a $34 billion market. If that media company could capture typical affiliate rates of 5 to 10 percent on the purchases it influenced, it could make at least $200 million a year from lead generation — roughly the same as it makes from banner ads under its current business model.

See now, buy later

The paradox of online shopping is that it takes seconds for customers to make a purchase, but days — sometimes weeks — for them to decide to purchase. The more complex and pricey the product, the longer it takes to make the decision. The decision journey that leads to this point typically takes place over multiple online sessions.

It’s no secret that banner ad performance tends to be poor, with an average click-through rate of less than 0.15 percent. That’s because the ads’ real job is to make an impression rather than to drive sales, as much as advertisers and publishers would like them to do so.

When we analyzed purchasing patterns for fashion goods at one media company’s site, we found that only 4 percent of purchasers bought anything during the same web session or by following a link on the company’s site. If the media company could understand and track the remaining 96 percent of buyers who purchase during a later web session, it could pass on their details at the right moment to advertisers in exchange for a share of the revenues. Media companies could provide leads to help improve ad targeting and landing page relevance. For example, media companies know not just that a visitor was checking out shoes or skirts on their site; they know whether the style was racy or traditional, and whether the product was a knock-off or a designer. Advertisers just don’t have that information, and they’ll pay to get it.

Becoming a hot-lead generator

So what does it take to capture this opportunity? Our advice:

• Think data. Most media companies have good metrics and decent analytics, but they may be looking at them the wrong way or using the wrong data. The key is to watch what people do when they visit your site and after they leave it to understand their patterns of behavior. To do that, you need to build tracking processes, infrastructure, and customer intelligence skills. You may also need to draw on external sources to supplement your own data, but keep the effort focused — it’s not about getting lots of data; it’s about using proprietary data and targeted analytics to yield insights into customer behavior.
• Encourage audience interaction. While visitors are consuming your content, get them to interact so you can catalog their tastes and preferences. The ubiquitous thumbs up/thumbs down is one option, but there are others. Stylebooks and pinboards like Polyvore and Pinterest are a great way to engage people and find out more about them; another is to track articles that people comment on or share. Pick product categories where you can really drive sales, and ideally consummate transactions.
• Keep ‘em coming back. To build up your customer insights inventory, you need to keep your visitors coming back. Good content isn’t enough; follow up with tailored email programs promoting offers and rewards for engagement and loyalty. You’ll need to create a permanent memory of customers by using persistent cookies to ensure a consistent user identity that lets you track and understand behavior over the long term.
• Buddy up to e-commerce players. Build up a portfolio of partners spanning a range of business models and target segments. Work with your partners to understand what customers and information are valuable to them. Use the knowledge of your audience to alert your partners when a shopper is ready to buy, and give them clues about what he or she is looking for. Imagine that one of your users arrives at a travel-related site belonging to one of your e-commerce partners. The site checks to see if the user is a lead from your site and asks for useful information. Your site informs the travel site that the user has been reading about travel in Greece for the past three weeks and is probably ready to book a sailing holiday. The travel site then shows the visitor relevant packages that will encourage her to buy.

You don’t have to choose between advertising and generating leads; you can pursue both at once. Nor do you have to alienate your existing advertisers. Instead, renegotiate and show them they will get better value by paying you to deliver hot leads as well as show ads.

The economics of online publishing are tough. Securing a new revenue flow from lead generation could allow media companies to tip the balance of the business in their favor and transform their role in the e-commerce marketplace.

Source: http://blogs.hbr.org/cs/2013/02/digital_may_be_the_future.html

In 2013, Mobile, Social Lead Shift From Traditional Media to Digital

Transition from newspapers and magazines to digital formats continues  apace

As marketers deal with an increasingly fractured media landscape, they will  continue to shift their focus away from traditional media to digital channels,  according to a poll of US marketing professionals conducted by Inavero for staffing firm Aquent and the American Marketing Association (AMA).

Traditional mass media once offered marketers the benefit of reach, but now,  fragmented and dwindling audiences, as well as comparatively cruder metrics,  have led marketers to focus their efforts on digital media. Print media has  suffered the greatest loss of interest, with about three in 10 respondents to  the October through November 2012 survey expecting their organizations to  decrease attention paid to newspapers and consumer magazines in 2013. More than  one out of five respondents even expected TV to see decreased attention.

On the digital side, mobile and social media were the two categories expected  to see the most increased attention in 2013. In fact, more than eight in 10 of  those polled named mobile media as a target for increased focus, while just over  three-quarters of respondents said the same for social media. Marketers were  less preoccupied with turning more efforts toward paid search (59%) and email  campaigns (56%), although more than half of marketers still expected to increase  their attention on these channels as well.

And while marketers expressed a clear understanding of the importance of  digital media and showed a determination to double down on many of their online  and mobile efforts, they also expressed trepidation about the speed at which  marketing can now change. Just over half of respondents, 54%, felt that their  marketing team was unable to handle new technologies and trends.

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Bron: http://www.emarketer.com/Article/2013-Mobile-Social-Lead-Shift-Traditional-Media-Digital/1009677

BEHOLD: The First Banner Ad Ever — From 1994

Jim Edwards|Feb. 13, 2013,  5:24 PM|3,988|3

YouTube / Warren Meyer

Joe McCambley, co-founder of  The Wonderfactory, a New York digital branding firm, reminded us this week in  the Harvard Business Review that he was responsible for the best — and worst — online ad invention the internet has ever seen: The first ever banner ad.

 

Since it first appeared in October 1994 to promote seven art museums,  sponsored by AT&T, to the readers of HotWired.com, the banner ad has earned  publishers billions of dollars in revenues.

Its ubiquity has also driven ad prices down to levels that have bankrupted  dozens of old media companies, and web users largely revile them

Indeed,  there’s an entire industry of digital agencies currently devoted to dreaming up  ways of marketing on the net that don’t involve banners.

And yet it persists. (Business  Insider = guilty!)

The first banner ad was made by Modem Media, a digital agency where McCambley  worked, that was later acquired and folded into Digitas.

Of those who saw the ad, 44 percent clicked, McCambley remembers. Here it  is: