Ingredients for a Successful Sales Incentive Program

As sales managers, are you considering an incentive program to drive more sales at your station? Here are what should be considered if and whence you do add a little bounce to y0ur sales team From Sales & Marketing Management, Philip Jay LeNoble, Ph.D.

Ingredients for a Successful Sales Incentive Program

By

 Andres Lares, Shapiro Negotiations Institute

 -

March 25, 2024


















Organizations constantly seek ways to boost performance and drive revenue in the competitive sales landscape. One effective tool in their arsenal is a well-designed sales incentive program. A carefully crafted incentive program motivates sales teams and can help align their efforts with organizational goals. Let’s explore strategies for building a better sales incentive program that captures your sales force’s attention and ensures sustained success.

Set Clear Objectives

The foundation of any successful sales incentive program lies in defining clear and measurable objectives. Begin by identifying your organization’s goals — increasing revenue, acquiring new customers or promoting specific products.

Ensure these objectives are communicated effectively to the sales team, fostering a sense of purpose and direction.

Know Your Audience

Understanding the dynamics and preferences of your sales team is crucial. Tailor the program to appeal to their interests and preferences, making it more likely for them to actively engage and strive towards the set targets.

Choose the Right Incentives

Monetary rewards are often powerful motivators, but remember to consider the impact of non-monetary rewards such as recognition, career advancement opportunities or experiential rewards like travel incentives.

Create a Transparent System

Clearly outline the criteria for earning incentives, whether based on individual achievements, team goals or overall company performance. A transparent system builds trust and ensures that sales professionals understand how their efforts contribute to the bigger picture.

Regularly Evaluate and Adjust

The business landscape is dynamic. What works today may be less effective tomorrow. Regularly evaluate the performance of your sales incentive program and be ready to make adjustments based on feedback and results.

Motivation That Supports

Creating a sales culture that motivates and supports begins with fostering an environment that values collaboration, continuous learning, and mutual success. While top performers and leaderboards can serve as motivational tools, they should not overshadow the importance of fostering a supportive culture. This means emphasizing teamwork over cutthroat competition and encouraging open communication, where feedback is constructive and shared transparently.

Recognizing and celebrating individual and team achievements regularly reinforces a sense of accomplishment and shared goals. While some level of competitiveness is acceptable, it should be manageable, as it can quickly undermine a positive team culture.

Offer Tiered Rewards

Different levels of achievement should correspond to varying degrees of rewards, allowing high-performing and average performers to feel the impact of their efforts. This ensures that everyone has a stake in the incentive program’s success.

Provide Training and Support

Equip your sales team with the necessary skills and knowledge to excel. A well-trained team is more likely to meet and exceed targets, making your incentive program more effective. Additionally, offer ongoing support and mentorship to help individuals overcome challenges and continuously improve their performance.

 

How Brands Can Weather the TikTok Storm

• by Geoff Gates , 2 hours ago

There’s never a dull moment in the world of social media.

A quick recap of where things stand currently: On March 13, a measure overwhelmingly passed in the House giving China-based ByteDance two options: Sell TikTok or be banned from use in the United States. Next up is a vote in the Senate. If the bill passes there, it goes to the president who plans to sign it into law.

Let’s go full doomsday and play out a scenario where ByteDance refuses to sell and the app is banned in the United States, which is an absolute possibility. After all, the U.S. has a history of defending itself against any form of foreign influence. If you’re a brand that has an established presence on TikTok, here’s what you need to do to set yourself up for success.

Diversifyyour social efforts. Every brand should be on multiple social media channels. If you’re not, you still have time! Begin operating under the belief that any social platform could disappear tomorrow, and start creating and posting accordingly.

You have no control over what happens at Facebook, Instagram, or X—this approach of a wider channel distribution allows brands to continue operating smoothly even if a platform is undergoing drastic changes.

Reddit shares soared 70% in its first day of public trading, and Meta’s Q4 2023 revenue was up 25% YoY. Now is a great time to explore and try platforms that your brand isn’t on.

Diversify your marketing efforts. You should continue cultivating your owned channels (website, email, app, etc.). These channels provide greater control and autonomy, reducing dependence on external platforms and mitigating risks associated with regulatory changes, virtually removing all third-party influence outside of, say, finding a better provider to host your email database. Continue to focus on building direct relationships with your customers and desired audiences.

This comes with its own set of challenges, specifically around data. Prioritize transparency and accountability in your data practices. With data privacy concerns at the forefront, consumers are increasingly wary of how their information is being handled. By being transparent about data collection and usage, brands can build trust with their audience and differentiate themselves in a crowded digital landscape.

Stay in the know. You should be monitoring developments closely and stay informed about regulatory changes and industry trends. I know it’s a tall task, but knowledge is power and making informed decisions on your marketing strategy is vital to success.

By staying ahead of the curve, you can proactively adjust strategies and allocate resources accordingly. This may involve reallocating budgets, exploring alternative platforms, or investing in new technologies to stay competitive in a rapidly evolving landscape.

The old adage “Don’t put all your eggs in one basket” has stood the test of time for a reason. Marketers can quickly find themselves in hot water when their focus is too narrow. If you haven’t already, start widening your brand’s footprint.

 

COMMENTARY

Change Your Head by Changing the Channel? Mental Health TV Network Launches

• by Les Luchter , Staff Writer, over 1 hour ago

:

 

The Mental Health Television Network (MHTN) has launched as a 24/7 linear and on-demand streaming service.

If you think the TV content world doesn’t need another niche player, perhaps you should expand your vision. At a time when everyone seems to either have mental health issues or to know someone with mental health issues, MHTN may just be aiming at a mass market.

Co-founder and CEO Kieran Clarke, a 40-year veteran of sales and GM roles at such TV companies as Tribune, Meredith and Fox, tells Pharma & Health Insider that he’s never received as much “deep, authentic, and feeling” feedback as he is now getting. “The word I’ve seen most is ‘needed,’” he says.

While Clarke hopes for a “general market” audience, he acknowledges that MHTN’s initial target is women 25-54, with two additional “skews”: “younger folks” at colleges and universities who “need it desperately,” and older people who “need it more than they think” because they’re “continually more isolated, lonely and depressed.” And then finally, men, who he says are still showing resistance when it comes to “opening up about mental health.”

Clarke is also looking at the “general market” advertising-wise, targeting not only pharma brands but also “all those brands that support [May’s] Mental Health Awareness Month [but have] no mechanism to support it year-round.”

Programming, which Clarke says will be entirely original, currently consists of one new four-hour block daily being played in a 24-hour loop. When we tuned in Wednesday, the service’s two anchorwomen were providing mental health-related news items, with commentary by MHTN co-founder and chief medical officer Dr. Dan Bober on such topics as the pros and cons of being able to predict dementia.

Other regular interviewees include psychiatrists, psychologists, life coaches and other experts, Clarke notes.

The new programming block will increase to six hours a day within three months, he says.

And MHTN’s content will consist of more than just news and interviews, he adds.

There will be documentaries, Clarke says, and even scripted shows focused on specific mental health issues that will evoke “what we used to call after-school specials.”

“We’ll find the budget through sponsors starting in June,” he says, and “start out with probably 10 a year,” followed by a panel discussion about each topic with four or five experts.

Launched just a couple of weeks ago in a free stream at MHTN.org, MHTN will be offered in both subscription and free ad-supported formats. It has already secured a distribution deal with FAST service Freebie TV, is  in discussions with two Canadian cable companies, and has a “nearly completed deal with a top tier 1 platform,” Clarke says.

Connected TV pickup is also in the cards as MHTN has partnered with Amagi, which connects FAST channels with connected TV manufacturers like LG, Samsung and Sony.

Another “critically important” key distribution venue will out out-of-home locations like doctor and hospital waiting rooms, Clarke says.

In addition to subscription fees and ad sales dollars, MHTN’s monetization plans include a directory of mental health professionals as well as “expert” conferences.

The directory, Clarke says, will launch soon, with psychiatrists and psychologists paying between $12.99 and $19.99 a month to be included.

The conferences, on specific mental health topics, will also be shown on MHTN, becoming another source of programming.

MHTN’s plan for promoting and marketing its service includes partnerships with nonprofits, the first of which is the Jon Bon Jovi Soul Foundation, whose mission, according to its website,  is “to break the cycle of hunger, poverty and homelessness” by supporting “innovative community benefit organizations.” The foundation will include an MHTN feed on its website,  and appear on-air “a couple of times a month to talk about the trends that they see,” Clarke says.

MHTN, which has a staff of 25 and studios in Orlando, Florida, seems like an ambitious undertaking, and Clarke doesn’t disagree.

“We really do plan to change the way the world looks at mental health, destigmatizing it, making it part of a natural organic flow of conversation,” he declares.

And maybe launching in this election year makes a lot of sense. 

“Mental health seems to be the only thing that Democrats and Republicans can agree on,” Clarke comments.

 

YouTube TV To Be Biggest Pay TV Provider In 2026, Reach Profitability In 2024: Analyst

• by Wayne Friedman , 4 hours ago

YouTube TV is trending to be the largest pay TV provider in the U.S. by 2026, according to projections from MoffettNathanson Research -- and to reach profitability by the end of this year.

A report estimates that in two years, YouTube TV will total 12.4 million subscribers -- outpacing legacy cable TV-focused companies Comcast Corp. and Charter Communications. 

Due to overall industry-wide cord-cutting of traditional pay TV programming bundles -- around 7% per year -- those two companies will drop to 9.2 million and 11.2 million subscribers, respectively.

“At the current levels of decline, YouTube TV is on a clear path to becoming the largest pay TV provider in the United States,” writes Michael Nathanson, co-founder and senior research analyst.

At the end of 2023, YouTube TV landed at 8.0 million subscribers -- slightly higher than DirecTV's 7.8 million. Comcast and Charter are each estimated to have had 14.1 million subscribers at year's end.

YouTube TV raised its base programming bundle price to $72.99 a month last year.

“With traditional MVPD packages now fetching prices in excess of $100, we would argue the ease of YouTube TV (mobile viewing, no cable boxes or satellites, etc.) still presents a great value to those still watching linear television and a great entry point for younger consumers not conditioned for the traditional distribution models,” Nathanson said.

YouTube TV's revenues are forecast to rise 32% this year to $7.9 billion -- including $7.5 billion from “core” revenue and $400 million from “NFL Sunday Ticket.”

After years of posting overall net losses, Nathanson forecasts YouTube TV to see “slight profitability in 2024," adding: "Note that we estimate YouTube TV was profitable on a 'core' basis in 2023, with overall profits dragged down by losses from Sunday Ticket.”

 

Broadcast, CTV Platforms - And Social Media - Push Crossover Media Use

• by Wayne Friedman , Staff Writer, 3 hours ago

Broadcast and connected TV platforms continue to be among the big movers and promoters around crossover usage of other media channels, according to a report from GWI, a consumer research company.

For example, of the 89% of respondents who use broadcast TV on a typical day, 93% say they use social media.

Another key finding is that among the 77% who regularly use online TV platforms, 95% use social media daily.

Platforms that are lagging behind in terms of crossover benefits include music streaming platforms, physical press, podcasts, and gaming consoles activity.

Of those who are using broadcast media on a given day, 66% to 68% will also use these other media channels. 

The better news for music streaming platforms, physical press, and podcasts, and gaming consoles is that those online TV users offer better results. Among the daily online TV users, 73% said they will go to music streaming platforms and physical press (magazines and newspapers), with 74% each going to podcasts and gaming consoles.

The best result in terms of daily usage crossover power is with social media, which has a 93% reach. Of those using social media, 91% will tune into broadcast TV; and 80% will go to to connected/online TV. The lowest crossover usage for social media users is found with gaming consoles and physical press -- at just 66%.

“Fortunately, brands don’t need to be on every channel imaginable to get ahead, as most audiences can be found across the media spectrum. In fact, they all have fairly big reach and overlap,” the authors of the study say. 

When it comes to advertiser and brand awareness, social media and broadcast also scored well -- only topped by search engine users.

Both social media and broadcast got a 30% score when it comes to respondents saying that is where they typically find brands and products. Search came in at 36%, with brand site users at 30%. 

TV streamers were a bit further down at just 17%.

 

NBC News Drops McDaniel Following MSNBC, NBC Outcry

• by Wayne Friedman , Today

NBC News decided to drop Ronna McDaniel, the controversial former chair of the Republican National Committee on Tuesday, as a new on-air commentator, following immediate and widespread criticism and backlash.

The news came four days after NBC News announced McDaniel would be an on-air political analyst for all its platforms and networks.

The outcry largely came from MSNBC on-air anchors who strongly opposed McDaniel because of her continual attacks on journalists in recent years, as well as her claims that their work was “fake news” and her general view of the media as “corrupt” while in her post as RNC chair.

Many were also disturbed by her actions promoting false claims around the 2020 Presidential election vote, as well as helping to recruit poll workers for Trump's fake elector scheme.

Soon after the announcement, in an effort to appease the on-air and off-air backlash, President of MSNBC Rashida Jones told employees that McDaniel would not be an on-air commentator for any shows on the 24-hour cable TV news network.

In an interview on NBC’s “Meet the Press” on Sunday, McDaniel admitted that to an extent she was wrong at times -- engaging in certain activities under the guise of  “taking one for the team.” 

On the same show, former “Meet the Press” moderator Chuck Todd said: “There’s a reason a lot of journalists at NBC News are uncomfortable with this." He elaborated that under McDaniel the RNC engaged in “gaslighting” and “character assassination” when dealing with the news media.

Todd went on to say to Kristen Welker, the current moderator of “Meet The Press” -- with regard to having to interview McDaniel on the show: “I think our bosses owe you an apology for putting you in this situation.”

On Tuesday, Cesar Conde, chairman of NBCUniversal News Group, in a memo to employees said: “There is no doubt that the last several days have been difficult for the News Group. After listening to the legitimate concerns of many of you, I have decided that Ronna McDaniel will not be an NBC News contributor.”

He went on to say: “While this was a collective recommendation by some members of our leadership team, I approved it and take full responsibility for it.”

Conde added: “Our initial decision was made because of our deep commitment to presenting our audiences with a widely diverse set of viewpoints and experiences, particularly during these consequential times.”

 

Navigating TV, Streaming Bundles to Lighten the Load: Who Wins?

• by Wayne Friedman , Staff Writer, March 21, 2024

To bundle or not to bundle? Perhaps when it comes to all the possible combinations of TV networks and streamers and other content providers, we may want to shift things around as needed.

A new company called MyBundle looks to help people navigate all the different variations on the TV network/streaming package one might buy in the new TV world.

Who controls the bundle? Right now, some would say that is largely legacy broadband/pay TV companies -- big and small operations have an inside track. Transmission and TV/movie content seem to go together after all.

“Nobody wants 10 different services,” MyBundle CEO Jason Cohen recently told The Hollywood Reporter.  “But if it was 10 clicks on a bundle [emphasis added], that's different. We think there’s a big opportunity.”

Services like this want to help consumers figure out what they want -- and it isn't about cord-cutting but rather cord-shaving. But that can be a complicated process.

It's not just helping consumers bundle, but for which “bundlers”. They will not only pose directional questions like “select the channel you need” but also look at their history, including bundles (or not) they currently have. This is all done to navigate at the lowest cost.

All that is well and good. But high-profile, individual entertainment programs -- both scripted and unscripted -- continue to be the bedrock and strong promotional tool of the new streaming world.  That could mean constant change -- altering one's bundle from month to month.

For example, one bit of analysis suggests that at any given time, many heavy consumers of TV content honed in on two major new TV series per streamer, at best.

This isn’t to say that other new and library TV shows and movies are not important on a particular service. But it does provide consumers with the feeling that they are getting a lot of content.

Critics may say the majority of consumers' TV behavior is not about making continuous month-to-month tweaks in their package. Still, those consumers might want to have that option.

That seems to create endless possibilities, and lots of flexibility is needed. 

From the business side of things, small to mid-sized broadband and/or cable TV providers would seem to benefit from consumer referrals like this to lift their revenue prospects.

But we are only in the first quarter of this rapidly new pay TV-video game.

How many different and still evolving game plans are out there?

 

Ad Market Expands 10.4% In February

• by Joe Mandese  @mp_joemandese, 11 hours ago

The U.S. ad market expanded at its greatest rate in nearly two years in February -- increasing 10.4% over February 2023, according to the latest monthly installment of Guideline's U.S. Ad Market Tracker.

February also was the 11th consecutive month to post growth, providing a further indication that the U.S. ad economy is well out of recession.

February also was the first double-digit expansion since March 2022's 11.3% gain, which preceded a downward trend that manifested in recession beginning in July 2022 and ended eight months later when the U.S. ad market began expanding again in April 2023.

The data is another strong indicator of upward momentum for ad spending as the U.S. accelerates what is expected to be a banner year in political ad spending, as well as tentpole events including the Paris Olympic Games.

Politics aside, analysts have been sending positive signals for nominal ad-spending growth. On Monday, Madison and Wall's Brian Wieser published his second upward revision for U.S. ad spending this year, excluding political.

Much of this February's growth was due to increased spending by smaller categories. While the top 10 ad categories expanded spending 7.4%, all other categories grew at twice that rate: 14.7%.

 

How to Create a Sales Enablement Plan for Outsized Commercial Impact

By

 Mike Katz, Shayne Jackson

 -

March 18, 2024

Customer needs and expectations are constantly evolving, and there is a widening gap between seller capabilities and buyer needs. Sellers struggle to adapt to increasingly digital buyer preferences and as a result, sales enablement often fails to meet commercial expectations.

So how can sales leaders turn this around, close this gap and drive seller behaviors that more closely align with sales strategies?

In order to meet revenue goals, sales leaders will need to ignite a new enablement approach that embraces a shift in content as well as dynamic messaging to increase buyer confidence. Furthermore, sales and customer-facing content will need to be closely linked to the buying journey.

To help sales enablement leaders create enablement functions that address today’s commercial realities, Gartner recommends focusing on a three-step plan.

Figure 1. The Sales Enablement Plan for Outsized Revenue Impact

(Source: Gartner)

Step 1. Partner with Marketing

Though today’s B2B buyers increasingly prefer a rep-free seller experience, utilizing self-serve digital commerce to complete a purchase, the role of the seller is still vital. However, the seller’s role is changing, and will require them to share valuable context and expertise with buyers rather than simply delivering information in real time.

Sales enablement leaders should partner with marketing to align seller expertise to complement buyers’ digital preferences. This will allow a shift in focus to support the buying journey, moving from simply creating sales content to curating content that speaks to an increase in digital commerce.

Buyer engagement tools created through this partnership allow for a mutually beneficial omnichannel experience, by supporting sellers as they manage change throughout the buying journey. Examples of these tools include:

• Benchmark: Supplies customers hard-to-find data for peer comparison
• Diagnostic: Gives customers a useful framework for assessing performance
• Implementation Guide: Provides steps taken to ensure successful onboarding, deployment and usage
• Connector: Enables stakeholders to establish common ground

Step 2. Build a Proactive, Agile Enablement Function

In order to realize its potential as a strategic partner to the chief sales offer (CSO), sales enablement functions must shift their strategy from reactive to proactive.

Enablement leaders should ask questions such as “How can sales strategy drive the creation and selection of aligned sales kickoff sessions?” and “How can we design a learning program focused on specific seller skills that drive behaviors and accomplish sales goals?”. Probing like this will result in a proactive, strategically aligned function that has a strong voice in setting sales strategy.

A sales enablement charter should also be created to clearly define the enablement function and elevate its role in the sales organization. Details including purpose, ways in which enablement will be measured, and a description of the organization’s structure should be included. By sharing the charter with sales leadership, enablement can ensure strategic alignment and creative initiatives that support sales goals.

Step 3. Drive Seller Behaviors Aligned to Sales Strategy

Sales leaders should look beyond traditional enablement that simply provides information to improve sellers’ capabilities. Instead, enablement must take into consideration the three components of behavior change – ability, motivation and trigger – to drive seller behavior that directly impacts sales objectives.

Triggers, including just-in-time (JIT) learning and behavioral nudges, are often underutilized by enablement leaders as they seek to drive seller behavior change. JIT learning increases seller ability at the moment of action by arming them with the exact information they need to execute, while behavioral nudges are interventions and small tweaks that shape a seller’s behavior in a predictable way.

Leveraging both concepts will spur the right mix of motivation and ability into action, leading to sales organizations that consistently exceed customer acquisition, revenue growth and seller revenue targets.

By following this three-step enablement plan, enablement leaders have the formula to customize content geared towards today’s digital landscape, build a proactive, nimble enablement function, and measure and clearly convey enablement’s impact to the commercial team. Successfully executing this plan elevates the role of enablement where it can take a seat at the leadership table and play an active role in setting sales strategy.

 

AI Perception -- And Adoption

• by Camm Rowland , 21 minutes ago

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

At the core of the ongoing conversation about AI in marketing is the nuanced way people perceive AI-generated content — which will be a strong determinant of how and when marketers use it in the future.

A study from MIT Sloan uncovered a fascinating dichotomy: While individuals tend to favor human-made content when its origin is known, they often prefer AI-generated content when the source remains undisclosed. This contrast underscores a conditional acceptance of AI, where the perception of authenticity can outweigh the actual experience of the content.

Research has also shown that sentiment towards generative AI varies across professions, with product managers, data scientists, and others in roles that might see AI as a boon to efficiency show more positive sentiments around its progress. In contrast, creative professionals might feel threatened by AI's ability to effectively imitate their craft or use their works without consent, and display more negative sentiments.

Furthermore, a Pew Research Center survey revealed that attitudes towards AI's impact vary by demographic factors: men perceive AI's impact in specific areas more positively than women, individuals with higher education recognize AI's benefits more broadly, and those with higher incomes consider AI more useful for specific tasks.

These insights lead us to understand that the acceptance or rejection of AI-generated content and sentiment around AI advancement is a complex spectrum influenced by various contextual factors.

In the world of marketing, grappling with the adoption of AI is a daily challenge. Early apprehensions about AI's use are beginning to wane, but we’re not out of the woods yet. AI’s evolving capabilities, along with dynamic legal and ethical conversations, mean that if, how and when to best utilize AI can change week to week.

Despite these constant changes, adoption is increasing. The Copenhagen Institute for Future Studies provided a bold forecast: It anticipated that by 2025 to 2030, 99% to 99.9% of internet content, overall, could be AI-generated, suggesting that marketing resistance to AI adoption might soon be a thing of the past.

Where does that leave human creators? The shift points to a future where human-made content will become an increasingly rare commodity, prized for its unique creativity and authenticity in a predominantly AI-generated landscape. The critical questions will evolve from whether to use AI, to strategic considerations of when to employ AI, when to leverage the increasingly rare premium of human creativity, and how to provide transparency on a piece of content’s origin.

 Something a little different for Sales Manager to consider attending to gain great traction into our business from a media buyers' standpoint which has always been a major part of TV revenue. Philip Jay LeNoble, Ph.D.

 

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September 16-19, 2024  Austin, TX

 

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MediaPost believes the conference model is broken.   The modern media planner & buyer needs something more than the typical industry gatherings.

With technology changing human behavior and consumer sentiments at breakneck speed, the practitioners who are responsible for the art form of media allocation need a place to connect on a human level and rise to today’s challenges.

The Planning & Buying Insider Summit will inspire media decision-makers by ensuring that they have a safe space to share new techniques and strategies while having a unique opportunity to engage in real talk and relationship-building.   All attendees will head home buzzing with new ideas and feel more closely connected to their peers.

 

 

 

 

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2024 U.S. Political Ad Spend to Grow 16% Vs. 2020: Analyst

• by Wayne Friedman , 6 hours ago

Political ad spend for the 2024 presidential election year is estimated to grow 16% by $1.5 billion over the last Presidential election year (2020) to $11.1 billion, according to estimates from BIA Advisory Services.

Political advertising is projected to rise 24% (by $2.2 billion) this year compared to the midterm election in 2022, when it was $9.0 billion.

Political ad spending for the 2020 presidential political year totaled $9.6 billion.

Over-the-air TV will get the biggest share -- at $4.6 billion, growing 4.6% from 2020 ($4.4 billion). The addition of TV station-related digital advertising will push up the number to $4.9 billion -- up from around $4.7 billion in 2020. 

Connected TV and OTT political ad spending will rocket up to $1.0 billion from $74 million in 2020.

On the flip side, cable TV -- the only category to see a decline -- is projected to be down 14% ($183 million) to $1.1 billion. 

Non-TV digital (PC/laptop) business will be 13% higher ($132 million more)  at $1.3 billion versus four years ago.

Radio will grow 16% from the previous election period, projected to be $536 million.

Traditional advertising is projected to account for 70% of political ad spending -- down from 78% in 2020.

 

Young Streamers Believe They Are Overspending On TV, Video

• by Wayne Friedman , Staff Writer, March 14, 2024

TV consumers in the United States are now spending on average $120 every month on total legacy pay TV and streaming services fees, according to research from Fox Corp.’s streamer Tubi.

Against this backdrop, the survey says 53% of Gen Z and millennials consumers believe they are overspending on streaming, with 71% saying they regularly cancel services.

Fifty-eight percent of all viewers are in favor of switching to ad-supported streamers if they believe it will save money, with 62% saying they prefer free, ad-supported streaming over paid services.

The research shows that 56% of viewers are streaming one to three hours of programming at a time, with 40% streaming three or more hours at a time. 

The Tubi research estimates that consumers use a total of just under four streaming services, with a total of 3.8 on average.

Heavy streamers -- those who view more than 15 hours/week and have just under five streaming platforms -- have about 4.7 streaming services on average.

Sixty-three percent of Tubi streamers are cord-cutters and cord-nevers, while 30% are unreachable on other major ad-supported streamers, according to MRI-Simmons’ November 2023 data.

When it comes to content, Tubi says Gen Z actually have wide-ranging interests -- from original content, to nostalgia, with reruns that can be more than 10 years old, as well as sports:

- 74%  of Gen Z and millennials prefer originals to remakes

- 67% of Gen Z and millennials turn to content that is 10+ years old because “the style and quality is good”

- 42% of Gen Z dedicate three or more hours each week to live sports streaming,  more than those on traditional cable and satellite TV (24%)

The survey was performed by The Harris Poll for Tubi from December 22, 2023 to January 5, 2024, among 2,503 adults ages 18 and older who stream video at least one hour a week.

 The importance of local-direct business is conveyed in the article below. National and reginal business...may take a hit. Philip Jay LeNoble, Ph.D

COMMENTARY

Legacy TV 'Quiet Quitting' Reveals 'Sticky' Sports, News Viewing Strength

• by Wayne Friedman , Staff Writer, 7 hours ago

Complete “quitting” of any program viewing on legacy TV platforms continues to lag what has been called “quiet quitting” -- cutting back on viewing on cable, satellite or over-the-air platforms, according to a new Inscape report.

"Sticky" sports and news content may have something to do with this, according to the survey.

Among those surveyed in the last three months of 2023, 61% of respondents spent all their TV viewing time with streaming, with 39% spending all their time on cable/satellite/over-the-air platforms and stations.

Drilling down, in the fourth quarter, the Inscape panel reported 72% of respondents' sports viewing time was on cable/satellite systems (28% for streaming). 

Regular TV news content continues to be the strongest on legacy TV platforms -- at 79% versus 21% for streaming. News-related GOP presidential debates posted an 81% number in favor of cable/satellite/OTA platforms.

At the same time, the report says the percentage of viewers “no longer viewing cable/satellite” programming rose 6.5% in the period versus 4.0% a year earlier. This data is based on U.S. homes with at least six minutes of cable/satellite viewership in each of the last four quarters.

Looking at the fourth quarter of 2023 versus the previous year, 15% of viewers decreased their cable and satellite viewing time by more than 75% -- but did not fully “quit.”

Around 12% of viewers who lowered their viewing by 50% to 75% also did not “quit.”