Friday, August 29, 2025

Choreographing Data: How Locality is Simplifying Local TV Advertising

 

SPONSOR CONTENT FROM LOCALITY

Choreographing Data: How Locality is Simplifying Local TV Advertising

    Choreographing Data: How Locality is Simplifying Local TV Advertising 

    Locality’s LocalX platform unifies planning, activation and measurement to solve long-standing challenges in local video advertising

     

    Brands wanting to tap into the power of local advertising face unique challenges that national solutions simply weren’t built to address. With disconnected tools, siloed data, and complex workflows, marketers can find themselves navigating a maze with limited resources. 

    New tools can confront the challenge and maximize the vast trove of data available to advertisers. Steve Silvestri, Head of Data Innovation at Locality, explains how their new LocalX platform is changing the game by unifying the signals that matter most to local advertisers — while leveraging artificial intelligence to extract actionable insights that drive performance.

    “Up until now, most of the tools out there were built for national campaigns, and they don’t flex easily to local applications,” Silvestri says. “Local buyers are just navigating this maze of disconnected tools, datasets, and a ton of publishers that claim to have representation. It’s really hard to discern and navigate the landscape.”

    What local advertisers need, he says, are solutions that are flexible, modular, and purpose-built for local — not something retrofitted from national.

    “Local advertisers have more nuanced data needs than national campaigns — they have brick-and-mortar locations, care about foot traffic, and need to understand signals related to what’s unique in their specific markets.

    “One size doesn’t fit all, but the right-sized framework can provide custom solutions that allow advertisers to do what they want to do,” Silvestri explains.

    Whether that’s focusing on viewership data, foot traffic analysis, or brand building, local advertisers need the flexibility to blend different data sources based on their specific KPIs and market needs.

    Locality’s approach elevates the collection and management of data to a science, where the overwhelming amounts of data can be corralled into manageable insights using powerful AI tools.

    “For example, who’s going to spend the time needed to look at weather, foot traffic, media-impression level data over the next two to three years to determine patterns,” Silvestri asks. “And why things happened in one market or one zip code and didn’t happen in the others when they look exactly alike? Those are all extremely valuable to understand on the local level, and AI can help us unlock that.”

    To Silvestri, the coordination of it all is not unlike putting together an elaborate dance.

    “The choreography of all available data is critically important — especially now that local video is a fully measurable medium.”

     

    Unified Approach

    Locality’s deep experience with local markets and how they work gives advertisers a leg up understanding the local media ecosystem. Taking a unified approach to planning, activation and measurement — all under one roof — means brands get a comprehensive view they likely didn’t have before.

    “Unification is key,” Silvestri says. “The real-time signals that are available on the digital ecosystem really help drive that full feedback loop — the right data expressing and informing the campaign, and the right data to measure.”

    The LocalX platform reflects this flexible approach, letting clients engage with Locality in multiple ways. 

    “You can leverage us for our intelligence — from planning to audience activation on the audiences we touch each and every day, through advanced post-campaign analysis and re-activation,” Silvestri explains.

    This includes the ability to bring their own first-party data and create “super fueled intelligence” based on custom combinations of viewership, performance data, and local signals.

    Central to these local signals is the wealth of information from Automatic Content Recognition (ACR), which has fundamentally changed what’s possible in local advertising measurement.

    “ACR unlocks a whole bunch of viewership data across the market,” Silvestri says. “It captures everything on the glass — whether someone’s actively viewing content in a digital streaming environment or watching linear television.”

    Providing granular insights into viewing behavior on a large scale across all markets, ACR delivers an unprecedented amount of data that brands can use to maximize every ad dollar. The trick is having the right tools to process it all.

     

    AI applications for local intelligence

    Artificial Intelligence, which seems to be doubling in its abilities with each passing month, offers “always-on” intelligence to manage massive data sets. Equally important is the ability to accurately process the right data at those real-time speeds. 

    For advertisers without their own data-science teams, next-generation data applications can offer "data science in a box" features that affordably identify patterns across multiple variables. More than ever before, AI has the potential to help isolate why two seemingly identical markets can see drastically different results with the same ad — or uncover valuable opportunities.

    “We were able to use that to inform and re-express the next buy,” he says. “Next thing you know, we’ve identified 700 new Zip codes that the advertiser would have never considered.”

    But that doesn’t mean AI can do the job alone.

    “AI is a tool, and it’s not replacing the emotional intelligence and the creativity of what we do day in and day out,” Silvestri says. “It’s more about the assistance and resource efficiencies — allowing us to explore data in a fast, effective, and meaningful way.”

     

    Data Choreography, Clean Rooms and the Full Campaign Lifecycle

    Breaking down the silos between planning, activation, and measurement helps create a unified data architecture for local intelligence. Optimized in real-time, data sets are reconciled into meaningful insights that reflect the full life cycle of the ad.

    “This is the choreography,” Silvestri says. “And it’s super important that we’re working very closely with brands in a consultative fashion to make it all come together.”

     Along with AI, another powerful tool for Locality is the use of data clean rooms. Few brands want to share their hard-won data and insights with the world, and these secure setups ensure privacy.

    “It’s a safe space where data never leaves the individual environments in which it currently resides,” Silvestri explains. “So, we can create a new data set from the two combined, which could never be reverse engineered.”

    Combining anonymous data sets supercharges the iterative process and extends the value of the data collected on either side.

    “Getting that kind of access gives us a lot more power to bring these insights to bear in local markets,” Silvestri says. “It’s a great use of AI that we’re really excited about and that will really benefit our advertisers.”

     

    The Future of Data Innovation at Locality

    Silvestri has an optimistic view of the road ahead. Looking just 12-18 months in the future, he sees even more enhanced data applications coming to market as well as more clean room partnerships. For Silvestri, this represents a fundamental shift in what’s possible for local advertisers.

    “When you align the new world of next generation data solutions with media decisioning, you unlock opportunity that redefines boundaries. It’s just a tremendous tool for local advertisers.”

    And even though he’s the Head of Data Innovation, Silvestri says it’s more than just a numbers game.

    “These big advances in data collection and intelligence are impressive and will really amplify our ability to serve our customers,” he says. “But what really sets Locality apart is our combination of scale, premium inventory, and deep local expertise across both streaming and broadcast — all delivered through one point of contact. That’s a powerful combination.”

    I'd Like A Prescription Against Prescription Meds TV Ads

     

    Commentary

    I'd Like A Prescription Against Prescription Meds TV Ads

    Whether you lean right or left, everyone can probably agree that Oh-Oh-Oh-Ozempic is advertising too much. Our current Health and Human Services Secretary, Robert F. Kennedy Jr., has long criticized the practice of allowing pharmaceutical companies to advertise directly to consumers, which is legal only in the United States and New Zealand.

    Despite RFK Jr's public position, imposing a total ban would face significant legal hurdles, including challenges related to corporate free speech. And there is a hefty lobby investment from the pharma industry.

    According to the website Open Secrets, $16+ million was spent by Pharmaceuticals/Health Products PACs to candidates in the year 2023-2024, of which $7.1+ million went to Democrats and $8.8+ million to Republicans.

    So any changes are likely to be complex and slow, if they happen at all, and we will have to continue to suffer from overkill in ad breaks for the foreseeable future.

    How much overkill, you ask? Here is a stat from eMarketer:

    Approximately 1 million people in the United States have ulcerative colitis (UC), or around 1.0% of the population, though overall irritable bowel disease (IBD) estimates are higher, with some sources placing the total number of adults living with IBD (including UC and Crohn's disease) as high as 3.1 million. That is still a very small percentage. Yet ad spend for medicines for this category is ranked at number two, three and six on the above table.

    In the U.S., around 31.6 million people (roughly 10% of the population) have some form of eczema. According to the National Psoriasis Foundation, approximately 8 million people, or roughly 3% of the population in the United States, have psoriasis.

    Critics of pharma advertising often state that pharma ads routinely overemphasize benefits, only partially inform its audience, and create “pressure to prescribe” for doctors when there are cheaper, non-branded alternatives available. But given this is a marketing and advertising platform, let’s look at it from that angle.

    I am going out on a limb here to say that if you are targeting less than 10% of the U.S. population, you have no reason to be spending money on broad-reaching media like network, cable or streaming TV. These are among the most expensive touchpoints you can buy as a marketer. Yes, it lends prestige and still delivers probably the most powerful connection with consumers, but the amount of waste these brands are willing to absorb seems out of proportion. Especially when there are much more cost-efficient alternatives available, even for video ads.

    If conversion is your metric to apply, I am going to guess those numbers also look bad for TV/cable/streamer networks. But the most important metric -- “sheer, unfiltered hatred for the overkill frequency of these ads and the seemingly unlimited funds to advertise” -- is perhaps the most important one. If I was in charge of one of those brands, I would be a contrarian and schedule differently, both in choice of platform as well as frequency. But what do I know?

    OOH Ad Spending Rises 3% To $2.86B In Q2

     

    OOH Ad Spending Rises 3% To $2.86B In Q2

    Out of home (OOH) advertising revenue grew 3% in the second quarter of 2025, reaching $2.86 billion, according to the Out Of Home Advertising Association of America (OAAA). The Q2 performance boosted OOH first-half growth to 2.6%.   

    The OAAA analysis found that with the 2026 World Cup just a year out (and to be played in North America) FIFA is already spending big in the medium – over $5 million in Q2 to promote the upcoming tournament.   

    Other standout trends per the OAAA rundown: 

    • 65 of the top 100 OOH advertisers increased spend vs. Q2 2024 

    • Digital OOH revenue jumped 9.2%  

    • Transit, financial services, and local services saw the strongest growth 

    • Tech and DTC brands – including Apple, Amazon, and T-Mobile – expanded their presence 

    Digital OOH, which accounted for 36% of quarterly sales, increased 9.2% from a year ago.

    Financial services (+32.9%), communications (+30.5%), insurance & real estate (+13.8%), and local services & amusements (+10.4%) were among the strongest performing industries in Q2.  

    The top 10 OOH product categories in volume for Q2 were: 

    1. Legal services 

    1. Hospitals, clinics & medical centers 

    1. Consumer banking  

    1. Domestic hotels & resorts 

    1. Local government 

    1. Colleges & universities 

    1. Quick service restaurants 

    1. Architects, contractors, engineers 

    1. Computer software (excluding games and education)  

    1. Chain food stores & supermarkets  

    The top 10 OOH advertisers in Q2 were Morgan & Morgan, Apple, McDonald’s, Coca-Cola, Verizon, Disney, Universal Pictures, Indeed, T-Mobile, and Comcast.   

    OAAA’s estimates are compiled using sources including Miller Kaplan and MediaRadar and member company affidavits. Revenue estimates include digital and static billboards, street furniture, transit, place-based, and cinema advertising. 

    Fox, YouTube TV Strike Long-Term Deal

     

    Fox, YouTube TV Strike Long-Term Deal

    Fox Corp. and YouTube TV have struck a new distribution agreement, after warnings with regard to dropping Fox networks, streamers, and local TV stations.

    Financial terms were not disclosed.

    The deal covers Fox News Channel, Fox Business Network, Fox Weather, Fox Sports, FS1, FS2, Fox Deportes, Big Ten Network, the Fox Television Network and all Fox local TV stations.

    The public dispute started up Monday when it was apparent that a renewal of the deal was in jeopardy.

    YouTube is the third-biggest virtual pay TV provider of over-the-air broadcast and cable TV networks, with 10 million U.S. subscribers -- behind Charter Communications (12.2 million) and Comcast Corp. (11.7 million).

    Fox Corp. said earlier in the week: "While Fox remains committed to reaching a fair agreement with Google’s YouTube TV, we are disappointed that Google continually exploits its outsized influence by proposing terms that are out of step with the marketplace.”

    "We’re committed to continuing to work with Fox to reach an agreement, but if their content becomes unavailable for an extended period of time, we'll offer our subscribers a $10 credit," a Google press release said.

    TV Station Owner Limits: To Be Lifted For Some, Not Others?

     

    Commentary

    TV Station Owner Limits: To Be Lifted For Some, Not Others?

    The Trump Administration may be looking to lift the limit on TV station ownership -- where a company cannot own TV stations which collectively exceed 39% of U.S. TV households.

    All this all seems predictable. But other stuff related to this possible move seems eye-opening.

    Consider the Trump administration's different perspective when it comes to businesses -- like the Federal government taking a 10% equity stake in chipmaker Intel.

    Reports say the Trump Administration via the Federal Communication Commission will lift the TV station ownership limit -- but only for independent TV station groups like Nexstar Media Group, Sinclair Inc. and others, not for the big four broadcast TV-network based companies that also own TV stations.

    Recently, Nexstar announced a $6.2 billion deal to buy Tegna, another major TV station group -- a deal that would put the combined company over the 39% limit.

    Following news of the deal, company execs referenced the probability of the 39% limit being lifted.

    Although the Trump Administration could be looking to keep the big four TV networks under the 39% cap, NBCUniversal says the law won’t allow it.

    “The answer is no. Differential treatment of broadcast licensees based on their ownership has no basis in law or policy,” said Angela Ball, senior vice president of regulatory affairs of NBCUniversal Media, in a recent filing with the FCC.

    Other recent reports reference President Trump accusing news programming on NBC, CBS, and ABC television networks of being “fake news” -- with the suggestion that the FCC should revoke the broadcast licenses of those TV station groups.

    And if that doesn’t work, those stations should “pay BIG” for using the airwaves, per social media posts.

    Without any evidence, Trump says 97% of the stories from the big four TV network-based companies they had aired about him were "BAD STORIES" and suggested they were an arm of the Democratic Party, according to NPR.

    This comes after two Trump lawsuits were settled for $16 million, one each from Paramount Global (for CBS) and Walt Disney (for ABC).

    For many this is all about putting pressure on news organizations for future content would be more favorable for the Trump Administration or the President personally.

    Analysts say this is next level stuff for media businesses -- initially believing that trying to patch complaints/issues with Trump via minor monetary compensation would seemingly let them move on with their businesses.

    It doesn’t appear that’s the case at all. Expect more legal filings to continue.

    The bifurcation of TV-media ownership between one company and another seems to be just the start. What will TV advertisers do -- if anything -- with regard to these massive shifts?

    Thursday, August 21, 2025

    Leveling Up Through Uncertainty: How Gaming Delivers for Brands

     Will Gaming ads have an opportunity for local-direct business to capture consumers who may be bored of no new series from the traditional ABC, CBS, FOX and the CW..or Netflix, Hulu or Prime Video or Paramount ? Philip Jay LeNoble, Ph.D.

    Commentary

    Leveling Up Through Uncertainty: How Gaming Delivers for Brands

    Economic uncertainty forces brands to rethink their marketing priorities, doubling down on essential channels to reach consumers where it matters most. At the same time, consumers are prioritizing what they consider essential, focusing their spending on necessities like food and household items while cutting back on discretionary spending. But gaming challenges what can be considered essential for brands and consumers alike.

    Gaming Isn’t a Splurge, It’s a Stay-At-Home Staple

    When money is tight, consumers rethink their priorities -- but entertainment remains non-negotiable. McKinsey reports that 67% of consumers plan to maintain or even increase their spending on home entertainment during recessions, prioritizing it over categories like home decor, electronics, and even personal care. When compared to other forms of at-home entertainment, gaming fulfills deeper emotional needs -- offering more connection, creativity, and escape that other forms struggle to match.


    Showing up in spaces where gamers gather -- whether it’s in the games they play, around the gaming content they consume, or at the events they attend -- allows brands to reach a captive and increasingly receptive audience, ESPECIALLY as spend slows.

     The Ecosystem Provides Access for All 

    The gaming world has never been more accessible. Free-to-play games across mobile, PC, and console platforms provide ample opportunities for exploration and entertainment without requiring a hefty upfront investment. For those with existing game libraries, "tackling the backlog" -- revisiting those already-purchased titles -- and searching online platforms for associated gameplay tips becomes an appealing way to engage in their passions while protecting their wallet. 

    Gaming isn't just accessible for consumers, it's also accessible for brands with a range of media-ready solutions that range from programmatic ads and website takeovers to in-game integrations and custom experiences. 

     Gaming Solves Social Needs

    As people cut back on expensive outings, gaming offers a valuable solution, providing a platform for friends and communities to come together online. Multiplayer games, online communities like Reddit, and media channels like Twitch, are platforms where millions already gather to play, watch and discuss their fandoms in real-time. 

    Connecting with consumers on a deeper level via activations that acknowledge the cultural nuances around gaming fandoms and communities can build lasting brand affinity.

     Digital Indulgence Doesn’t Slow Down 

    For those looking to indulge in treat culture, in-game purchases – known as microtransactions – are also available to enhance their experience with avatar skins or downloadable content. This behavior is remarkably resilient to financial pressures. Even if gamers have other financial commitments, like children or wedding planning, they’re likely to be buying accessories or in-game content.

    Partnering with franchises to provide in-game content to consumers is a great way to get your brand in front of them in a way that adds value to their gaming experience.

     Get Your Brand in Gaming 

    While recession planning amplifies the need for gaming activations, brands should always consider gaming an essential part of their ongoing marketing plan. With 79% of the global online audience gaming or consuming related content, a networked media experience isn’t complete until brands make an impact where their target consumer is living (and playing).


    Why SAG-AFTRA's Ad Tracking Rule Should Be the Industry Standard

     

    Commentary

    Why SAG-AFTRA's Ad Tracking Rule Should Be the Industry Standard

    For more than a decade, the U.S. advertising industry has been navigating a radical and unprecedented transformation. Industry standards and best practices around the creation, placement, and management of creative marketing assets are constantly being reshaped to align with the ongoing evolution and expansion of our digital media ecosystem. It's been a challenging journey, but one that continues to benefit immensely from the increasing adoption of standardized ad identifiers—the digital "bar codes" that track the distribution and performance of ads across multiple channels. 

    The concept of standardized ad tracking isn't new; it’s been evolving for more than two decades, initially to improve the efficiency of processes for traditional media. However, as the way people consume media has changed, so has the purpose and importance of this tracking. With the rapid emergence of new digital display and streaming mediums, it became clear that ad identification had a much more fundamental role to play, both in easing the growing pains of rapid modernization and in shaping the future of U.S. advertising. 


    The most recent evidence of this shift comes from SAG-AFTRA, the foremost American labor union for media professionals. Their recently ratified three-year Commercials Contract mandates the use of AD-ID codes in all creative assets that feature union talent. This decision speaks not only to the existing value of such systems but also to how essential ad identifiers have become in an industry defined by widespread fragmentation. In this complex landscape, accurately measuring campaign ROI is no longer negotiable for optimizing marketing dollars and safeguarding against economic headwinds. 

    For example, as video and display ads are distributed across an ever-broadening expanse of digital platforms, the ability to accurately and consistently track an ad’s visibility and performance across multiple mediums is critical. For SAG-AFTRA, this ensures that everyone involved in the production—from actors to costume designers—is properly and transparently compensated for their work. Utilizing an impartial and independent ad identifier in the US ecosystem enables trust and transparency in the calculation of residual payments, providing resolution to a major pain point. 

    The centralization of cross-media campaign metrics makes it far easier to guarantee fair compensation and streamline compliance with union contracts. However, this strategic transition away from elusive, siloed data and toward standardized, trackable creative assets isn't just about fairness and transparency; it's the core component in a much more far-reaching evolution of how the advertising industry operates. 

    The standardization of tracking and measurement translates to a wide range of business advantages, including improved operational efficiency, smarter planning, and an enhanced ability to influence purchasing decisions based on dynamic, data-driven insights into consumer behavior. Perhaps most importantly, standardized ad identification is the key to unlocking the comprehensive, cross-channel performance analysis needed to prove ROI and optimize budget allocation in today's complex media ecosystem. 

    Economic volatility and uncertainty are top concerns among marketing professionals. A recent report from the Interactive Advertising Bureau revealed that 94% of advertisers are worried about how economic shifts will impact ad spend. This concern is understandable when you consider that a constantly evolving digital media landscape has made marketing dollars more vulnerable to waste than ever before. The ANA reported an astonishing $20 billion in waste associated with global programmatic advertising in 2023, much of which can be attributed to data access and transparency issues. 

    Simply put, demonstrating ROI is becoming both more urgent and challenging. Previously straightforward questions about how, when, where, and how frequently ads are being delivered are almost impossible to answer without standardized tracking and measurement solutions. And while the adoption of these solutions continues to grow, with a boost from renewed mandates like SAG-AFTRA’s, there is still room for improvement. For instance, a recent audit of NBCUniversal found that only 15% of the media giant’s digital creatives were tagged with standardized identifiers. This generated discussion about their strong recommendation that creatives contain an ad identifier, which would allow them to better manage their own ad inventory and provide a better experience for viewers. 

    Still, the advertising sector remains on a healthy trajectory toward modernization. Moving forward, increased industry collaboration, as well as continued compliance with requirements like SAG-AFTRA’s, should help accelerate widespread adoption among U.S. advertisers. This will allow them to more effectively streamline creative workflows, optimize performance, and maximize ad revenue across all campaigns. 

    How can we as an industry work together to make universal ad tracking the mandate, not the exception

    MSNBC's Name Change: Will There Be Regrets?

     

    Commentary

    MSNBC's Name Change: Will There Be Regrets?

    MSNBC is changing its name to something that may have viewers, business partners and business analysts scratching their heads: MS NOW. It stands for My Source New Opinion World. 

    Will this hurt viewership and its business prospects?

    NBC says this is not an easy decision to make. Plenty of debate and discussions evolved in getting this result, according to executives. You can see the struggle.

    Under the new Versant group of spinoff NBC cable TV networks, some analysts are sure to believe that MSNBC will be dinged.

    Consider advertising brands currently buying into MSNBC.

    Many deals -- but not all -- have been part of an overall NBCUniversal advertising packaging of similar news-oriented content, including “NBC Nightly News,” “Dateline,” “Today,” CNBC, the daily business TV network, NBC News Now, and other properties.


    Going for separation now exists for some pieces of continued bundling for MSNBC. Soon after the initial spinoff announcement, NBCUniversal struck a two-year deal with Versant group to continue to sell advertising under its One Platform banner.

    So then what was the key deciding argument for the change? NBCU is not pointing in a specific direction. Perhaps history can help us out.

    Back in 2005, Microsoft made a decision to pull out its equity stake in MSNBC -- the "MS" part of the MSNBC brand name references Microsoft and its joint venture with NBCUniversal when MSNBC was initially launched in 1996.

    It was decided in 2005 that although Microsoft would not be a partner, executives believed they could keep the network's name because it was an established media brand.

    The change to MSNBC will not be made to its sister network CNBC -- partly due to the logic of its initial start, where it was referred to as the "Consumer News and Business Channel."

    The bottom line, according to Versant CEO Mark Lazarus, was that because “our brand requires a new, separate identity” it should pursue its own course.

    That might not sound convincing enough in a fast-moving legacy TV/streaming world.

    Look at what Warner Bros. Discovery recently did with its five-year-old premium streaming service. At launch in 2020, it was called HBO Max. But then, with WBD's executives believing the service was more than just HBO content -- Discovery Channel, HGTV, CNN and others being included -- the company dropped the "HBO" moniker part in 2023, leaving it to become just "Max."

    But now in a tougher streaming marketplace, it believed that was a mistake as well. The topline "HBO" name carries way too much marketing punch, and the platform returned earlier this year to HBO Max.

    Creating established and thriving media brands is a hard enough job. Alternating a brand name -- even a little -- can be harmful.

    Look at one established social media brand. While questionable senior management moves and social media posts should be factored in, maybe ‘X’ shouldn’t have changed from ‘Twitter’.

    Changing MSNBC to a vague, less-than-impactful MS NOW, might seem to suggest more of a possible fumble: MS MISS?

    Multiview' Screen Channels: Promote, Deep Viewing... Or Headaches?

     

    Commentary

    'Multiview' Screen Channels: Promote, Deep Viewing... Or Headaches?

    DirecTV is upping its intensity when it comes to giving viewers more choice and more access points -- for those who need more places to figure out what they want to watch. It is adding seven more “multiview” channels.

    Is that a good idea?

    DirectTV has had this multiview technology for over 20 years. These are places where on one single screen you can watch up to four live programs at the same time. There is also the ability to toggle around those screens, hit "enter," and head to that channel for a single view.

    DirecTV is adding seven of these channels with different network genre emphasis -- a general sports channel (ESPN, ESPN1, NBC Sports, FS1) as well as one for sports leagues (MLB Network, NBA TV, NHL Network, NFL Network).

    There is also a “News Mix” one -- including CNN, Fox News Channel, Fox Weather, MSNBC; “Business Mix” (Bloomberg Television, CNBC, Cheddar News, Fox Business), and “Kids Mix” (Disney Channel, Disney Jr., Disney XD, Nickelodeon).


    And if that isn’t enough it has a “Local Mix” -- where local TV stations affiliates can be viewed.

    And just in case you need more sports channels to consider, there is a “Sunday Sports Mix” (CBS, Fox, ESPN and FS1), starting September 7.

    Considering its long-time effort here, DirecTV must have collected lots of data when it comes to its usage.

    It would be interesting to see how viewers are using these channels these days -- especially if viewers are also holding phones in their hands.

    Since the dawn of pay TV network bundles in the late 1970s (cable, satellite, telco) all operators have provided different versions of these "promotional" channels to boost interest.

    Now, decades later -- with way more digital screens to consider for some modern consumers -- and consumer focal points getting more complex -- what's the value now for networks and consumers?

    This comes as DirecTV has been re-constructing its TV network bundles -- offering more variations on a theme when it comes to lower-cost channel packages with different combinations (MySports, MyNews, MyEntertainment, MyKids, and Signature).

    What’s next for multitasking growth? I only have two hands and two eyes and two ears.

    Still, cognitively, I’m up for any media challenge. Bring it!

    Friday, August 15, 2025

    Inputs Vs. Outputs, And Nielsen's New 'Outcomes Marketplace'

     

    Commentary

    Inputs Vs. Outputs, And Nielsen's New 'Outcomes Marketplace'

    More than a century after Arthur C. Nielsen launched a company to measure media exposure to consumers -- and increasingly, how it affects them -- his namesake company is once again elevating the role of outputs in its products and services to advertisers, launching what it is dubbing an "Outcomes Marketplace" that will combine Nielsen's proprietary data with those of other marketing and media researchers to offer advertisers and agencies with "a more comprehensive view of an ad’s outcome alongside reach and frequency data."

    The move obviously has implications for media planners and buyers, as well as their clients, but it also raises new questions about what the inputs and outputs of media measurement actually are.

    The move comes a week after a former division of private equity-owned Nielsen that explicitly measured outputs like sales lift and conversions -- Nielsen IQ, now NIQ -- began trading as a public company on the New York Stock Exchange, reminding me of a long history of the companies' split-ups, reintegrations, private and public offerings over the century of their existence.


    Company historical footnotes aside, Nielsen's announcement this morning raises additional questions about what media measurement inputs are vs. outcomes, announcing that its first third-party Outcomes Marketplace partner is Realeyes, a company known for measuring the attention consumers pay to media and advertising.

    In the brief modern history of ad industry outcomes measurement standards -- the Media Rating Council's September 2022 "Outcomes and Data Quality Standards," attention metrics are not listed as "measurement of delivery and exposure," not outcomes, which the MRC standards describe as things like lead generation, requests for information, sales lift, brand lift, conversions, etc.

    To that end, Nielsen executives say the outcome measurement portion of the Realeyes partnership will come from pairing Realeyes' data with Nielsen's own, proprietary snapshots of brand and sales outcomes metrics in the marketplace.

    What's not clear from this morning's announcement is whether future Outcomes Marketplace offerings will be generating outcome metrics solely from Nielsen's data, or from the other third parties it is partnering with.

    Nielsen has not disclosed other Outcome Marketplace partner plans, but its announcement this morning does include a quote from Krishna Subramanian, the CEO of influencer marketing platform Captiv8, which big agency holding company Publicis acquired earlier this year.

    "Nielsen’s attention metrics raise the bar for influencer marketing," Subramanian says, adding, "We’ve always pushed for deeper, more meaningful measurement and now we can go beyond surface-level metrics to show real campaign impact."

    Nielsen's move also comes as big agency holding companies like Omnicom, WPP, Publicis and others have been investing deeply in their own, proprietary outcomes-based measurement data, especially Omnicom's big acquisition of Flywheel a couple of years ago, indicating that from their point-of-view, the future of planning and buying is more about owning elite outcome data sets than licensing it from others.

    That said, Nielsen says its new Outcomes Marketplace will "announce more best in class outcomes measurement providers later this year that will deliver metrics across the full spectrum of campaign performance, including ad engagement, audience attention, brand perception shifts, and sales conversions."

    I look forward to covering those, as well as any new outcomes measurement deals, products and services coming from other industry suppliers. Maybe even NIQ?

    In Pod We Trust, Nielsen Fuses Edison Data into Media Planning

     

    Commentary

    In Pod We Trust, Nielsen Fuses Edison Data into Media Planning

    It's been nearly a dozen years since Nielsen acquired radio audience measurement service Arbitron, and rebranded it as "Nielsen Audio," and a lot has changed in both the audio media and how it is measured, including a long pattern of collaboration between Nielsen and another highly-regarded, independent research entity Edison Research.

    To illustrate that point, Nielsen and Edison this morning unveiled yet another new collaborative product, the "Nielsen Podcast Fusion powered by Edison Research."

    For those planners and buyers who are not technically-inclined bout media audience measurement methodologies, a fusion is a method in which two different survey-based research suppliers integrate their data at a fundamental level -- usually by "hooking" the common attributes of respondents in their separate surveys to extrapolate how respondents in one survey correlated to the characteristics of respondents in the other.


    If that sounds like a leap of faith, it is generally considered a sound media research method, if done right. And we have to assume that companies like Nielsen and Edison wouldn't do something that's not right.

    Also, keep in mind we are now entering a world in which far less sound methods -- including synthetic, AI-generated respondents are not posing as actual consumers to yield fast, hard-to-get responses. More on that another time.

    As far as the new Nielsen/Edison fusion goes, it's hard to understand what explicitly is under the hood based on this morning's announcement, but at least two pedigree podcast media companies -- NPR and Ocean Media -- have signed on as charter subscribers, so that says something.

    Beyond that, the companies say the new collaboration will fuse Edison's "Podcast Metrics" database with Nielsen's "Media Impact" media planning tool, so at the very least, it shouldn't be a heavy lift or big learning curve for planners and buyers already familiar with using that. It will just include a new, ostensibly better source of information about actual podcast listenership.

    Among other things, that fusion will enable advertisers and agencies to compare and plan podcast alongside TV, radio, digital and social media buys, making for a more holistic process than dabbling across disparate databases.

    According to this morning's announcement, that's an important development because podcasts now account for nearly a third (32%) of the entire ad-supported audio marketplace.

    For background, this is not Nielsen's and Edison's first rodeo together.

    Nielsen already markets Edison's "Share of Ear" and "Podcast Metrics" reports and the two companies publish the quarterly "The Record" report.