Posts Tagged ‘marketing’

Marketers Are Pushing Hard to Be Seen at This Year’s Super Bowl

January 27, 2014  |  Media Week  |  No Comments

Bud Light’s Rob McCarthy huddled with his marketing team in New Orleans on the eve of last year’s Super Bowl

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Viacom’s Branded Content Play Is the Latest Among Cable Giants

January 22, 2014  |  Media Week  |  No Comments

Viacom is doing at scale something that TV entertainment companies—especially those with a wide footprint in the unscripted world—are treating like the advertising success of the future: It's creating a full division devoted to branded content. (The Nickelodeon family of kids' networks isn't a part of this—those channels operate under very different advertising rules.) The new group is called Viacom Velocity and will work closely with the marketing divisions of every adult network in the Viacom portfolio, including Comedy Central, MTV, VH1, Spike, TV Land and BET. The original content part of the unit—creative solutions, run by Neils Schuurmans, formerly evp of marketing and exec creative director at Spike—will serve partly as a think tank for new ideas. One example is Comedy Central's recent half-hour prime-time special with Kevin Hart—called Serve & Protect—which led into Hart's new movie with Ice Cube, Ride Along. The other part of the venture will be working with existing talent. Evp Dario Spina will head the integrated marketing half of the equation, working on content that "weaves in and out of our existing programming," as Spina puts it. Both involve a significant amount of production oversight, as well as air traffic control between very different brands. "This is something we've been doing informally for the last few years and it's really reaching a tipping point of scale," said company ad sales head Jeff Lucas, who is also refreshingly frank about why the company is announcing the new unit now: "As we're approaching the upfront, we want to make some noise to get out there and broaden it." Indeed, it's a good time to formalize this setup—throughout television, it's harder every year to sell clients on a purely spot-based buy. Viewers skip ads, they pirate, they wait for the DVD set or the streaming air date, or they buy by episode on digital. But Lucas says this is the way forward. "We've spent years investing in content based on deep research," he told Adweek. "We can get closer to the creators of that content than anyone." (Both Spina and Schuurmans report to Lucas.) Network executives at several companies have been trying to do this on different levels for years—a few years ago at NBCUniversal, Lauren Zalaznick (who left the company late last year) instituted cross-network demo buys for women and Hispanic viewers that forced the sometimes internally competitive NBCU family to play nice together when it came to pleasing ad clients. Ad sales president Linda Yaccarino created a "client solutions group" with similar aims in October. Discovery purchased Revision3 last year in a bid to create more deeply branded properties that aligned with its existing linear networks; thus far its Animalist and Test Tube digital platforms (half-siblings of cable channels Animal Planet and Science) have yielded several sponsorships. And Turner has Funny or Die and a particularly deep client-network setup at Adult Swim—with the exception of reality, comedy content is the easiest to integrate.

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Viacom Is Creating a Full Division Devoted to Branded Content

January 22, 2014  |  Media Week  |  No Comments

Viacom is doing at scale something that TV entertainment companies—especially those with a wide footprint in the unscripted world—are relying heavily on for growth: It's creating a full division devoted to branded content. (The Nickelodeon family of kids' networks isn't a part of this—those channels operate under very different advertising rules.) The new group is called Viacom Velocity and will work closely with the marketing divisions of every adult network in the Viacom portfolio, including Comedy Central, MTV, VH1, Spike, TV Land and BET. The original content part of the unit—creative solutions, run by Neils Schuurmans, formerly evp of marketing and exec creative director at Spike—will serve partly as a think tank for new ideas. One example is Comedy Central's recent half-hour prime-time special with Kevin Hart—called Serve & Protect—which led into Hart's new movie with Ice Cube, Ride Along. The other part of the venture will be working with existing talent. Evp Dario Spina will head the integrated marketing half of the equation, working on content that "weaves in and out of our existing programming," as Spina puts it. Both involve a significant amount of production oversight, as well as air traffic control between very different brands. "This is something we've been doing informally for the last few years and it's really reaching a tipping point of scale," said company ad sales head Jeff Lucas, who is also refreshingly frank about why the company is announcing the new unit now: "As we're approaching the upfront, we want to make some noise to get out there and broaden it." Indeed, it's a good time to formalize this setup—throughout television, it's harder every year to sell clients on a purely spot-based buy. Viewers skip ads, they pirate, they wait for the DVD set or the streaming air date, or they buy by episode on digital. But Lucas says this is the way forward. "We've spent years investing in content based on deep research," he told Adweek. "We can get closer to the creators of that content than anyone." (Both Spina and Schuurmans report to Lucas.) Network executives at several companies have been trying to do this on different levels for years—a few years ago at NBCUniversal, Lauren Zalaznick (who left the company late last year) instituted cross-network demo buys for women and Hispanic viewers that forced the sometimes internally competitive NBCU family to play nice together when it came to pleasing ad clients. Ad sales president Linda Yaccarino created a "client solutions group" with similar aims in October. Discovery purchased Revision3 last year in a bid to create more deeply branded properties that aligned with its existing linear networks; thus far its Animalist and Test Tube digital platforms (half-siblings of cable channels Animal Planet and Science) have yielded several sponsorships. And Turner has Funny or Die and a particularly deep client-network setup at Adult Swim—with the exception of reality, comedy content is the easiest to integrate. But Viacom has been doing this sort of thing well and for a long time: Spike, in particular, has been a focal point—it does Dick Clark-style countdowns to the release of new Call of Duty games, and the whole organization united to promote Relativity's raunch-comedy anthology (which is poised to sweep the Razzies this year).

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Oracle Acquires Cloud Marketing Player Responsys for $1.5 Billion

December 20, 2013  |  All Things Digital  |  No Comments

Marketing software in the cloud is still pretty hot. Software giant Oracle proved it today by saying it will spend $1.5 billion to acquire email marketing company Responsys for $27 a share. The deal works out to a 38 percent premium over Responsys’ closing price on Thursday. The company went public in 2011 at $12 a share. Responsys has been mentioned often as a likely acquisition target since Salesforce.com acquired ExactTarget in June for $2.5 billion. That leaves Constant Contact, another email marketing company, available — its shares rose by more than four percent today in the wake of this deal. And while we’re at it, it’s worth mentioning that shares of Marketo, another cloud-based marketing company, are up by more than nine percent this morning. Oracle said it will combine Responsys with another recent acquisition, Eloqua, which it bought a year ago today for $871 million . The result will be a marketing cloud product that serves both the business-to-business and business-to-consumer ends of the spectrum. The deal will close early in the new year. Here’s Oracle’s original announcement: Oracle Buys Responsys Creates the World’s Largest Modern Marketing Cloud by Adding Leading B2C Marketing Orchestration Platform Redwood Shores, Calif. — December 20, 2013 Oracle today announced that it has entered into an agreement to acquire Responsys, Inc. (NASDAQ: MKTG), the leading provider of enterprise-scale cloud-based B2C marketing software, for $27.00 per share in cash or approximately $1.5 billion, net of Responsys’ cash. Responsys is used by the most respected B2C brands across the globe to orchestrate marketing interactions across email, mobile, social, display and the web, at massive scale. The addition of Responsys extends Oracle’s Customer Experience Cloud, which includes Commerce, Sales, Service, Social and the Oracle Marketing Cloud. By bringing together Responsys and Oracle Eloqua in the Marketing Cloud, for the first time CMOs that support industries with B2C or B2B business models will be equipped to drive exceptional customer experiences across marketing interactions and throughout the customer lifecycle from a single platform. The Board of Directors of Responsys has unanimously approved the transaction.

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Top Microsoft Finance Exec Koefoed Departs for Puppet Labs

December 4, 2013  |  All Things Digital  |  No Comments

One of the voices I always enjoyed over the years at the start of Microsoft earnings calls, Bill Koefoed, will be leaving the software giant after eight years to take a job as CFO of Puppet Labs. Most recently, he was working as CFO in the Skype and then in the marketing and business development unit. But Koefoed is perhaps best known, as I called him, as “Microsoft investor relations dude-in-chief.” Puppet Labs develops IT automation software, with almost $46 million in funding from Kleiner Perkins, Google Ventures, True Ventures, VMware and others.

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10 Brands That Changed the World [Video]

November 20, 2013  |  Media Week  |  No Comments

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The Legendary George Lois Works With His Son and Grandson

November 14, 2013  |  Media Week  |  No Comments

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Comedy Central Is Dismantling Its Digital Wall

October 14, 2013  |  Media Week  |  No Comments

Can a network merge its digital unit with the rest of the corporate structure? Comedy Central thinks it can—today, the network is announcing it’s done exactly that. The next question, of course, is how the agency and client worlds will react. “We basically dismantled the department formerly known as digital,” said Michele Ganeless, president of the network. “We had a digital team that made digital content and digital marketing and scheduled the digital platforms, and then ... we realized that our audience doesn’t think of it that way. And we shouldn’t, either.” Accordingly, David Bernath is now evp, programming and multiplatform strategy, and Walter Levitt is now CMO. (Kent Alterman became president, content development and original programming earlier this year.) Across the network, among employees who manned Twitter feeds or posted fan art to Facebook accounts, Ganeless said, “Everyone who was speaking directly to our viewers now works in marketing.” But how does all this work with an agency world that is still to some extent siloed into digital and linear groups? Gibbs Haljun, managing director, media investment at GroupM, says it should work pretty well given that most agencies are already requiring their digital and linear divisions to work closely. “Everybody, regardless of whether the groups are separate or not, has to work closely together,” said Haljun. “You’re going to have video that lives on three different plans. It’s going to live on print in my iPad editions, it’s going to live on TV, and it’s going to live on digital video.” Naturally, it behooves a network that targets the 18-34 demo keep up with the times. Nielsen decided back in February to redefine what constituted a TV watching household and began including connected TV viewing

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Comedy Central Is Dismantling Its Digital Wall

October 14, 2013  |  Media Week  |  No Comments

Can a network merge its digital unit with the rest of the corporate structure? Comedy Central thinks it can—today, the network is announcing it’s done exactly that. The next question, of course, is how the agency and client worlds will react. “We basically dismantled the department formerly known as digital,” said Michele Ganeless, president of the network. “We had a digital team that made digital content and digital marketing and scheduled the digital platforms, and then ... we realized that our audience doesn’t think of it that way.

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New AOL Networks CEO Bob Lord Talks About Where the Online Ad Market Is Headed (Video)

September 13, 2013  |  All Things Digital  |  No Comments

Lauren Goode/ATD AOL Networks CEO Bob Lord Earlier this week, Bob Lord, the new CEO of its AOL Networks, sat down at AllThingsD global HQ for a chat with me about his new job. A well-regarded industry veteran who was most recently global CEO of Razorfish and CEO of Publicis Groupe’s digital technologies division, he is now in charge of the suite of marketing and advertising services and technologies at the New York company. The job is largely centered on selling premium display, video and mobile network ads for the Web portal via its automated technology systems. As I noted when Lord was hired at the end of August , “AOL is hoping to use tech means to boost its business, but results have been harder to realize. While revenue rose in the recent quarter, profits declined. Lord is a good choice to help push AOL forward, with much ad tech experience over the years, especially at Razorfish.” Here he is talking about all that and more, including a book he recently co-authored, titled “Converge: Transforming Business at the Intersection of Marketing and Technology,” in a video interview: [ See post to watch video ]

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