Wednesday, June 5, 2024

Streaming Share of Total TV Viewing Has Leveled Off

 

Streaming Share of Total TV Viewing Has Leveled Off

After growing substantially over the last three years, the share of time spent streaming has leveled off for U.S. households -- at 57% in the first quarter of this year, according to Inscape. 

In the previous fourth quarter 2023 period it was 58%, according to the TV-video smart TV data company. By way of comparison, streaming share was 45% in the fourth quarter of 2021.

Notably traditional cable/satellite/telco share was essentially flat as well -- at 33%, down one percentage point from the fourth quarter 2023. 

TV viewing time accessed by gaming consoles were at 6% in the first quarter of this year-- virtually the same level versus the same first quarter period a year ago. Over the air TV access was at 3%.

Though overall smart TV viewing share is flat, the percentage of viewing-only streamed content (versus linear TV content) is rising: 58% of the total smart TV time viewing goes to streamed programming, up three percentage points from the previous quarter.


Analyzing a key important piece of linear TV -- live programming (especially sports and news) -- research shows that after periods of rising viewing, there were flattening results for smart TVs, a 24.4% share, down from 25.8% the previous quarter.

Since the second quarter 2022 live, linear TV viewing has climbed from 15.2% a share.

Inscape results were based on linear and streaming TV data from over 23 million opt-in households via Vizio smart TV and other device

Five Steps to Reframe Your Brand's CRM

Another good piece to share with your local-direct client: Philip Jay LeNoble,Ph.D.

COMMENTARY

Five Steps to Reframe Your Brand's CRM

Customers’ expectations of brands are changing at a rapid rate, especially as choices expand. Are customer relationship management (CRM) programs keeping pace? With multiple analysts estimating 20%-70% of CRM projects either fail to improve company performance or result in losses, it's time to think of CRM as more than data, tools and workflow. An effective combination of loyalty, customer experience and branding—delivered in personalized ways—is the key to unlocking greater engagement. Here are five steps to help reframe your CRM program.

Create a strategy. The first step is defining what the desired outcome of the CRM strategy is, and then determining how to reach that outcome. Think of CRM’s greater purpose: a holistic strategic practice that activates a customer-centric mindset and approach. Try reframing CRM by reappropriating the "M" to be marketing rather than management. This can expand thinking to include one-to-one, direct-response and other marketing disciplines.

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Fuel the strategy with data. All good strategy starts with analyzing data to uncover insights based on customer behavior patterns, particularly those that offer an opening to influence. Once this is identified, CRM must deliver meaningful interactions with both customers and prospects. Customers expect information they provide -- either explicitly or implicitly -- to result in relevant brand communications.

Make customer empathy the focal point. What needs does a product or service fulfill? What moves them further along the journey? Questions like this help determine crucial moments of engagement when a brand can effectively influence the attitudes and actions of its audience.

Once needs are defined, it’s critical to identify how to meet them. Which exclusive benefit or product features are at the core of meeting consumers’ tangible needs? Once discovered, make it all actionable through personalized and compelling interactions with individuals.

Take stock of engagement and long-term brand capabilities. Prioritizing marketing tactics moves strategies forward. Personalizing the strategy by targeting customer segments in different ways will drive core objectives. For long-term success and sustainability, map out key milestones based on additional customer use cases and the capabilities needed to enable them for increased engagement and measure the results.

Anticipate roadblocks.  Ensure the data, technology and strategic vision are in lockstep. Share the strategic vision and long-term marketing plans with data and technology partners so they can prioritize and sequence data strategy and technology functions to support the vision. Avoid the temptation to replace underutilized technology with the newest available. Replacing an old platform won't solve underlying inconsistencies or blind spots, but it can eat up months of a timeline. Communicate -- both roadblocks and successes  -- with all departments to make sure they’re all guided by the same strategic vision.

Remember, having a CRM platform doesn’t deliver an instant “in” with customers. It takes a well-planned strategy with data-driven and personalized interaction to drive brand loyalty and engagement.

Principles Over Profits? The Value of Brand Values

Something to share with local-direct clients! Philip Jay LeNoble, Ph.D.

COMMENTARY

Principles Over Profits? The Value of Brand Values

Remaining true to your core values, even in tough financial times, is vital to maintaining a viable, healthy brand in today's economy.

Staying committed to founding principles is essential, especially when these principles are the cornerstone of your brand’s identity. Consider a company like Airbnb, known for its brand promise of creating a sense of belonging, and in times of political or environmental disaster, providing temporary housing to those who’ve been displaced.

 How can more brands maintain their essence while also adapting to financial pressures?

Bumble's founding principle was to create a dating app that centered on women. In a patriarchal society in which men typically make advances -- not all of them wanted --Bumble thought it would be interesting to flip the script and empower women to make the first move. This groundbreaking business model drastically disrupted the dating space, with Bumble quickly earning its place as a media darling and amassing 12.3 million active users. A decade ago, founder Whitney Wolfe Herd famously rang NASDAQ's opening bell with her baby on her hip.


Which is why it was surprising when Bumble dropped that differentiating functionality from the app. Even more surprising was its recent ad campaign, which revealed a further drift from its women-centered philosophy. The ad copy: “You Know Full Well A Vow of Celibacy is Not the Answer,” was summarily rejected by the female consumers who use the app to find meaningful relationships, and stand by the right to decline sexual activity if they so choose. One user suggested on social media that Bumble was in its misogyny era.

So why the shift? You guessed it: revenue. Bumble’s crucial concern was to stave off a downturn, which is understandable. But there are other ways to safeguard financial health without back-pedaling the founding principles that made you a standout.

Diversify Revenue Streams

Just as other industry leaders have successfully acquired smaller players to strengthen their market position, brands can consider strategic mergers and acquisitions as a way to own more market share. What potential partnerships align with a brand’s values and could provide financial stability?

Innovative product updates can also keep users engaged. New functionalities will enhance user experience and prevent drastic shifts away from a brand’s core principles.

Engage in Value-Driven Marketing

Brands need to continually align their marketing with core values. How can your campaigns better reflect and celebrate your brand’s unique value proposition? Sponsorships and partnerships are also a great tool for developing credibility and increasing visibility.

Leverage Cultural Moments

Yes, you can capitalize on relevant trends without back-pedaling your core values. Just as cultural moments like the rise of influential women in media can be leveraged for brand alignment, look for trends that resonate with your brand’s mission.

Focus on Customer-Centric Innovations

Always solicit and act on customer feedback. By continually engaging with your customer base, you can implement feedback-driven changes and help ensure that your brand evolves in ways that stay true to its values.

Ultimately, it’s paramount to brand health to connect deeper with audiences during moments of transition. Staying true to your audience, especially when rallying around the historically marginalized, will help them stay true to you.

Wieser Upgrades 2024 For Fourth Time, Political Will Be 'Massive'

 

Wieser Upgrades 2024 For Fourth Time, Political Will Be 'Massive'

For the fourth time in four consecutive quarters, ad industry economist Brian Wieser has revise his forecast for U.S. ad spending this year upward.

Wieser now projects U.S. ad spending will rise 6.3% this year, a two percentage point increase from his September 2023 benchmark of +4.3%.

Wieser's estimates exclude the impact of political ad spending, which is expected to be a record incremental amount for U.S. media leading up to the 2024 presidential election.

"Excluding political advertising, I estimate that the U.S. ad market grew by 10.1% during the first quarter of 2024, aided in part by the easy comparable of first quarter 2023's 1.2% growth rate," Wieser writes in today's edition of his Madison and Wall newsletter, adding, "This was similar to the fourth quarter of 2023's 11.1% pace of expansion, which also benefitted from the easy comparable of the fourth quarter of 2022, when the ad market only grew by 0.2%."


Separately, Wieser writes that 2024 U.S. political ad spending "will still be massive: at the present time I forecast that total political and issue advertising will amount to $15.1 billion for the full year, up from $12.6 billion in 2022 and $14.1 billion in 2020.

"Combined with spending on non-political activity, total advertising in the United States will amount to $394 billion this year.

COMMENTARY How Important Will Sports TV/Streaming Be 10 Years from Now?

COMMENTARY

How Important Will Sports TV/Streaming Be 10 Years from Now?

Increasingly, you can see why pay TV distributors and their long-time subscribers can be of two minds when it comes to the importance of live sports.

Of 1,206 pay TV users recently surveyed by Aluma Research, nearly 50% say the airing of live sports is “very/extremely important;” with 19% saying it is “moderately important” and 32% “not/slightly important.”
 
The desire for live sports is the most intense with NBA: 68% says the NBA is “very/extremely important.” The NFL also scores well: 59% on the same "important" scale.
 
The results are somewhat less for Major League Baseball and NCAA football, which get a 54% and 52% score respectively. 
 
The report didn’t disclose when the survey was taken other than a 2024 noted year. One can assume that much of this research could have gathered when the NBA was in full-throttle of its season-ending games.
 
Many sports leagues/teams know the strong negotiating position they are currently in. The NBA, in particular, has it figured out, perhaps expanding its TV networks/streaming platform exposure to possibly four media outlets from the current two. 
 
This would mean ABC/ESPN, NBCUniversal, Amazon Prime Video, and Warner Bros. Discovery TNT each gets a piece of the action.
 
Cost for the existing NBA TV rights holders ABC/ESPN and TNT would almost assuredly nearly double in the annual rights fees they pay -- possibly as high as $2.5 billion a piece for each TV/video platform. That said, reports suggest WBD’s TNT might still be hedging a bit, on the fence in deciding whether to make such a high-priced deal.
 
Currently, sports viewing is extremely important and strong, which has big brand advertisers spending ever higher media dollars on this live content.
 
The question for many business analysts is whether the possible decade-long or more contract deals will track with consumers' continued sports viewing behavior. 
 
On the other end of the business equation, what if there is a growing alternative for major advertisers? Current new tests in factoring AI (artificial intelligence) into designing media plans could make a big impact. This could shift more media spending into social media, digital audio or outdoor, or perhaps another media innovation that lurks in the weeds looking to explode.
 
TV/streaming platforms can only hope their now customary financial burdens -- and losses -- don’t get wider. Perhaps the umbrella effect of sports viewing will allow them to package even more advertising and sponsorship into other areas of the companies business efforts.
 
Play the odds in this current business environment? Maybe all these high-price content moves are just a random jump ball.

Monday, June 3, 2024

Budget Over Brand: Consumers Are Trading Down

COMMENTARY

Budget Over Brand: Consumers Are Trading Down

From fast food to financial services, people are looking for cheaper goods and services. May’s Consumer Confidence report showed people think inflation is sticking around. Conference Board Chief Economist Dana Peterson told us consumers are pulling back on spending, especially on goods and big-ticket items. She predicts, “They are putting services like travel on credit cards. We will continue to see consumer spending slow.”

Resigned to rising prices, inflation-weary consumers are increasingly looking for value.  

Consumer Sentiment and Spending Behavior

Insights from JPMorgan Chase during its recent investor day highlighted a shift: segments of lower-income customers are not only showing stronger spending growth but are also “trading down,” seeking less expensive options and getting more for their money. This behavior is mirrored in higher-earning segments too, where there’s a noticeable slowdown in discretionary spending, especially in luxury travel and retail sectors.


Thrifty Tables and Private Labels

The restaurant industry has consistently increased its menu prices to cover higher food and labor costs.  Consumers noticed.  Applebee’s reported its customers were ordering the value side of the menu in Q1, with 28% of the chain’s transactions coming from limited-time and value-related promotions.

Inflation at fast-food restaurants has been even worse than the full-service price hikes. Starbucks, McDonald’s, Pizza Hut, and KFC reported disappointing quarterly earnings results attributed to cost-cutting. Consumers stressed by elevated prices are opting for cheaper meal options, forcing brands like McDonald’s to innovate around budget-friendly offerings like the new $5 meal deals.

In the grocery sector, there’s been a marked increase in sales of private label products since 2020, when private label started to gain share over national brands. Store brands like Walmart’s Great Value have seen increased traction as consumers trade down to manage their grocery bills, which have swelled significantly post-pandemic.

Private labels are claiming a larger share of grocery sales than ever before, but not just among the cohorts most affected by inflation. Amonghigh-income ($100K+) U.S. shoppers, 72% say they feel that private label is a good alternative to national brands, per Nielsen IQ.

Retailers respond to customers buying less stuff (less often)

Consumers are pulling back on spending, especially on discretionary products. That’s bad news for retailers like Target, which relies on impulse and discretionary purchases more than Walmart and Costco, who move more household staples.  With sales in categories like apparel and toys declining, Target is aggressively adjusting by lowering prices on essentials like groceries and household goods to maintain foot traffic and sales volume.  Its strategy also includes launching new brands that promise value, signaling a clear response to consumer demand for affordability.

Trading down will continue in categories this summer driven by inflation, uncertainty, and value-seeking. Brands have to offer superior value and differentiation to prove they are worth their price ta

Zaslav's Refresher Course: Bring Back 'Direct' Into Direct-To-Consumer

 

COMMENTARY

Zaslav's Refresher Course: Bring Back 'Direct' Into Direct-To-Consumer

David Zaslav, CEO of Warner Bros. Discovery, says he was perhaps the earliest proponent of bundling. He started to talk about it two years ago.

Now, Zaslav might be thinking about some other changes.

Currently, Warner Bros. Discovery is participating in assorted bundling partnerships -- through Venu Sports (with Walt Disney's ESPN and Fox Corp.)  as well as entertainment bundling (Max being packaged with Disney+ and Hulu).

With all these deals, Zaslav -- who spoke at a Bernstein Research event last Thursday -- believes WBD is at the forefront of where streaming is headed. 

But Zaslav also addressed something else that is key in this discussion. One of these deals, with Walt Disney, has the potential to see the average revenue per user -- otherwise known as ARPU -- rise overall for both companies.

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“Because we are doing it directly, the ARPU could be compelling,” he says. 

Zaslav was hinting that  -- at least initially -- it might avoid making deals with third-party streaming distributors, such as Roku, Amazon Fire TV and others.  

The ARPU factor in Walt Disney-Warner Bros. Discovery deal does not mean consumer pricing will be higher.

The whole point of bundling is to get consumers to buy in for the long term -- not to drop any streamer platform on a month-to-month basis. With two major premium streamers working in tandem, analysts suggest there will be less "churn."

What does this mean? It gets back to the promise of streaming's original intention -- that is the business of direct-to-consumer(D2C) video platforms.  Focus on the word "direct."

Zaslav's proclamation of going "direct" brings up an important historical point that has plagued legacy TV network owners in dealing with traditional video distributors -- cable, satellite, telco, and virtual. This comes from having to share distribution revenue with those companies.

So, down the road, what contract disputes may arise from new streaming distributor future deals with consumers? This may become more complicated, given the omnipresent nature of access for streaming platforms among many distributors.

We then wonder if those distributors (Roku, Amazon, Apple TV, Samsung, Vizio) would need to reconfigure their consumer premise -- not only by enticing consumers with bundling discounted deals, but also making consumers commit to year-long contracts.

Welcome to the new school of streaming -- same as the old school.