This is perfect to share with your local-direct clients to help them tune in to making their media marketing more successful. Philip Jay LeNoble, Ph.D.

COMMENTARY

The Science Behind a Winning Marketing Plan: Harnessing Data

• by JoAnne Gritter , February 21, 2024

The following was previously published in an earlier edition of Marketing Insider.

Big data is changing the way the world works. The speed at which unprecedented volumes of information are being collected and analyzed requires constant revision to an organization’s best practices.

Consider that as of 2012, 2.5 exabytes of data were being created daily - more data every second than the entire internet contained in 1992. Flash forward to the present. As of 2022,  329 extrabyes of data were being created daily. Filtering, analyzing, and utilizing this data has become a precise science. Marketing and advertising is no exception.

Key ingredients

The key ingredients for a successful marketing plan have not changed.

Begin each year by establishing the overarching goals and objectives of your organization, then identify and gain a deep understanding of your audience and customer segments. Keep these goals and ideas within sight. Conduct a comprehensive analysis of the market landscape, including industry trends, competitive insights, and market opportunities. Integrate what you learn into a SWOT analysis of your own business to identify strengths and weaknesses, as well as opportunities and threats.

Next, determine the marketing budget for the year and allocate resources accordingly. Outline the strategies and tactics you will employ to achieve your marketing objectives. Define specific metrics and key performance indicators that will be used to measure the success of your marketing efforts. Create a timeline or calendar outlining the key milestones, activities, and campaigns throughout the year.

Finally, establish a system to regularly monitor and evaluate the performance of your marketing plan. Expect to make adjustments along the way.

Harnessing data

Collecting and analyzing the data that will drive your strategies and decision-making is essential to the pre-planning process. Start by breaking down your data into categories.

Sales, marketing, and revenue: Review historical sales and revenue data to understand past performance and identify trends.

Budget and resource allocation: Collect financial data related to marketing expenditures, then allocate budget based on performance and priorities.

Customer data: Gather information about your customers (demographics, psychographics, purchasing behavior, preferences) to generate insights.

Market research: Look into industry trends, market size, customer demands, and the competitive landscape. Industry reports, studies, and benchmarks will also help you understand broader market trends, consumer behavior, and best practices.

Competitive analysis: Analyze your competitors' marketing tactics, product offerings, pricing, and positioning. Review their online presence, social media activities, and customer feedback to gauge their reputation and engagement. Their successes and failures might lead to actionable data.

Website and social media analytics: Utilize web analytics tools to track your website’s traffic, user behavior, conversions, and engagement metrics.

Customer feedback and surveys: Gather feedback from customers through surveys, interviews, or online reviews.

Internal stakeholder input: Seek input from key stakeholders (sales teams, product managers, executives) within your organization. Make sure everyone understands the data at hand. Make it digestible and relevant. What’s important to a sales leader may not be what’s important to your CEO.

By investing time and effort into the pre-marketing plan prep work, you'll be equipped with the necessary insights and data to develop a targeted marketing plan that maximizes your resources and drives meaningful results. With a well-informed and strategic approach, you can navigate the challenges of the modern marketing landscape and achieve your business objectives.

COMMENTARY

Gen Alpha -- Not

• by J. Walker Smith , Op-Ed Contributor, Yesterday

Gen Alpha is not a generation.

Somebody somewhere has decided that 2012 is the last birth year of Gen Z, after which it’s Gen Alpha -- meaning these Alpha kids are children barely 11 or younger. 

Bluntly put, none are old enough to babysit, much less define a proper cohort for generational analysis.

Moreover, the cutoff of 2012 also means that half or more of Gen Z are teenagers, and young teens at that. So, let me add, Gen Z is not a fully formed generation.

I am not pointing this out to diminish generational research, but to caution us that we are getting ahead of ourselves.

Pretending that market research about children — perfectly fine to do — is generational research is what diminishes generational research.

Proper generational research is the study of cohort effects, or the impact of shared formative experiences on behaviors and attitudes that are years down the road. In other words, generational research is the study of adults, not children.

Admittedly, it is the study of enduring youth effects, which is to say that it is about the effects, if any, produced by the societal, economic and/or technological experiences that a contemporaneous group of adults shared during their starting-point years as children, pre-teens, teens and young adults. But it is not the study of children.

I am not discrediting generations. I have made a career of it, so I am hardly unbiased. But few people know generations better than me.

And one thing I know for certain is that Gen Alpha is not a generation. It may never be.

A few years hence, we may figure out that Gen Alpha is nothing but the long tail of Gen Z.

Critics of generational research misunderstand it. Cohorts never march in lockstep. But variability doesn’t disconfirm generational research, which is about formative experiences creating higher likelihoods of doing or believing one thing instead of another. That is exactly how all predictive research works.

It’s true that cohort boundaries are fuzzy, as are all dividing lines. We compare 18-24 to 25-34, but 24 versus 25 is fuzzy. We contrast segmentation groups, but segment assignments are probabilistic, thus fuzzy, and really fuzzy at the edges.

Generational analysis is not bits and bobs of pop culture conjured up into artfully massaged narratives. Such storytelling is an impersonation. Like Gen Alpha.

Formative cohort effects are well-documented. For example, studies have found that 18- to 25-year-olds growing up during wars or repression are more supportive of national defense as adults, as well as less likely to be involved in politics.

A study of 142 countries between 1970 and 2018 found that 18- to 25-year-olds who lived through an epidemic or a pandemic had less trust in governments and elections for decades afterwards.

Students graduating into high unemployment or recessions suffer diminished lifetime earnings. Growing up in a recession shapes opinions later about luck, welfare and politics.

The experience of the Great Depression lowered lifetime stock investing, while growing up during eras of high returns increased it. Living through high inflation raises the likelihood of being a homeowner. Growing up with high gas prices mean less driving and more use of public transportation decades later.

Lifelong voting is shaped by events between the ages of 14 and 24. Life prospects for African-American men born in 2001 are better than those born in 1981 due to decarceration, which led to a reversal in the odds of prison versus a college degree.

The Yankelovich Monitor, my formative professional experience, was launched in 1971 to quantify and track the impact of post-WW2 affluence on the values and lifestyles of the generation then emerging into adulthood.

Gen Alpha may grow up to be a cohort with a unique identity forged by formative experiences. But none of these children have had any shared formative experiences yet.

So hold your horses. You’re going to have to wait a decade or more before coming to terms with them then as a generational cohort, or not.

For now, for sure, Gen Alpha is not a generation.

Linear TV 'Down,' Streaming 'Flat to Slightly Up': Analyst

• by Wayne Friedman , over 1 hour ago

The outlook for linear TV and connected TV continues to be an “unsettled ad market,” according to Bernstein Research.

Roku's recent earnings call with analysts provided a similar outlook and estimates.

After interviewing a major media agency buyer -- one that oversees a total $500 million media budget in annual linear TV and CTV --  Bernstein came to a similar conclusion.

More granularly, Bernstein sees linear video ad spending trending down and “slightly up to flat in streaming,” according to Laurent Yoon, media analyst for Bernstein, in a recent report.

Connected TV (CTV) growth is projected to move up to $30.1 billion, according to Insider Intelligence/eMarketer.

A major factor is the entry of Amazon Prime Video into the market with its advertising option, which it believes will accelerate the decline in overall cost per thousand viewers (CPM pricing). 

But the full effect of this move will not really be felt until the 2024-2025 upfront season. Initial reports estimated the Amazon Prime Video ad-option being priced around mid-to-low $30 CPMs. 

For the fourth quarter, CTV cost per thousand viewers were estimated to have dropped by 60% to $21.73 versus $35.06 in the year-ago period, largely attributable to cheaper prices for FAST channels' ad inventory.

Looking specifically at other individual streaming media-selling company activities, Bernstein says that although Netflix remains the biggest untapped opportunity for advertisers, it continues to move slowly.

Although the market is projected to be flat, Bernstein says demand-side media platform The Trade Desk, is gaining share because it is perceived to be the “Switzerland of buying platforms.” 

In addition, the media buyer interviewed by Bernstein sees YouTube being increasingly accepted among media buyers, and also believes that Roku's ad-inventory aggregator platform is of lesser value.

Bernstein says the media agency-buying executive sees a shift in terms to around a 60% linear TV share to 40% for CTV. It had been around 80% (linear)/20% (CTV) over recent years.

The report says whatever significant 2024 ad revenue growth to come is centered “more around digital dollars, instead of CTV or linear.”

Continuing what other video media buying and selling executives have said, linear TV is still important but connected TV (CTV) platforms are key for extending reach.

COMMENTARY

DirecTV And Streaming: Putting The Satellite Dish in The Cupboard?

• by Wayne Friedman , Staff Writer, 4 hours ago

Since everything in TV-video is moving to streaming, does that mean companies like DirecTV and Dish Network are essentially ready to remove key, noticeable equipment from on op or outside of their subscriber homes? 

Now, with a new TV campaign, DirecTV wants to be in the cooler and more hip space of those virtual streaming pay TV services that include YouTube TV, Hulu+Live TV, Fubo, Sling, and all the rest. 

Starting up a national TV marketing campaign, DurecTV finally addresses the video elephant in the room: Those now retro-looking satellite dishes on roofs.

A new commercial cuts to the chase: “Stream DirecTV Without A Satellite Dish.” It has two pigeons mulling the prospect of getting the “good stuff” of TV without that business.

What does this mean for those 8.1 million or so TV households now that have that equipment?

What are the prospects for consumers to make a satellite-to-streaming transition? The TV jury is still out.

Shifting an established video brand to a new channel of sorts may take some doing. Remember Blockbuster Video's internet-streaming effort (Blockbuster On Demand), transitioning from the brick-and-mortar stores? How did that go?

Still, we should congratulate DirecTV for doing the obvious. No doubt Dish Network may be looking at the same thing -- although its Sling TV service has been an established video brand for nine years.

Interestingly in the spot, there is no mention of the nascent brand the company has been promoting for awhile called ‘DirecTV Stream’ (which has around two million or so subscribers, according to MoffettNathanson estimates). Perhaps that's because it might not be needed in future years.

The new TV commercial shows two pigeons -- voiced by Steve Buscemi and Henry Winkler -- landing on a TV home roof that are peering into a living room with the TV on. They are perplexed that they can’t find the satellite dish anywhere.

“Oh, I love doing my business on one of those things.” says the Winkler bird. “You one sick pigeon,” responds the Buscemi fowl. “Those dishes kept the rain off or our beaks.” 

Winkler's retort is: “We just have different priorities.” Buscemi then says: “Satellite Free DirecTV. Never thought I’d see the day.

Winkler then says: “Well, our lifespans are quite short.”

Sometimes that goes for TV businesses as well

This is a question your local-direct clients may have on their mind: Philip Jay LeNoble, Ph.D.

COMMENTARY

How To Decide If You Need AI In Your Marketing Mix

• by Maarten Albarda , Featured Contributor, February 16, 2024

On Dec. 11, the Association of National Advertisers membership voted that “AI” is the ANA's Marketing Word of the Year for 2023, in a landslide vote among 271 ANA members. And so far, 2024 is no different. In fact, the frenzy is only heating up.

On the back of the landslide victory for AI as Marketing Word of the Year, the ANA has just issued an 83-page-long (!) AI Use Case Compendium for Marketing. This is probably the most exhaustive overview of AI's place in any aspect of the marketing machine.

If you look up "compendium” in the Oxford Dictionary, the definition is  “a collection of concise but detailed information about a particular subject, especially in a book or other publication.”

So, 83 pages is the concise version of the potential for AI applications in marketing?

Well, yes. And therein also lies the challenge of AI today -- not just in marketing, but for AI in general. It can and will impact literally almost every aspect of life as we know it. But marketers, and humanity in general, are struggling with the “where to start.”

There are a lot of companies out there that will sell you AI. It’s very likely their solution is smart and delivers some kind of improvement in efficiency. But the real question is, as a marketer, SHOULD you pursue that particular opportunity? I feel that at the moment, marketers are lured into solution and project thinking before strategy and outcome thinking.

This is typical of marketing. Remember Google Glass? The promise of virtual reality? Drone and/or robo delivery? Brand-created NFTs? The list of things that were going to be marketing’s “next big thing” is long and full of failed initiatives -- but they made it onto marketers’ to-do lists with an exclamation mark next to them. And to be fair, even though those particular examples perhaps did not live up to their hyped existence, some were precursors of trends that were important after all.

I think AI is important, and it will be transformative in many aspects of marketing. But today, AI in marketing feels overwhelming. It reaches us as an unguided missile. Yes, you can use an AI to create social media posts. Or to create look-alike target audiences, or compelling PowerPoint presentations, or convincing email marketing content. Or agency contract checklists. And a myriad of other things, all listed in the 83-page ANA Compendium.

The real question is: Should you? Which of the 83 pages of potential projects are worth pursuing? To answer this question, I humbly propose you apply the following simplistic assessment:

1. Does it help me in the pursuit of my company’s ultimate goals (e.g., growth, cost savings, distribution expansion, competitive position, etc.)?
2. Does it help me to deliver any of my marketing outcomes (consumer sentiment, brand perception, awareness, etc.) or marketing outputs (message or program reach, frequency, delivery, efficiency, effectiveness, optimization, etc.)?
3. Does it help my team with improvements in how we work (e.g., process, approvals, decision making, etc.)

If the answer is yes to a few of those criteria, sort those that look promising by largest ROI. This can be subjective, or  they can be measured against actual data you might have.

As with everything in life: Proceed with caution --  but do proceed.

1 big thing: Inside Gen Z's mind

PRESENTED BY UNIVERSITY OF DENVER - JOSEF KORBEL SCHOOL OF INTERNATIONAL STUDIES

 

1 big thing: Inside Gen Z's mind

Illustration: Tiffany Herring/Axios

Gen Z is America's most diverse cohort yet — but they're united by deep anxieties about the world around them, Axios' Erica Pandey writes. Why it matters: A collision of political, economic and social trends has minted a generation in which huge numbers of people struggle to cope with the present and feel even worse about the future.  By the numbers: Gen Z — people roughly between the ages of 12 and 27 —reports the poorest mental health of any generation, according to a recent Gallup and Walton Family Foundation report. Just 44% of Gen Zers say they feel prepared for the future.  The big picture: They dodged familiar teen pitfalls — with lower teen pregnancy rates and lower rates of alcohol use. Instead, they're grappling with alarming rates of loneliness, depression and suicidal thoughts.  Zoom in: Partly by choice and partly out of necessity during the pandemic, Gen Z socializes online, rather than in person, far more than previous generations. That's not healthy, experts say. Spending time with people releases certain chemicals in the brain and boosts our mood. "Those things don't happen in the same way when you're texting," says Bonnie Nagel, a behavioral neuroscientist at Oregon Health & Science University. Alyssa Mancao, a therapist in Los Angeles, says her Gen Z client base is constantly comparing physical appearances or career paths with peers and influencers online. "There are a lot of feelings of inadequacy."  The state of the world also fuels Gen Z's pessimism. An ongoing study at Montclair State University finds that Gen Zers perceive the world as more dangerous than their older counterparts. They're more likely to feel anxiety about extreme weather, and active-shooter drills became the norm while they were in school. They're entering the workforce loaded with student debt, while the cost of housing and other basic needs continues to soar. And AI poses an existential threat to jobs and careers they've only just begun. "Across the board, my Gen Z clients are overwhelmed with the uncertainty around unemployment and affordable living," says Erica Basso, a therapist with clients across California. "Unfortunately, most have had to rely on their parents for much longer than previous generations and still feel the pressure to hit major milestones like having kids or owning a home by their age, which is simply not realistic for many of my client's situations."  Reality check: Despite their anxieties, Gen Z is heavily involved in social and political activism, and they're less emotionally repressed than past generations. "All of my Gen Z clients amaze me with their intelligence, their tolerance and their ability to stay true to their values," Basso says. "These characteristics, combined, can activate great change in the world."

COMMENTARY The Science Behind a Winning Marketing Plan: Harnessing Data

COMMENTARY

The Science Behind a Winning Marketing Plan: Harnessing Data

• by JoAnne Gritter , February 17, 2024

The following was previously published in an earlier edition of Marketing Insider.

Big data is changing the way the world works. The speed at which unprecedented volumes of information are being collected and analyzed requires constant revision to an organization’s best practices.

Consider that as of 2012, 2.5 exabytes of data were being created daily - more data every second than the entire internet contained in 1992. Flash forward to the present. As of 2022,  329 extrabyes of data were being created daily. Filtering, analyzing, and utilizing this data has become a precise science. Marketing and advertising is no exception.

Key ingredients

The key ingredients for a successful marketing plan have not changed.

Begin each year by establishing the overarching goals and objectives of your organization, then identify and gain a deep understanding of your audience and customer segments. Keep these goals and ideas within sight. Conduct a comprehensive analysis of the market landscape, including industry trends, competitive insights, and market opportunities. Integrate what you learn into a SWOT analysis of your own business to identify strengths and weaknesses, as well as opportunities and threats.

Next, determine the marketing budget for the year and allocate resources accordingly. Outline the strategies and tactics you will employ to achieve your marketing objectives. Define specific metrics and key performance indicators that will be used to measure the success of your marketing efforts. Create a timeline or calendar outlining the key milestones, activities, and campaigns throughout the year.

Finally, establish a system to regularly monitor and evaluate the performance of your marketing plan. Expect to make adjustments along the way.

Harnessing data

Collecting and analyzing the data that will drive your strategies and decision-making is essential to the pre-planning process. Start by breaking down your data into categories.

Sales, marketing, and revenue: Review historical sales and revenue data to understand past performance and identify trends.

Budget and resource allocation: Collect financial data related to marketing expenditures, then allocate budget based on performance and priorities.

Customer data: Gather information about your customers (demographics, psychographics, purchasing behavior, preferences) to generate insights.

Market research: Look into industry trends, market size, customer demands, and the competitive landscape. Industry reports, studies, and benchmarks will also help you understand broader market trends, consumer behavior, and best practices.

Competitive analysis: Analyze your competitors' marketing tactics, product offerings, pricing, and positioning. Review their online presence, social media activities, and customer feedback to gauge their reputation and engagement. Their successes and failures might lead to actionable data.

Website and social media analytics: Utilize web analytics tools to track your website’s traffic, user behavior, conversions, and engagement metrics.

Customer feedback and surveys: Gather feedback from customers through surveys, interviews, or online reviews.

Internal stakeholder input: Seek input from key stakeholders (sales teams, product managers, executives) within your organization. Make sure everyone understands the data at hand. Make it digestible and relevant. What’s important to a sales leader may not be what’s important to your CEO.

By investing time and effort into the pre-marketing plan prep work, you'll be equipped with the necessary insights and data to develop a targeted marketing plan that maximizes your resources and drives meaningful results. With a well-informed and strategic approach, you can navigate the challenges of the modern marketing landscape and achieve your business objectives.

 Something to share with your local-direct client to help them heighten customer acquisition and retention: Philip Jay LeNoble,Ph.D.

COMMENTARY

What Drives (Purchase) Desire: How to Capture Your Customer's Heart

• by Manfred Abraham , Yesterday

Today is the holiday of love and romance, but I’m not necessarily writing about roses and chocolate. Rather, I’m exploring a different aspect of this celebration: desire -- purchase desire, to be more specific. What truly motivates us to make purchases from the brands we love?

And while I won’t get into the intricacies of what makes people attracted to each other, understanding the driving forces behind consumer desire is just as important -- and, may I say, just as complex -- for those of us in the field of understanding consumer behavior.

How do we effectively ignite that strong desire for a product or service?

Understand your audience in depth and determine what makes them tick. Look into the psyche of your target market. What are their aspirations, their struggles, their dreams? Imagine their ideal life.

Every detail matters. It’s all about letting your customers drive your strategies with deeper, more meaningful insights. Are they seeking solutions to save time and energy? Or maybe they’re an artist seeking tools to express their individuality? Understanding their specific desires becomes the map to their hearts.

Close the ambition gap. Can your product contribute to the realization of customers’ ideal reality? Be it efficiency, self-expression, or social status, identify how your offering aligns with their aspirations. Keep in mind that your offering is not just a product; it’s a useful solution if you can articulate and meet these needs. Beyond explicit statements, subtle cues in messaging and visuals can also go a long way toward articulating the value proposition of your business.

Craft the right message. Seduction with substance is an art form that involves striking a balance between simple connection and intriguing appeal. Doing so requires effective imagination. You need to be clear while leaving room for curiosity. Avoid generic language and overused marketing buzzwords. Instead, tap into their emotional triggers and use humor, storytelling, and authentic testimonials as tools in this delicate dance.

Use the right channels. You need to be where your customers are, but also understand why they are there. Don’t just scatter your message across every platform. Research how your audience uses each channel, from their habits to the main reason they’re using it. Are they active on Instagram, seeking for ways to connect with others or to find inspiration? Social listening tools and well-designed quantitative studies can unearth hidden gems of insight. You also need to remember that it's not just about presence; it's about effective engagement tailored to that particular channel.

Dare. Standing out is key. Don’t shy away from bold approaches. Remember, you’re looking for attention, not disappearing into the background. This doesn’t mean eccentric tricks; it means taking calculated risks that capture the essence of your brand and resonate with your audience. Your marketing should possess an element of surprise and ideally be intriguing.

Think of this as a five-point formula for driving desire, but remember, marketing is not an exact science. True skill is found in the art of interpretation and knowing how to apply these principles according to each scenario.

 

So, as Valentine’s Day passes and the everyday returns, keep this in mind: Understanding and fulfilling your customer’s desires is the ultimate strategy, one that goes beyond a transitory holiday and results in long-term loyalty and growth for your brand.

COMMENTARY Media Buyers Ramp Up Deals for Addressable TV, Consider It A 'Must Buy'

COMMENTARY

Media Buyers Ramp Up Deals for Addressable TV, Consider It A 'Must Buy'

• by Wayne Friedman , Staff Writer, 5 hours ago

A third of advertisers now consider addressable TV advertising a “must buy” -- up from 22% a year ago, according to DirecTV.

In its annual report on addressable advertising, it says improved return on investment is key. In particular, 92% say their addressable investments improved their ability to “segment audiences.”

DirecTV's results came from two surveys. The first was conducted with 350 agency and brand executives from Oct. 17 to. 22, 2022. The second was conducted with 250 executives from Sept. 21-Oct. 4, 2023.

This includes a key integration between connected TV (CTV) and linear TV.

DirecTV says 90% of CTV and linear TV media-buying teams collaborate, and 73% say there is satisfaction in making addressable TV deals to extend linear TV reach.
Linear TV reach has seen significant declines in recent years.

Most importantly for addressable TV sellers -- including DirecTV -- the report says that 90% of addressable buying going through legacy and virtual pay TV distributors is planned to retain or increase spending this year.

Analysts still point out that it is generally considered addressable and is more expensive than traditional linear TV advertising due to its advanced targeting capabilities. But regular buyers say that investment (ROI) is worth it.

Analysts say an addressable ad unit can be three to five times higher than linear [inventory].

There is still little addressable ad inventory available overall -- roughly two minutes per hour depending on the cable, satellite, or telco pay TV distribution.

TelevisaUnivision Q4 U.S. Ad Revenues Slip 5%, Core Ads 5% Higher

• by Wayne Friedman , 4 hours ago

Although U.S. advertising revenue at Spanish-language TV-media company TelevisaUnivision slipped 5% in the fourth quarter to $467.2 million, core ad revenue -- excluding political and advocacy advertising and radio station comparison results -- rose 5%.

For all of 2023, advertising slipped 1% to $1.8 billion.

The company closed a deal to sell 18 radio stations in January of 2023.

U.S. subscription and licensing revenue sank 28% for the fourth-quarter period (to $328.5 million) and 4% for the year ($1.3 billion).

Better advertising revenues news came from the company’s Mexico operations -- up 10% for the quarter (to $392.8 million) and 18% for the year ($1.2 billion).

The company says total direct-to-consumer revenue (subscription/advertising) from its ViX streaming platform “exceeded $700 million”. ViX ended the year with more than seven million subscribers. For its free ad-supported ViX option the company would only say that monthly average users (MAUs) grew.

When looking at its entire U.S. and Mexico operations, revenue was down 7% for the quarter to $1.36 billion but 5% higher ($4.9 billion). Taking out World Cup revenue and U.S. midterm political spend in 2022, revenue grew 9%.

For the full year, total advertising revenue grew 6% (to $2.98 billion). For the fourth quarter, total advertising was up 1% ($860 million).

COMMENTARY

TV Bigs Getting Out Front of Upfronts with Early Announcements

• by Adam Buckman , Featured Columnist, 10 hours ago

Upfront Week announcements are already coming fast and furious from the big TV companies that simply cannot wait to reveal their outsized presentation plans.

For the record, as of this date -- Thursday, Feb. 15 -- it is 12 weeks and four days until the start of Upfront Week on Monday, May 13.

And yet, the first one of these announcements to appear in the TV Blog’s bloated inbox was from Warner Bros. Discovery on January 18.

WBD announced it will stage its presentation on Wednesday, May 15, at 10 a.m. Eastern at the 5,600-seat Theater at Madison Square Garden. 

It wouldn’t be pre-Upfront season without hyperbole as the biggies position their spring Upfront sales efforts.

“Warner Bros. Discovery has the strongest portfolio of networks, platforms, and brands in the business, delivering unparalleled scale and reach. Our groundbreaking technology provides standout, industry-leading opportunities to connect our clients with the tens of millions of valuable viewers who watch, stream and engage with our content daily,” said Jon Steinlauf, Warner Bros. Discovery’s Chief U.S. advertising sales Officer, in a prepared statement.

“At this year’s Upfront presentation, we are incredibly excited to showcase our innovative advanced advertising solutions, as well as the Max streaming portfolio, which places brands alongside our award-winning series, films, live sports and breaking news.”   

A press release from NBCUniversal came on Jan. 31. It announced plans for NBCU’s Upfront to take place on Monday, May 13, at the company’s traditional venue, Radio City Music Hall. 

NBCU-owned Telemundo will have a separate event that evening at the venue known as The Shed at Hudson Yards, the announcement said.

“NBCUniversal has always put our advertising partners at the center of everything we do,” said Mark Marshall, Chairman, NBCUniversal global advertising & partnerships, in a prepared statement. 

“As consumers’ viewing habits continue to shift, the opportunity to connect with audiences across platforms is more valuable than ever,” he said.

A new wrinkle in Upfront World this year: Multi-day “Upfront Experiences.” Netflix is having one, and so is Hallmark Media, although they differ in various ways.

Netflix’s two-day event starts Wednesday, May 15, at the venue known as Pier59. It is being billed as a more or less normal Upfront experience in which Netflix will ballyhoo upcoming content.

But wait, there’s more. The next day, Netflix will set its sights on mesmerizing media buyers with an immersive “Netflix Experience.”

According to a MediaPost story, this Netflix Experience will include “immersing” buyers in some sort of “Stranger Things” room where they will somehow find themselves “upside-down” (or some such) in order to perform “Squid Game” challenges.

In the show “Squid Game,” the challenges are fatal ones. What’s the pitch this year? Sign on the dotted line, or else!?

Hallmark’s press release out yesterday (Feb. 14) also used the word “immersive” in describing an Upfront experience spread over nine days -- April 2-11.

“Hallmark Media will engage its advertising partners with a new series of curated immersive events designed to mirror the enchanting and heartwarming content Hallmark Media is renowned for,” said the press release.

“The Hallmark Media Upfront Experiences will take place April 2nd-April 11th at locations throughout the New York City area, featuring premiere immersive activities that include a private tour and cocktail party at one of NY’s most iconic venues, hosting and entertaining classes, a memorable dinner at a Michelin-rated restaurant, and more,” it said.

“As part of these experiences, we look forward to sharing the new tools and initiatives Hallmark Media has to offer that will empower brands to authentically connect with our expanding viewership,” said Ed Georger, executive vice president, ad sales & digital media, in a prepared statement.

Please count me in, Hallmark, especially if you can save me a seat at that Michelin-rated restaurant because no one knows food better than a tire company.

Earlier this week came an Upfront announcement from Fox (home of the award-winning Homer Simpson, above photo), which returns to the Hammerstein Ballroom on Monday, May 13.

“At Fox, our unrivaled, world-class content connects with communities nationwide like no other,” said Jeff Collins, President of Advertising Sales, Marketing and Brand Partnerships, in a prepared statement.

“We are excited to return to Upfront week, the culmination of months of bespoke client engagements focused on developing custom solutions for our valued partners across our industry-leading content, data and technology,” he said.

Now that the announcements are coming out, it is time for everyone to mark their calendars. And for the TV Blog, the battle to get invited begins.

RESTAURANTS

Delivery, Promotions Drive Restaurant Industry Sales Forecast Of $1.1 Trillion

• by Teresa Buyikian , Yesterday

Restaurant operators have a lot to look forward to in 2024, at least according to the National Restaurant Association 2024 State of the Restaurant Industry Report.

The recently published report, seen here, forecasts restaurant sales to exceed $1.1 trillion for 2024, a new record for the industry that is also slated to employ over 15.7 million people for the year.

Many factors contribute to the positive forecast. Restaurant operators are optimistic; nearly eight in 10 predict their sales will increase (33%) or hold steady (45%) as compared to 2023.

As far as profitability, goes, operators are a little more cautious, with only 27% expecting to be more profitable this year. “Average food costs have increased more than 20% and average wages more than 30% from 2019—both impacting profitability,” per the report.

Delivery, carryout and drive-thru continues to be a core part of the restaurant business and is only expected to grow. Fifty-two percent of consumers – which includes 67% of millennials and 63% of Gen Z-ers -- say ordering takeout is “an essential part of their lifestyle.”

Employment has increased, but operators are still short-staffed. Forty-five percent of restaurant operators still need more employees, and 70% have job openings that are hard to fill. The industry is projected to add 200,000 jobs in 2024, bringing total industry employment to 15.7 million.

"With more than $1 trillion in sales expected this year, the state of the restaurant industry is strong thanks to the agility of its operators and employees," said Michelle Korsmo, president and CEO of the National Restaurant Association, in a release. "Restaurants are finding ways to adapt to the challenges of increased food costs and supply chain disruption. Restaurants have responded well to customers' desire to have more opportunities to enjoy restaurant meals, which continues to grow sales, create employment opportunities, and foster a strong sense of community."

Technology remains a wild card, as operators continue to strategize on how to best invest. Last year 48% of operators made technology investments, but 60% plan to make an investment in 2024. Customers cited said they would like to see technology that makes ordering and paying easier and more efficient.

One thing operators can be sure of is customers’ love of promotions. Seven in 10 adults said they look for daily specials and discounts when ordering. Eighty-five percent of customers said they are “more flexible about when they dine if it comes with a deal, and 84% said they'd take advantage of deals offered for dining at off-peak times.” Seventy-five percent of adults would even opt for smaller-sized portions if the price were lower.