Monday, December 7, 2020

TV Station Blackouts: When Will Performance/Ratings Factor In?

 Many local-direct clients saw their ad dollars lose their potential with the loss of effectiveness during this holiday season as a result of what is called, Retransmission Fees. Read below and remember...your clients need you every day! Best wishes for a happy holiday season! Philip Jay LeNoble, Ph.D.

COMMENTARY

TV Station Blackouts: When Will Performance/Ratings Factor In?

Major TV station groups need to reevaluate their relationship with traditional and virtual pay TV providers. Should ratings performance now be a bigger factor?

Both DirecTV and Dish Network are having new retransmission deal issues with TV station groups Tegna and Nexstar Media Group, respectively.

Both those veteran U.S. satellite-based TV companies have had issues around subscribers departing due to cord-cutting, as well as programming costs that keep climbing.

The rapidly growing world of connected TV/OTT is not much fun these days for late arrivals. This is especially true for much of traditional media. The big question: How to transition to new platforms, which have yet to reach meaningful monetization, from declining, but still big-money-producing declining legacy media?

For TV stations, traditional pay TV retransmission fees continue to be a key revenue component -- all as core-advertising revenue keeps drifting lower.

At the same time, new virtual pay TV providers -- as well as other new digital TV content distributors -- Roku, Amazon Fire TV, Samsung and Vizio TV platforms -- aren’t yet bringing in the big bucks to TV stations.

So what to make of these negotiations stalls, leading to threatening and real blackouts? Do TV station groups find a more compelling way to go direct-to-consumer?

Leaving out pandemic disruptions for the moment, TV stations are still looking long-term -- perhaps what its new ATSC 3.0 standard brings to the party in terms of digital media-consumer friendly capabilities. But analysts says much of this is still -- at the moment -- pie-in-the-sky stuff.

From pay TV providers, maybe there is more of twist: performance and ratings factors.

For example, according to reports, Dish made it clear Nexstar Media Group’s WGN America’s “flagging ratings” over the last several years made it less worthy than Nexstar’s local over-the-air stations.

To be fair, Nexstar hasn’t owned the cable network that long; it was previously owned by Tribune Media. However, since taking over in  September, Nexstar invested big time in a prime-time, three-hour news block, “NewsNation.”

What comes next, when and if pay TV providers start questioning and negotiating around ratings of individual TV stations? Will that be good news?

Coronavirus Will Forever Change Digital Media

 

COMMENTARY

Coronavirus Will Forever Change Digital Media

COVID-19 will be an extinction-level event for some publications, especially ones that are solely reliant on scale and advertising dollars. While this too shall pass and the pandemic will eventually be in our rear-view mirrors, certain things in the publishing world won't go back to the way things were before.

On Revenue

The high-water mark for newspapers was in 2000 and hindsight could show its final capitulation was 2020.

One major shift in the news industry will be a focus from content to community. This is characterized by two conflicting north stars of revenue: advertising to as large an audience as possible and direct transactions with customers in the form of subscriptions, ecommerce, events, etc.

From 2001-2015, the trend for the industry was to gravitate toward scale. The tricks of scale went from perfecting SEO to the art of shareable/curiosity gap headlines for social and peaked with the pivot to video.

The pendulum had already swung to more direct financial transactions with customers being the lifeblood of the industry. COVID-19 will bust this gate wide open. This will impact writers and eventually rebundle their work. While not the first, a heterodox group of writers like Glenn Greenwald, Bari Weiss, Andrew Sullivan and Matt Tabibi all got national attention for going solo.

On Rebundling

As content gets unbundled and more content creators go independent, with subscriptions being a big part of their sustainability, new bundles will appear that will mimic old newspaper sections.

Soon, with one subscription, you will be able to get content from political thinkers, economists, sports writers and local reporters. They will be individuals -- not media organizations -- but the bundle will still be transcendent. It's hard to see how these bundles will be organized right now, but the economics will be in everyone's favor.

As these unbundled content creators become full-fledged businesses, they will have to become more sophisticated in their approach to the audience. This will include bundles and other offers to increase retention. The focus spent to figure out "reach" in the advertising age will be directed toward conversion and retention.

On Trust

This also means a new revenue stream can be built from the ground up. Something similar must happen around trust in the media. A lack of trust in the media has been reported from various sources, such as Reuters Institute.

The Splinternet is upon us, and what platforms and which media an organization adopts will have consequences for the trust they build with audiences.

We have seen how platforms influence editorial. But now the platform won't just determine the form of content, like a pivot to video, but the tone as well.

All of this will add to the downward pressure on advertising revenue, but it will allow content creators to re-establish themselves as people who serve a community rather than as a company looking to exploit eyeballs.

This capitulation in trust will be uglier than the financial one. While the former deals with jobs and revenue, the latter will dismantle traditions and norms.

The rebuilding will happen, one stone at a time, and people will learn to trust the media again in a new context. This will happen as media organizations realize that the choice to be on a platform isn't about audience reach, but audience quality.

On Local

The third capitulation will be around local news. Some writers and platforms will replace ground lost to more traditional publishers, especially those over-leveraged with debt. But again, this won't happen without some pain. News deserts will expand, layoffs and cuts from traditional publishers will remain. But in the wake of every forest fire is the opportunity for new blooms.

If there is one thing 2020 has taught us, it's not to blink because the world can turn on its head rather quickly.

The impact of the COVID-19 pandemic and a volatile economy will hit every sector and as a result, the ripple effects will collide and echo in unexpected ways.

There will always be news and information that people need, and there will always be professional content creators. From there, anything can happen.

With A Spending Rebound Expected Next Year, 2020 Is A Year Most Want To Forget

 Good news for local-direct businesses! Good idea to share it with clients! Happy Holidaze! Philip Jay LeNoble, Ph.D.

With A Spending Rebound Expected Next Year, 2020 Is A Year Most Want To Forget

No doubt most people can’t wait for 2020 to be over given the pandemic‘s negative impact on most aspects of daily life during the year.

It’s no secret that advertising took a significant hit but as the new spending forecasts below indicate the impact was softened somewhat by the massive influx of U.S. political dollars—estimated between $12 billion and $14 billion—and the acceleration of digital spending as ecommerce soared in response to far greater activity by home-bound shoppers. Linear media took a double-digit pounding throughout the year however.

The second-half rebound was quicker and more robust than forecasters had expected, again, thanks largely to political and digital spending. Thus the overall decline in global ad spending was in the mid-single-digits compared to the double-digit plummet experienced in the second quarter shortly after lockdown orders were imposed throughout much of the world.  

And the rebound will continue in 2021 with forecasters projecting double-digit (or high single-digit) increases in ad spending during the year.

Below are highlights from the new global spending forecasts from GroupM, Magna and Zenith. 

GroupM

Despite the pandemic and thanks to a massive infusion of U.S. political advertising, global 2020 ad spending will decline by just 4.1% this year to $590.5 billion, according to GroupM’s new forecast. Excluding political GroupM puts the decline at 5.8%, or $578 billion.

As the new “This Year, Next Year” report notes, “it could have been worse.” And six months ago the company was expecting worse—a nearly 12% drop in global underlying ad spend for the year.

The good news: GroupM expects a healthy rebound in 2021 when global spending is expected to grow 12.3% to a little over $649 billion on an underlying basis. Factoring in U.S. political the growth would be about 10% to $651 billion.

GroupM issued its new U.S. forecast last week along with a separate UK forecast.  In addition to those two markets other countries expected to show double-digit growth next year include China (15.6%), Japan (12%) and Canada (15.1%).

With digital growth the primary driver, healthy mid-single-digit gains are expected globally for 2022-24.

By region, GroupM reports that Europe and Central Asia will decline by 8.4% in 2020 before growing 8.3% in 2021. The Asia Pacific region is expected to fall 2% this year followed by 14.1% growth next year. Within the markets GroupM tracks in the Middle East and Africa, a decline of 16.5% is expected this year followed by growth of 11.8% in 2021.

Excluding political spending, North America will decline 7.4% this year before rebounding to 11.7% growth next year, per the report.  Other parts of the Americas will fall 16.0% this year before growing 24.4% in 2021.

“Considering how much weaker economies are in 2020 than they were in 2009 or 2001, the year could arguably be viewed through a positive lens,” the report, penned by GroupM Global President Business Intelligence Brian Wieser, states.  It cites several reasons that could account for the disconnect including that the costs of the pandemic have been disproportionately borne by people with lower incomes and that many of the hardest hit industries were not significant for advertising.

And a caveat to next year’s optimistic forecast is that the global economy continues to improve.  Much depends on the success of vaccine distribution, which remains unclear for now. In the meantime there are likely to be many more COVID-19-related deaths and the possibility that “many more businesses could fail.”

Wieser writes that the media industry will continue to experience “significant changes” in the year ahead. “Most prominently, e-commerce activities are likely to continue growing from a new, higher plateau rather than reverting to old levels. This has many implications for media budgets, most of which represent an acceleration of existing trends.”

For starters, “greater dependence on e-commerce will encourage efforts to directly connect marketing activity with purchasing decisions, leading to greater spending on digital advertising. Branding activity on other channels may also increase, assuming there is a demonstrable, beneficial effect on e-commerce for better known brands relative to lesser-known ones.”

And while digital is the main beneficiary going forward, traditional locally focused media like radio and print may continue to suffer declines.

Globally, digital advertising is expected to grow by 8.2% during 2020, excluding U.S. political activity. This follows nearly a decade of double-digit growth, including the last six years, when it was better than 20% globally.

Digital advertising for pure-play media owners like Amazon, Facebook, Google, etc., should be 61% of advertising in 2021. This share has doubled since 2015 when it was only 30.6%.

The forecast breaks out digital extensions--digital advertising associated with traditional media-- to show the degree to which traditional and digital advertising overlap within individual media types. During 2020, digital extensions of TV, radio, print and outdoor advertising should equal $37 billion, 15% of traditional media activity, up from $23 billion, or 7%, five years ago. Digital extensions will equal 16% of advertising spending on traditional media by 2024.

Television advertising will decline by 15.1% excluding U.S. political advertising, before rebounding to grow 7.8% next year. Digital extensions and related media, including advertising associated with traditional media owners’ streaming activities (primarily on connected environments), will grow 7.8% this year and 23.2% next year.

Outdoor advertising is estimated to decline by 31% during 2020, including digital out-of-home media. Next year should see a partial rebound, with 18% growth. Download the full report here.

Magna

Magna is projecting that advertising will be down 4.2% globally to an estimated $569 billion in 2020. Taking political out of the mix and decline was much steeper with linear ad spend shrinking 17.8%.

“Most industry verticals reduced marketing and advertising spending due to the severe economic recession triggered by the COVID pandemic, as global GDP shrank by 4.4% according to the IMF,” the Magna report states.

The good news: “The global advertising market will recover by 7.6% in 2021, to reach $612 billion, as a gradual return to normal business conditions will fuel robust economic recovery (real GDP growth +5.2%, IMF).”

And while traditional media was down sharply, digital formats grew by 8% in 2020 to $336 billion, to reach a market share of 59% globally.

Back in June, Magna noted that it was expecting digital media spend to grow slightly this year—about 1%.

“In fact, digital media spending grew way beyond expectations partly because the COVID impact accelerated the organic transition towards a digital-centric marketing ecosystem.”

Digital media consumption-social and video in particular—Magna notes, accelerated since lockdown. And ecommerce “exploded as large brands and small businesses ramped up their digital business.”  Many local stores or restaurants started to use search and social marketing for the first time to advertise delivery, or click-and-collect “to keep their business alive while stores were closed. “

Also consumer brand marketers showed a preference for “lower-funnel marketing tools, at the expense of branding campaigns, that is classic in any recession time. In the last five years, the share of digital media had grown by 3% to 4% per year to reach 52% in 2019.” In 2020 it jumped by 7%.

“The COVID impact on lifestyles and business model will accelerate the digital transition in a lasting way,” the report states. “One year ago Magna forecast the share of digital formats to reach 64% by 2024.” Now the firm projects that market share to reach 68% in 2024 and 70% by 2025.

Meanwhile in the U.S., while the economy contracted by 3.5%, ad spend overall is expected to fall by just 1%, per Magna’s estimate. Again, political spending and accelerated digital spending helped prevent the overall decline from being much worse. Excluding political, Magna believes the overall U.S. decline  would have been 3% versus 2019, still better than performance globally.

As with the global picture, linear advertising fell sharply while digital posted a double-digit increase in 2020. Full-year linear advertising will be down 16% while digital will post a 10%-plus gain to $140 billion.

Per the report: “The economic shutdown not only cut down marketing activity from national brands and local businesses, but also affected media consumption for print, radio and out of home. Coupled with a lack of demand from many top local advertisers and industries that remain on the sidelines, linear media formats outside of national television have still not rebounded and continue to suffer in the second half.”

On a full year basis, Magna forecasts that national television ad sales will shrink in 2020 by 11%, local television by 3% (it would have been down 20% excluding political spending), out-of-home by 24%, radio by 28%, print by 30%, and cinema by 80%.

2021 should be significantly better with U.S. advertising up 4% assuming no disruption in current COVID-19 vaccination timetables, cyclical sports like the Olympics and the economic recovery predicted by economists actually takes place (3.9% growth in GDP).

With those assumptions in place, the firm expects most of the key ad categories to improve and increase ad spend over 2020. But two categories remain vulnerable, Magna believes—auto and travel. “High unemployment rates lead to fewer people making large purchase decisions, such as buying a car, and the lingering effects of the COVID-19 pandemic leads to fewer people traveling. Even if travel and auto consumption recover Magna anticipates these sectors to remain cautious with marketing costs and start with direct media rather than linear media.”

Vincent Létang, executive vice president global market intelligence at Magna, and author of the report, stated: “Back in the spring, MAGNA predicted that digital media organic growth factors would drive digital to grow despite the COVID recession (1% globally, 3% in the US). It turns out digital media resilience was even stronger than expected.” The pandemic, he added, “triggered a tremendous acceleration in both supply (digital media usage and audiences, ecommerce) and demand …  Magna believes the return of consumer mobility, major events and economic recovery will prompt most industry verticals to grow their linear advertising budgets in 2021, but the long-term trajectory has shifted even further towards a digital-centric marketing environment for years to come.” 

Zenith 

Like GroupM and Magna Zenith has upgraded its forecast from six months ago and is now reporting that the global drop-off in ad spend for full-year 2020 will be 7.5%. That’s an improvement from the 9.1% it forecast earlier. 

There will be some turbulence on the way to recovery, Zenith predicts. Although global ad spend will grow 5.6% in 2021 by the agency’s calculation, spending will remain below 2019 levels. In two years, ad spend will increase by 5.2% to $652 billion, finally surpassing 2019 totals.  

Ad spend is forecast to bounce back most rapidly in Asia Pacific and Central & Eastern Europe which are expected to shrink by 6% in 2020 before growing 7% in 2021. 

North America has held up better than any other region this year, and is forecast to shrink by just 5.3% in 2020 thanks largely to U.S. political advertising. The absence of most political advertising next year will make the comparison look tougher for 2021, when Zenith forecasts just 3.3% growth with an additional 4.5% gain in 2022, marking a return to pre-pandemic levels of spending. 

Western Europe, Latin America and the Middle East & North Africa (MENA) are forecast to shrink by 12.3%, 13.8% and 20.0% respectively this year.

The pandemic has been a transformative for subscription video-on-demand (SVOD). Between January and April 2020, the reach of SVOD services on connected TV in the US rose by 5%, but the reach of ad-supported VOD services rose by 9% to 58.5 million households, or 48% of the total. As it continues to grow over the next few years it will counterbalance the loss of audiences to SVOD and help fuel an average of 8.4% annual growth in online video ad spend over the next three years.

“Connected TV will be a vital tool for brands as they adapt their messaging for each stage of the pandemic and recovery,” said Christian Lee, managing director, Zenith Worldwide. “With high ad recall and high reach among young audiences that are hard to find on traditional TV, it will get the right message to the right people alongside the right content.”

Social media has been a winner in 2020. In fact, Zenith forecasts social media to be the biggest contributor to the recovery in ad spend, increasing at an average rate of 11.1% a year between 2020 and 2023.

How 2020 has Redefined Fluidity in TV Advertising

 

SPONSORED BY LiveRamp

How 2020 has Redefined Fluidity in TV Advertising

This past year tested individuals, industries, and governments. What started as "business as usual" became anything but. Working from home was once a perk of many organizations—now it's table stakes. From now on, how companies handle remote, on-site, and other location-based decisions for employees will be forever changed. For the TV industry, things will likely start normalizing in 2021, with content production in full swing and sports coming back. However, the way our industry plans, buys, and measures will never (and should never) be the same. We're at a "now what?" moment. Let's unpack what that means and how marketers can quickly adapt to the new normal.

 

We didn't lose the upfronts in 2020, they just looked a lot different. Marketers were, and still are, able to order in two windows leading to increased flexibility of deal terms and options. At the beginning of the year, it appeared that budgets disappeared overnight, and for some industries, it did. Networks and programmers were trying to hold onto their dollars, making the scatter market anemic. Meanwhile, marketers held back money from the upfronts or canceled via options.

 

Now we see marketers rebooting their media budgets and taking advantage of a healthy scattered market, allowing them to get CTV/OTT inventory they never thought possible. So it should be no surprise that dollars are moving into CTV/OTT where brands can have more flexibility on commitments. There's an increase in flexibility, and it's an exciting time to start experimenting and learning. Marketers are seizing the moment to use new metrics like sales lift, website visits, in-store visits, and more. The caveat is, you need to start benchmarking now to set yourself up for success in 2021. Benchmarks across screens are critical, and you'll want near real-time data for campaign optimization.

 

Understanding true fluidity across screens

TV buyers and sellers have evolved the concept of fluidity over the past decade, and traditional TV viewing shifted slowly into more digital formats. Fluidity is the industry's ability to deliver impressions no matter the stream or screen. TV networks and advertisers can make good on a negotiated impression level on any screen. Fluidity is often included in deal structures as a simple percentage allocation, allowing TV networks to deliver up to a specific percentage of their impressions outside of linear instead of full-episode players, streaming, and video on demand.

 

True fluidity expands on this idea to allow marketers (many times in partnership with TV networks) to manage investments across all screens and properties in almost real time against a custom audience match guarantee. For example, an advertiser investing with Disney could move dollars from ESPN to ABC FEP to Hulu, and so on. The advertiser can optimize Disney's advanced TV platforms, adjusting the campaign as needed.

 

Brands and agencies are embracing the concept of true fluidity to maximize campaign performance and keep up with consumers. Flexible and dynamic, true fluidity draws on more data points and changing negotiation strategies between the brand and media owner. You can find your most valuable audiences with your video budgets like never before. It's not one-size-fits-all but rather a fruitful partnership to provide options for customization. True fluidity analyzes what's happening now, understands how fragmentation affects reach, and provides marketers with the ability to achieve incrementality as it happens.

 

Seizing the moment

Marketers need to seize this moment and use flexibility options as they manage their cross-screen video investments. To achieve the reach in TV you are accustomed to, you must now use new approaches, data, and measurement. Ask yourself, "have I really made sure that my dollars are moving across screens to reach the households that might purchase my product? Am I measuring cross-screen to prove that I'm reaching everyone?" Here are three ways to start managing your holistic video spend better:

1.    Reach and frequency
Understand the reach that each platform, network, and/or daypart is providing. Reach is a driver and goal for anyone investing in TV. Understand linear reach decay on your current investments to avoid oversaturating your linear TV audience or under-serving your OTT/CTV audience. Utilize cross-screen measurement to analyze your campaign's cross-screen delivery, then cross-reference with CPMs to optimize for ROI.

2.    Cross-screen custom audiences

Custom audiences enable you to match any attributes you've identified, whether it's first- or third-party data. Your best option is to license data and use it consistently across multiple channels to plan, activate, and measure. You can combine your most important audience with their linear TV viewing behavior so that in CTV/OTT, you are investing your dollars in "light TV viewers" or suppressing "heavy TV viewers" who may already be overexposed in linear TV. Cross-screen measurement helps you continuously balance your advertising in a fragmented landscape.

1.    Attribution
Make sure you're tying your TV spend to consumer actions after being exposed. Cross-screen attribution connects the video media event back to conversions, which may include online or offline purchases, website visitation, store visits, and tune-ins. By using test and control groups, a marketer can understand the impact that video media had on the brand's bottom line, no matter how it was purchased or viewed. Use these insights to drive smarter buys and more impactful creative executions in the future and leverage this same data to measure diminishing returns at the household level and find your frequency saturation points. You can then refine these custom audiences to focus on the households you know are under-served and suppress those already seeing too many exposures, regardless of whether it's on linear, CTV, or OTT.

 

Embracing more advanced cross-screen measurement allows you to be nimble, take action on insights, and access the data you need for true fluidity. The first half of 2021 is your best chance to get the tools in place to activate with true fluidity in your upfront investments for 2022.

 

When Retailers Become Media Sellers

 

COMMENTARY

When Retailers Become Media Sellers

If you want to know what will happen in the media Industry, follow the data. Lately, that path runs right into retail. 

Ever since retailers figured out that relationships drive their business, they have exploited data about those relationships relentlessly. Retailers have now learned how to use consumer information as an asset to improve most phases of operations. (merchandizing, buying, etc.).

Now, they are looking beyond optimizing operations toward new revenue streams.  

The next big revenue opportunity may be in media. Certainly Amazon has built a fabulous business selling its own context, but its scale advantage can’t be copied. 

Because so many huge retailers, unlike Amazon, are both offline and online, they are limited by inventory much more than by data. To compete, most retailers will have to scale by offering to use their data to target inventory from a variety of sources, not just their own website.  The tools and business relationships don’t exist, but retailers could build them. Retail is a multi-trillion-dollar industry that is already, by most definitions, in the publishing business.  

The Prize

Why should retailers be poised to go hard at selling ads? 

The retailer’s burden is low margin. Imagine if you have 1 ½% margins, as big-box retailers do. Sell $100 worth of stuff, make $1.50. By that math, It’s hard to keep the lights on. 

But media math sits in stark contrast. If retailers can target their own site’s ad inventory and sell it for 10 dollars (CPM), that’s more or less free money — infinite margin, but scale is limited to their site. If they can use their data to target other publisher’s inventory, they might pay 50 cents, and sell it for 5 dollars, a 10x margin. So, sell $100 worth of media stuff, and make $1,000. Ka-ching! 

Now, scale that across all media inventory by synchronizing identity with publishers, and the profit opportunity would be huge. 

To illustrate: Kroger’s net income is around $2 billion, and Amazon’s ad sales revenue is around $14 billion and that’s pure margin. So, back of envelope, Amazon’s ad sales business nets five times Kroger’s entire net profit! 

So, can retailers jump from selling site inventory to becoming full-blown media suppliers? That will depend on whether retail addresses the opportunity as a  way to make a quick buck, or as a strategic imperative.  

For this to work, tech must be at the center: data partnerships, inventory partnerships, clean rooms, device graphs, etc. Retailers could plausibly offer the manufacturer a privacy-compliant chance to speak to their consumer (shopper) across a large number of sites. This vastly improves the odds that a specific consumer will show up in the footprint of a campaign in a time frame. Retailers need to understand that the media requirement is not just reach — it’s reach per time frame to a specific group. 

Friction

 1) There has always been friction in shopper marketing, caused by the fact that manufacturers are not allowed to show favoritism to retailers.  In the U.S., this means, for example, that if Unilever buys a ton of media from Amazon, and significantly less from Kroger, that could look like favoritism. Brands hedge this risk by allocating “fair” amounts of money for giving back to retailers. However, this is not shopper marketing.  

2) Retailers are bound to be risk-averse. For example, they will say they can make plenty of money with O&O inventory, and sending out flyers, snail mail or otherwise. They might kill the idea by saying it’s not core business. That would be true, but it didn’t stop Amazon.  

3) Last but not least, brands don’t want to give their data to somebody else, and they don’t want to pay for media made pricey by someone else’s data targeting. They especially don’t want to be party to privacy risk. Of those pain points, buying targeted media from a retailer might be the least risky, especially if the retailer’s media business can be structurally separated from favoritism concerns. 

All this adds up to difficulty — but the size of the prize would justify facing some issues.

The enabling idea is to increase the fungibility and privacy of first-party data with clean room and anonymization concepts to allow retailers to become, in effect, walled garden ad networks. It’s efficient, and profitable for everyone involved. Retail happens to be a very natural place for media and data to come together. 

So, someday, if you want to advertise to people who like Turkey Tetrazzini, your best bet may be to buy that target from a retailer, using an impression from almost any publisher willing to allocate their own inventory to its highest and best use.

Shoppers Looking To Spend More This Holiday Season, Driven By COVID-19 Pandemic: Studies

 

Shoppers Looking To Spend More This Holiday Season, Driven By COVID-19 Pandemic: Studies

Consumers altered their buying plans in the three-month period between August and November of this year, largely due to the COVID-19 pandemic, judging by a pair of studies by AKi Technologies, conducted with TapResearch.

In August, 33% expected to spend more on the holidays this year than they did in 2019. In November, that percentage had jumped to 38%.

But it depends on the income level: 41% of those with over-median income were likely to spend more, versus 28% of shoppers who were under the median.

Among the lower earners, 46% expected to spend less, compared with 34% of the more prosperous consumers. And 27% of the less affluent planned to spend the same, as did 25% of those with higher income.

Overall, 57% said they would maintain or expand their spending, so while “the outlook might be negative, it’s not quite apocalyptic,” the study notes.

Much of this shopping will be done online, not in brick-and-mortar stores. In August, only 14% expected to do 75% or more of their holiday shopping online. By November, that percentage had grown to 20%.

But people will still enter stores, although the percentage has fallen from 77% in August to 75% in November.

Yet while 43% of previous Black Friday shoppers planned to skip the event this year, 39% said they don’t see online as an alternative to the in-store experience on that day.

Meanwhile, there will be less in-person celebrating — in August, 44% believed they would see fewer people during the holidays, but that percentage changed to 62% in November.

AKI and TapResearch polled 3,000 people in August and 500 in November.

Friday, November 20, 2020

The Social (Advertising) Dilemma(s)

 

COMMENTARY

The Social (Advertising) Dilemma(s)

In this, the year of COVID, there are many shared experiences for humanity.  One of these shared experiences revolves around media and binge-worthy programming on TV.  We may be missing the proverbial water cooler, but we still have things to talk about.  From “The Tiger King” to “The Mandalorian” (which is awesome), people are finding common ground to engage with that thankfully does not include politics (at least for a moment).  

Then there’s the Netflix documentary “The Social Dilemma.”  This documentary deals with our collective addiction to social media and the resulting negative impact it has on our well-being and mental health. 

If you’ve seen the doc, you may fall into one of two camps: either you now hate social media, or you hate social media and are removing it from your life.  Nobody watches this film and says to themselves, “I’m cool with this.” 

Of course social media is also a massive area for advertisers and has only grown in importance the last eight months as people flock to these platforms.  

Social media does provide value to advertisers.  I have personally run campaigns on social, and they deliver results — in one, social media was our second most efficient vehicle for customer acquisition.  Social media users click on ads, and they engage with them.  I bought my only pair of AllBirds from a Facebook ad.  I have recommended gifts because of ads on Instagram.  Everyone I know has as well.  

Social media also delivers a good volume of highly engaged impressions, and has become as core a component to most ad campaigns as search.  All of this is a direct result of the addiction we all demonstrate when it comes to social media.  

I cannot sit on a high horse and say I’m above the fray.  I find myself on social media one to two times a day, scrolling endlessly to find nothing is there and that I wasted 30 minutes (or more) of my life. 

I wonder what the near future holds.  Will advertisers continue to support a medium that has been proven detrimental to the mental health of their target audience?  Should I, as an advertiser myself, be taking a stand and saying I won’t spend ad dollars on a platform that I know is poor in terms of health and free speech considerations, and more?

Earlier this year there was a Facebook boycott, but that boycott ended, and many of those advertisers are back on Facebook.  Should advertisers be rethinking that decision, or is it OK to separate ad campaign methodologies from general public health concerns?

I ask the question, but I know the answer:  Everything should be taken into account.  Social media platforms need to continue to find ways to be responsible.  I think social media platforms should come up with their own way to self-regulate and remind their users of the real world around them.  Maybe Facebook can put up an alert if you’ve been scrolling without actually engaging in content for more than 30 minutes?  

Maybe a “social media alarm” would be a good thing.  Apple installed screen time management software on its phones, knowing that people spend too much time there, and that’s considered a good step forward for the phone manufacturer.  Could social media police itself in a similar fashion?

Social media is here to stay because it does provide value.  It does provide connection.  If we, as users, can’t be counted on to temper our engagement, maybe the platforms themselves can help us and we can find a good middle ground.  Then, I as an advertiser, would feel better about using those platforms to reach a target audience in the future.  

In the interim, it does allow me to ask the question of what is best for my target audience.