Beet.TV The root to the media revolution 2015-07-30T16:43:20Z WordPress Andy Plesser <![CDATA[Video Ad Platform Jun Group Raises $28 Million In First Venture Round]]> 2015-07-30T10:32:02Z 2015-07-30T10:28:34Z The Jun Group, a New York-based video ad platform that places ads in custom video players on publisher sites and within mobile apps, has taken its first venture round since being formed in 2005, the company announced today.

The company, founded in 205, has taken some debt financing and is profitable, CEO Mitchell Reichgut tells TechCrunch’s Anthony Ha in this report. This  first round is $28 million.  More on the investment reported by Mike Shields in the Wall Street Journal.

In January at the Beet.TV executive retreat in Fort Lauderdale, we interviewed Reichgut about the growth of his company – particularly in the mobile space.  We have republished that video with today’s news.

Robert Andrews <![CDATA[Hearst CEO Swartz’ Career Advice: Follow Your Passion To The Top]]> 2015-07-30T10:01:20Z 2015-07-30T10:01:20Z Steven R. Swartz isn’t the only business reporter to make it big on the business side of reporting. Sequoia venture capitalist Michael Moritz wrote for Time magazine before making tech investments, for example. But he is one of the few to have risen to the very top of the company he has worked in for so long.

Swartz began his career in 1984 as a reporter with The Wall Street Journal after graduating from Harvard. Then he served as an editor on the Journal’s Page One staff from 1989 to 1991.

“Like a lot of folks of my generation, I went in through journalism,” he tells Beet.TV in this video interview. “I was influenced by my fascination with the Watergate case. It led me to think that being a journalist is something that has great social responsibility.”

But Swartz’ executive career got started when, in 1995, he was named president and CEO of SmartMoney, a magazine venture Hearst and the Journal launched four years earlier with Swartz as founding editor.

He went on to be EVP and then president of Hearst Newspapers, before being named president and CEO of Hearst in its entirety in June 2013. That puts Swartz in charge of a multi-media empire. But his position is one he credits with following his early passion.

“Doing things you’re passionate about really works,” he says. “I got my start as a newspaper reporter – it’s because that’s what I was most interested in. That led to so many other things.

“How does one lead to another? When I was getting out of college, being a reporter was what I was most excited about. I did it, I loved it and it’s worked out.”

For a time, it didn’t look like it would. Swartz ran Hearst Newspapers during the economic turmoil of 2008 to 2010, when papers suffered a battering as advertisers pulled back on funding.  In 2009, Hearst turned its Seattle Post-Intelligencer web-only.

But Swartz says it was a challenge the company rode out.

“We did a lot of intelligent cost-cutting that did not involve taking journalists off or cutting the quality of the newsprint,” he recalls. “We focused on our culture and people, making sure we supported each other through difficult times.”

Now those changes have been made, the overall industry has stabilized to flat fortunes or more muted declines, with Swartz says Hearst’s papers have shown profit for four straight years.

As the media landscape swirls around us, Hearst is making bets on a digital future not just by reinventing its own properties but also by investing in targets like Vice Media, BuzzFeed and AwesomenessTV. Latest rumors are that the company is working on a special ecommerce project with Snapchat.


Swartz was interviewed for Beet.TV by David J. Moore, chairman of Xaxis and president of WPP Digital.  The taping took place in New York.  This is part of Beet.TV series title the Media Revolutionaries.  The series is sponsored by Xaxis and Microsoft. 

Cotton Delo <![CDATA[“It’s Going to Take a Village to Produce Creative”: Tribal’s Guest]]> 2015-07-29T16:54:40Z 2015-07-29T16:54:23Z CANNES — One consequence of the rise of data-driven marketing is brands creating tens of even hundreds of ads for various audience segments for a single campaign, not just two or three like in the old days.

It’s “great from a sales perspective and not so great from a marketing cost perspective,” says Richard Guest, president of Tribal North America, in an interview with Beet.TV. He observes that brands are going to need to adopt more cost-effective models to meet their content demands, pulling in consumer-generated content, media-produced content and content from other non-traditional sources, in addition to tapping their agencies.

In Guest’s view, it’s going to “take a village” to produce branded content at scale in the new media landscape.

“The content requirements that are being placed on brands are simply escalating at such a pace that no brand can afford to produce every single piece of content they want to with a single agency,” he says.

We interviewed Guest at the Cannes Lions Festival as part of a series on targeted TV advertising presented by AT&T Adworks. Please visit this page for more videos from the series.


Cotton Delo <![CDATA[Data is an “Enabler” of Creativity, JWT’s Jeffrey]]> 2015-07-28T13:10:48Z 2015-07-28T13:06:34Z When J. Walter Thompson’s Non-Executive Chairman Bob Jeffrey got his start in advertising, it was normal for agencies to present a single TV spot to prospective clients in order to prove their credentials. For example, at Chiat/Day, where he worked early in his career, they showed the “1984” Apple spot.

However, today’s top creative directors probably wouldn’t be showing off TV work.

“It would be a cool idea that somehow got communicated or executed in either an existing channel, a non-traditional channel, or actually a channel that we created,” says Jeffrey in an interview with Beet.TV. At the end of last year, he stepped down as JWT’s worldwide CEO after 11 years in the job.

And while data has upended the process of conceptualizing and executing campaigns in many respects, sometimes providing an overwhelming amount of research and insights to make sense of, Jeffrey sees it as an enabler of creativity.

“It actually gives creative people more to work with,” he says.

This segment is part of Beet.TV’s “Media Revolutionaries,” a 50-part series of interviews with key innovators and leaders in the media, technology and advertising industries, sponsored by Xaxis and Microsoft. Xaxis is a unit of WPP.

Jeffrey was interviewed for Beet.TV by David J. Moore, Chairman of Xaxis and President of WPP Digital.

Robert Andrews <![CDATA[Addressable TV will Provide Unprecedented Granularity, SMG’s Scheppach]]> 2015-07-28T12:28:08Z 2015-07-28T12:06:49Z CANNES — So-called “addressable TV”, in which TV sets can now speak back to broadcasters, are tantalizing with the promise of household-level ad targeting.

But addressable TV is not just about more refined TV targeting – the device in the living room is one platform that will feed in signals to an overall system which will produce unprecedented customer granularity – that’s multi-touch attribution, according to SMG precision video director Tracey Scheppach.

 “We can combine that with other digital signals … and connect them in a unique ID through companies like Liveramp,” she told a Cannes Lions panel recorded by Beet.TV. “Make those connections to say, ‘This is a handheld device that belongs to this home’. You’re able to say ‘What piece of the media pie drove the conversion?’ That is new.”

Scheppach credits location-based ad tech platforms like placeIQ with helping enabling the change, but says many others are also advancing the possibilities.

Michael Bologna, president of GroupM’s Modi Media division, which is working on addressable TV ads, said: “For the past 15 years, we’ve been putting ads on television, ads on the internet and, for two thirds of that, ads on mobile phones. We have very little of an idea what the unduplicated reach and frequency is between all those screens. To (show that), that’s a really really big deal and shouldn’t be taken lightly.”

Also commenting is Mike Welch, president of AT&T AdWorks.  The session was moderated by Terence Kawaja, CEO of boutique investment bank LUMA Partners.

This session was part of a Cannes panel discussion on targeted TV advertising co-presented  Beet.TV and AT&T AdWorks. Please visit this page for more videos from the series.

Andy Plesser <![CDATA[Careers in AdTech Will be Powered by Digital Transformation, AOL CEO Tim Armstrong]]> 2015-07-27T23:27:37Z 2015-07-27T23:01:23Z Less than 10 percent of e-commerce and advertising is powered digitally —  but that will inevitably change. And the looming transformation will provides a twenty to thirty-year “tailwind” for the entire adtech and media industry which will mean vast opportunities for young people entering the industry, says Tim Armstrong, CEO and Chairman of AOL Inc in this video.

Also in this segment about careers, Wenda Harris Millard, COO of powerhouse media consultancy MediaLink, shares her enthusiasm for the business which she sees at the crossroads of Madison Avenue, Wall Street, Hollywood and Silicon Valley.   She talks about entrepreneurial opportunities inside both large and small companies and touts the unique acceptance of failure in the business.

And finally in this segment is Shelly Lazarus, Chairman Emeritus of Ogilvy & Mather, talks about the unique personalities and excitement of the advertising industry.

These three executives are featured in the Media Revolutionaries,  a 50-part series with leaders in the adtech, media and advertising industries.  These are excerpts from the series. The interviews were conducted by David J. Moore, Chairman of Xaxis and President of WPP Digital.  The series is sponsored by Xaxis and Microsoft.

Andy Plesser <![CDATA[Big Changes in the Values of Brands Powered by Geography and Technology, Sir Martin Sorrell]]> 2015-07-27T11:49:36Z 2015-07-27T02:17:17Z In the past 10 years, since the WPP-owned global brand consultancy Millward Brown has tracked the value of brands with its BRANDZ 100 rankings, there have been many changes.  Over that period, nearly half of the companies have changed.  This upheaval  has been powered by two major factors:  geography and technology innovation observes Sir Martin Sorrell, CEO and founder of WPP.

We spoke with him last week about the the rankings at industry event hosted by Millward Brown and WPP.

Leading the list the most valuable brands are Apple, Google, Microsoft and IBM.   Over a dozen Chinese companies have made the rankings, but from just one company 10 years ago.


Andy Plesser <![CDATA[Addressable TV Advertising is Changing the “Lumascape,” Banker Kawaja]]> 2015-07-30T16:43:20Z 2015-07-27T00:12:30Z CANNES – As addressable TV advertising emerges, so are a number of companies including Visible World (recently bought by Comcast), Clypd, Simulmedia and others.  For the new medium to succeed, one essential will be companies that focus on yield management around addressable TV, says investment banker Terence Kawaja.

Kawaja is CEO of LUMA partners, a boutique investment bank in the adtech and media business. The firm’s “Lumascape” charts the intersection of various sectors of the industry.

He was interviewed last month at Cannes Lions at session on addressable TV hosted by AT&T AdWorks.  Kawaja moderated the program.  Please find videos from the event here.

Andy Plesser <![CDATA[A “Whole New World” of Video Advertising Coming to Comcast/NBCU, Driven by Set-top Data]]> 2015-07-26T23:14:53Z 2015-07-26T22:25:20Z CANNES – Comcast’s data from its twenty millions set-top boxes, coupled with marketers’ first party data, will create a “whole new world” for NBC Universal, for both advertising and content creation, explains Linda Yaccarino, Chairman, Advertising Sales and Client Partnerships in this this interview with Beet.TV

Comcast has been expanding its addressable technology via acquisitions including the recent one of Visible World.

She lays out her vision in this segment taped last month at the Cannes Lions Festival.

The video is part of the Media Revolutionaries series presented by Xaxis and Microsoft.   Interviewing her is David J. Moore, Chairman of Xaxis and President of WPP Digital.

Robert Andrews <![CDATA[WPP’s Sorrell Wants Nikkei To Make FT More Ad-Friendly]]> 2015-07-24T17:57:16Z 2015-07-24T17:57:16Z It was a WPP agency that devised The Financial Times’ once-famous marketing slogan, “No FT, no comment.” So, what does WPP CEO Sir Martin Sorrell think of Pearson’s sale of its newspaper to Japan’s Nikkei for £844m ($1.3bn) this week?

Speaking with Beet.TV in this video interview, Sorrell urges Nikkei to thaw an approach to advertisers he suggests had become rigid under Pearson.

“I’ve always looked at the FT and thought, in somebody else’s hands, it could be much more powerful,” he says.

“From an advertising point of view, we invest about $65m a year in the FT (for our clients). I guess we are a very significant proportion of their total advertising revenues. But, if you asked me intuitively, I would think it would be far more than $65m – I would think it would be at least double that.

“My people say the reason why it hasn’t been greater at the FT is the FT is not as flexible, they treat the brand as a premium brand. They haven’t been flexible enough in terms of advertising and sponsorship opportunities.

“The opportunity for Nikkei could well be to take a more flexible approach in terms of engaging with our clients, not treating it as a niche, premium brand or quite such an elevated brand.”

The FT had come to see the advertising revenue line as vulnerable during the throes of the 2009 economic collapse, preferring to reach paying business subscribers. Subscription income at the paper overtook advertising income back in 2012.

There were already signs of change within the FT before this week’s takeover. The success of its digital payments model came after the paper in 2007 turned its hard paywall in to a meter. Whilst that has been the catalyst for digital success, the publisher has since successively reduced the number of freely available articles, to as few as three.

This February, the FT switched the model to paid trials instead, an approach it said increases subscription rates from between 11% and 29%.

Alongside the sale announcement on Thursday, Pearson reported that the FT, in the first half of this year, grew paid circulation by 9% year-on-year, with digital users up 14% to nearly 520,000 as a result of the new model.

In contrast to Sorrell’s comments, Pearson’s earnings stated: “The FT continues to take advertising market share globally.”

We spoke with him yesterday in Manhattan at the Millward Brown conference which explored the annual BRANDZ rankings of the world’s most valuable brands.

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