AMC Audience+ Offers Advertisers Addressable Targetability for the Best of AMC Programming

As television addressable advertising incorporates more data and technology, media companies are stepping up with better delivery and measurement tools. For AMC’s Evan Adlman, Executive Vice President Commercial Sales and Revenue Operations, his company’s solution, Audience+, “is a data targeting and insights platform that is the culmination of all of our addressable development that we've been doing over the last 3 years.”

As Adlman explained, Audience +, “allows an advertiser, as well as our internal media planning teams to understand who is watching, what are they watching, when are they watching and where are they watching.” This platform brings together all of AMC Networks’ addressable capabilities across all of their platforms, where, he noted, “The advertiser can take those insights, build a segment and target that audience across linear, VOD, all we are streaming and, soon on October first, our ad supported AMC+.”

The ability of an advertiser to message across all available platforms through segmentations that are de-duplicated is currently offered to advertisers at three spots per hour but will soon expand to twelve spots. “We believe in 100% addressability across all of our inventory,” he asserted. This is important because this offering expands to, “all networks, all programming and all platforms so it doesn't matter what the viewers are watching. We enable this capability. We also fully integrate it into all of our trafficking systems so there is no managed service behind it.” Essentially the system can, “traffic a single campaign in the delivery system and it optimizes and delivers the advertisement across all available inventory based on where the audience is as well as the standard flight information all within 24 hours for every campaign that runs in real time,” he noted. The ease at which reporting can be done seamlessly is one big competitive advantage for Audience+ over competitors.

As far as data is concerned, Audience+ can accommodate AMC’s first party data, a range of third party data including advertiser proprietary datasets. With AMC first party data, “We have all of our viewership data which is unique to AMC. We understand what shows are being watched, when they're being watched, on what platforms and so on. We have the ability for an advertiser to bring their data to create a segment and ingest it using LiveRamp, for example, and we work with our MVPDs, our distributor partnerships to match against their footprint. Once it matches, we curate the inventory in FreeWheel (a Comcast-based platform that integrates media) and away we go. We also have the ability to create a segment for them.” This, according to Adlman, enables the system to, “build something that is the closest to, or that exact audience profile of, what the advertiser is looking to reach.”

In order to get the most value out of the system, Adlman advises advertisers to, “let Audience+ do what it's supposed to do,” and follow the segment that is targeted even if that means going against an advertiser’s gut feelings or previous buy compositions. It all goes back to whatever consumer target is more important. “You may think you need more prime but in reality 70% of your delivery may be during daytime, and that's because that's where they are,” he explained.

In terms of the future, the next steps for Audience+ on an internal basis are, “expanding the types of creatives that we can run through the platform and continuing to refine the delivery and capabilities.” Externally, for advertiers, the next steps are, “Education for the market. We want to be bold with advertisers and show them that they can really buy media this way and make linear more efficient.”

Adlman understands that the viewer holds all of the control. “Today it's the viewer that is more and more setting the appointments of where they're going to watch, when they're going to watch, what they're going to watch,” he asserted. Everyone has their own premiere viewing depending on when and where they decide to tune in. With viewership so fragmented today, the ability to seamlessly integrate all platforms with de-duplicated data to more efficiently match the desired target segmentation is, “even more important to make sure you're getting the most reach that you want. Viewers are in a lot of different places than just one,” he concluded.

This article first appeared in www.MediaVillage.com

Artwork by Charlene Weisler

Comcast’s Look Back at 2020 and Look Ahead to 2021

This has been an unusually challenging time for prognostication. The once-in-a-generation pandemic and the current political environment have upended expectations and has created what some believe is a “new normal.” 

How are the advertising and publishing spheres of media looking back and looking forward? Comcast FreeWheel offers a look back at 2020 while Comcast Advertising looks ahead to 2021.

Programmers 2020 Look Back

2020 was a year of major changes from the global pandemic to the Black Lives Matter movement to the U.S. Elections and aftermath. But the first look at the year 2020 began with a push forward on addressability with Comcast FreeWheel’s initiative on enabling addressability.

 

The full force of the global pandemic hit the market in March, changing viewing patterns across dayparts, devices and platforms. According to Comcast FreeWheel, in the first half of 2020, premium video views increase 17% year-over-year and premium video ad views increase by 32% in the U.S. Europe saw a significant increase in TV viewership as well with average daily viewing per household up to 6 hours and 25 minutes per day on average from 90 minutes. Tent pole events had mixed performances with the Superbowl achieving a five year ratings high while the Oscars slumped and the Olympics in Japan were postponed.

Certain advertising categories benefited from consumers sheltering at home, such as Food, while other categories such as Travel held more optimism for an eventual recovery in 2020 than actually happened. Sports returned by the start of summer, registering huge increases in viewership especially for Baseball, Hockey and Basketball. Notably, by the fall, more sports resumed including Tennis, Cycling and Rugby. Programmers, anxious to offer more viewing options to content starved consumers, launched a range of streaming services including Peacock from NBCU.

Certainly the impact of Black Lives Matter in the summer brought into the forefront the malignant and enduring impact of structural racism which expanded beyond the U.S. into the global zeitgeist, forcing the media world to lean in to be part of the change.

As the year progressed, Upfront was proving to be very different from prior years with smaller-than-normal and delayed events. Adding to this was the uncertainty of TV schedules with delays in production due to the pandemic and advertisers buying closer to program airings because of the uncertainty.

As 2020 wound down, the world braced for a COVID-19 resurgence and further lockdowns. But there are signs of optimism and hope for 2021. A FreeWheel survey of 500 European Marketers reveals that when it comes to advanced TV budgets, 84% expect spend to grow in the next 12 months.

Agencies 2021 Look Forward

For agencies, 2020 has been a year of adversity, complexity and, yes, opportunity. According to Comcast Advertising, Measurement has risen to the top of priorities for both the buy side and sell side of the business. Comcast has found that, “the whole industry is looking for workable solutions,” in an area that has historically lagged behind in innovation, relying on legacy data sets.

But 2021 looks to be a very different measurement environment. For Michael Law, President Amplifi USA, “As consumers have clearly shown they are in control of their experiences with brands and with media, it’s imperative our industry works collectively to evolve to a consumer-centric, cross channel and platform measurement solution, that can be used universally as a future trading currency and benchmark for the efficiency and effectiveness of all brand communications efforts.”

Programmatic is projected to be another hot growth area for agencies and as media converges, it is accelerating adoption of this advertising format. As Hayley Diamond, EVP, US Digital Investment and Partnerships, Publicis Medi, noted, “Two factors are driving new investment behavior in the TV space: increased buying automation and utilizing data for enhanced targeting. We see increased programmatic interest and activity, directly driven by a need to drive efficiency, the higher volume of options in terms of supply and investment options, and the unique dynamics of 2020 and into 2021.”

The Black Lives Matter movement has highlighted what has always been an important issue among agencies – Diversity, Equity and Inclusion. There can be no more delay in implementing policies and actions that foster substantive change in this area. “This has to be a key objective for our industry, it’s not ok to sit on the side-lines and hope someone else will do it. As leaders of businesses we have to be better educated in recognizing that we don’t know what we don’t know, learning more and learning how to actively make those opportunities available to all,” warned Stephanie Marks, Managing Director, Havas U.

A major area of change that might lead to a new normal for viewership is streaming which is now 25% of total video consumption, fostering further fragmentation. Agencies realize that Unification is necessary for the healthy future of television that can be bought at scale more holistically.

“OTT and CTV’s scale and maturity have placed it on an even playing field with linear TV in terms of quality and engagement and offers incremental audiences via advanced targeting capabilities. Holistic planning across all flavors of TV will be key to take full advantage of these platforms so that marketers can maximize unduplicated reach and use the strengths of each platform to deliver the right advertising message,” stated Marissa Jimenez, President, MODI Media.

Fueling this need for convergence is Addressable which, for agencies, is the necessary next step in television’s growth and relevancy to marketers. Comcast Advertising noted that in June 2020, nine programmers began addressable trials for project OAR (Open, Addressable, Ready) and AMC was the first to join Comcast Advertising’s On Addressability in the U.S. This is expected to expand in 2021.

For Jason Han, Senior Vice President of Addressable Innovation for Matterkind, “Addressable TV is taking significant steps in its evolution as programmers are opening up their national inventory and new solutions are being tested. 2021 promises to unlock new levels of scale for advertisers looking to reach specific desired audiences in a premium environment that clients value.”

Will 2021 hearken in a “new normal” for our business? There is every indication that the seeds planted in 2020 from measurement to addressability to programmatic to inclusion will blossom into a stronger, more viable media ecosystem that is, indeed, a new, robust normal.

This article first appeared in www.MediaVillage.com

 

 

The Challenge of Measuring Video Inventory. An Interview with AMC Networks’ Tom Ziangas

The question of measurement looms large, especially in how we treat remnant inventory.  How should the industry monitor, handle and best measure this inventory?  Tom Ziangas, Senior Vice President Research for AMC Networks, recently participated in a panel on addressable advertising hosted by Mitch Oscar, USIM’s Advanced TV Strategist, for BIA.  Ziangas shared his views on how addressable will impact linear and remnant inventory measurement.

It should be noted that the definition of remnant inventory can vary by platform. For addressable it is often the fraction of a specific unit that might be unsold. In Linear it can be the full unit that might then be sold as direct response.

Charlene Weisler: What do you envision as the best methodology to measure addressable?

Tom Ziangas: Just by the virtue of legacy measurement and the utility of census level RTB STB data, we will need a hybrid approach to measure addressable ad exposure.  While today national ads are measured via Nielsen panel to provide C3/C7 commercial Ad Measurement, measuring national addressable will need the hybrid approach of panel and census level data.  Addressable will be a footprint of the total U.S., we will still need to back out the addressable impressions (census level RTB STB data) from the currency C3/C7 national panel measurement from Nielsen, and while this complicates measurement, we need to make sure that the advertiser is made whole and provide accurate measurements of their ad placement in the linear and digital world. This applies to both linear and remnant inventory with a little caveat, since most of remnant inventory is not guaranteed we may have more flexibility for non-currency reporting.

Weisler: What are the other challenges that you see regarding data and measurement in this space?

Ziangas: As stated above, the biggest challenges are the “mixing” of methodologies (panel and census) and creating standards amongst the addressable players in this space and how we will all work with Nielsen to get this done.  Just think about if we have Nielsen traditional linear measurement on one side and we will need to integrate addressable measurement from multiple players (Canoe, OAR, Nielsen Addressable, etc.) on the other side; all side will need to collaborate together to make the buying/selling process seamless.  If this does not happen, we will be in the same place VOD is in today, under-valued and under-monetized. These challenges affect both linear and remnant similarly, we need to have measures and metrics for both to best understand the performance of the casmpaigns.

Weisler: Where do you see measurement in this space next year at this time?

Ziangas: While addressable is moving in the right direction, it is not keeping up with the pace of change. While I am talking about measurement, there is a lot of work that needs to be done operationally, and along with that, we need the time to make sure this process from traffic to Broadcast & Technology to planning and reporting is all in sync.  So, we will take the steps as we are doing today, such as pilots with our partners, learning with our partners and implementation.  We will be in a better place next year this time, but it will continue to be a work in progress.

 

Everything You Wanted to Know About Esports. An Interview with Zach Oscar

Zach Oscar, Esports and Gaming Consultant, his esports teeth in 2018 writing for MediaPost on the Gaming/Esports industries and, at the same time, working for MRI-Simmons on their esports/gaming data offering. That combination enabled him to explore both the news and the measurement side of that business. 

He has also presented, “Video Gaming and Esports; A Clarification,” to companies such as AMC Networks, Comscore, and Sinclair Broadcasting to help them keep up to date on this fast-moving and confusing landscape. Most recently he has been working with Simulmedia as they enter the in-game advertising space. He has presented an industry overview of advertising in esports and gaming at a recent Secret Society meeting which is a gathering of advanced TV executives. 

Charlene Weisler: How do you define esports?

Zach Oscar: Esports refers specifically to professional, organized, regulated, sponsored multiplayer video game competition. So why is there so much confusion? Games like Fortnite make people think that anyone who plays Fortnite plays esports. Unless you’re playing for a prize, in a regulated professional environment against other professionals, you’re not in esports, you’re a gamer. 

Weisler: We talk about esports and gaming as the same thing, but there are obviously differences. Can you go into the differences and similarities?

Oscar: Both esports and gaming are about video games. Esports exists within the broader gaming ecosystem. However, while all esports are video games, not all video games are esports. For example, some of the world's most popular game lines like Skyrim, Animal Crossing, and God of War are not esports capable, meaning they don't have a competitive angle through which multiplayer professional teams could compete for prizes and the championship titles.

Weisler: How does esports compare with traditional sports? 

Oscar: In some respects they are similar. Esports senior management have deliberately talked about how they parallel to the traditional sports world i.e. a developmental/high school equivalent, a minor league system, a major league system, and then a championship. 

But there are differences. Esports are growing faster in the 18-34 year old category than almost any other sport except the NFL and NBA. The viewing experience between the two are very different. If you're watching a football game, talking with friends or others about it requires you to either have friends in person, on the phone, or message through a third party app not tied directly to the sports broadcast. Places to watch esports like Twitch, YouTube, and Facebook Gaming all have chat capabilities integrated into the platform, and community engagement during these games is massive. People comment on gameplay, send funny memes, put in specific codes during the broadcast to try to enter to win prizes, it's a very unique experience. 

However, the most crucial difference is ownership. In basketball, for example, no one owns the sport. The NBA is the league operation which regulates the game. Very rarely are any changes made. In esports, the publishers and developers who create these games are often the owners of the leagues in which they are played, too. The games change ALL the time. New characters, weapons, abilities, etc. can have a fundamental impact on the gameplay. So not only do they regulate the play, but they also set the terms of the play itself.

Advertisers can work with publishers to find ways to get into the games themselves in an authentic and player-focused way. League of Legends, for example, has recently announced a few partners for its in-game banner advertising which will only be visible to people watching the esports competition online, not to the actual athletes playing the game. Mastercard is one of the first to get on this wave. 

Weisler: How have esports evolved over the past 3 years?

Oscar: People say that esports are still not mainstream but esports' presence has been creeping up for many years. Since 2016, competitions like the ESL Pro Counter Strike championship have been filling up massive arenas like the Barclays, and acquiring major, almost unthinkable partnerships/sponsorships from big name brands over the past year alone. For example, Louis Vuitton, BMW, Gucci, and other unexpected advertisers have entered the esports scene. 

Also, games like Fortnite and Call of Duty Warzone (Call of Duty's Fortnite equivalent) have become so popular as video games, that by extension of their interest in the game itself people are watching competitive esports. So many more people are gamers today and some of those people then get into esports. 

Another trend is the experimental expansion of esports. Activision Blizzard, creators of Overwatch and Call of Duty, have begun attempting to create local team franchises based in the US and abroad to foster a traditional sports like following. Because of this, too, there is more planned esports specific venue building and therefore opportunity for regional sports networks to air competitions. Plus, esports have acted as a substitute for traditional sports in lieu of COVID-19; some professional athletes have held their competitions virtually, for fun, like NASCAR's iRacing virtual competition that took place earlier this year in lieu of normal races. 

Weisler: Has the pandemic caused any change in the esports model?

Oscar: With the pandemic halting in-person competition until recently, there was a lot of hype around the ease with which esports would be able to continue onwards totally online. There's definitely merit to that idea - the Call of Duty League championships, which took place just this past Sunday broke their peak viewership on YouTube for any of their other esports competitions at 331,000 viewers on the platform - the previous peak was around 200k for the league. TEGNA, the local TV station conglomerate in Texas, partnered with local esports teams Houston Outlaws and Dallas FUEL to put on competitions over three weeks and create a docuseries that ran on weekends. Also, sponsorships have continued to pour in to esports since there's scarce opportunity in other postponed sports, with major brands like Nike announcing just this past week a streetwear sneaker deal with the League of Legends 2020 World Championships. 

Additionally, without that sports programming, ESPN and other sports networks have started showing more esports competitions live. However, it's not all roses for the esports world. A common misconception is that esports is perfectly healthy when it is entirely online. As I mentioned earlier, esports wants to be viewed in the same light as traditional sports by marketers (except with an even younger audience), including in-person audience opportunity. Ticket sales, merch sales, visual sponsorships are all big parts of the esports revenue, which accounted for approximately $100 million worldwide in 2019.

Weisler: Tell me about the demos for esports.

Oscar: According to MRI-Simmons' latest report on esports fans, around 47 million Americans are esports fans, which consists mainly of 18-34 year old millennials, who make more than the national average income, which is around 60k. Esports fans skew male, as is to be expected, by a roughly 60-40 split. However, we still need more data and insights into esports fans under 18 years old, since it is burgeoning for younger people. Comscore has been working with Twitch to get more viewership data and put it in context with cross-media viewership data, and YouGov has collected sentiment data on activations within esports, but we’re still waiting to see the bulk of all that. According to Nielsen and Riot Games, the League of Legends North American tournament series is the third most popular league for adults 18-34 behind the NFL and NBA, but the gap is noticeable (around 2.5m for NFL, 470k for NBA, and 123k for League of Legends). If you included people under 18, I bet these numbers would be even closer together. 

Weisler: Where do you see esports 2-3 years from now?

Oscar: According to many projections, esports is set to grow to about $2bn in worldwide revenue, with a CAGR of 23%. I am not sure how that will play out, but viewership will continue to grow as more and more people start to use platforms like Twitch and YouTube for their m
ainstream entertainment. Esports is an integral part of that. Currently, around 500M people worldwide watch esports and that is projected to grow to around 650M in 2023, according to gaming/esports research firm NewZoo. It's hard to know how reliable all these projections are, especially since esports is such a broad bucket of interests, but if history has taught us anything it's that esports continues to draw more viewers over the years.  

This article first appeared in www.Mediapost.com

The Many Challenges for Media Technology Departments

With all of the change and transformation taking place in the media industry today, we may tend to forget that there is one area of expertise that is under great pressure to get it done, get it right and get it within the budget as quickly as possible. That would be corporate technology departments who must find efficient, successful methods to build the systems that will drive the business and that, oh by the way, will not become obsolete just as it is completed. It is quite a feat!

This week I attended an off-the-record roundtable on this subject that included representatives from such companies as AMC, Charter, Disney, Google, Legends, NBCU, Nielsen, NY Times, NPD Group, Ogilvy, Scholastic, Vice and WarnerMedia. This event, sponsored by Eliassen Group and hosted by WarnerMedia, shed light on the challenges that technology departments face in building and off-loading measurement and sales systems. With the ever expanding range of data sets (that sometimes have to be normalized and cleansed) to addressable and programmatic advertising sales components (that need to be built into current sales, inventory and traffic systems) to the promises of groundbreaking custom media systems (that cross siloed internal departments), there is a lot that can go wrong or miscalculated. And let’s not forget the need to comply with ever-evolving privacy legislation.

Organizing and Managing Project Teams

How does a CTO start to herd all the cats in a major technology project cross company? To some, this was less of a challenge in smaller companies than in larger ones. “A small company is federated,” noted one attendee. For those in larger corporations, “small agile teams,” might be the way to start but there needs to be some type of centralized body or council so the governance doesn’t slip and a set of corporate standards to set general parameters and deliverables.

Collaboration tools can be an unexpected challenge. According to another participant, tools can vary within a company. “Some use Slack,” he noted, but other departments use other systems. “Some don’t use Hangout.” Picking the right collaboration tools is pivotal, noted another attendee, so that the technical tools “get normalized.” There is great value in being proactive by immediately training in any collaboration tool when on-boarding a project. Sometimes rejection exists simply because the person doesn’t know how to use it. One executive suggested incentivizing employees and offered the following example: In moving from Office, her company offered Amazon gift cards to those employees who made the change.

Privacy

In the discussion of privacy, the thought was that, as CCPA goes into effect and with GDPR, advertisers would have to go back to contextual advertising from more personalized targeting.

For one participant, the irony is that as the TV side of the market becomes more addressable, it is possible that digital may become more contextualized.

Most agreed that it was a “hard regulatory environment,” where CCPA is the first salvo but not the last. One executive added that there were different criteria depending on the legislation – opting in for GDPR or opting out for CCPA. Anecdotally, she noted that, “with GDPR there is some blindness to opt-in. Consumers in 40% to 50% of cases ignore it” which is, “similar to ad blindness,” although there is no feedback as of yet on CCPA. And with legislation going out state by state it is really an, “evolving story.”

For another attendee, the concern is “reputational risk,” where we need to ascertain exactly what is going out to the consumer. “Where have you pulled the personal information and what are you doing with it? What are the exceptions?” It all must be within scope. His company demands privacy on enterprise level but individual nets may manage risk in different way and is “operated in a siloed manner” because of all of the different businesses they own. For another company that offers subscription streaming services, the consumer can delete their data but then they do, they are unsubscribed.

Privacy legislation could impact recommendation engines. Services like Chrome will be phasing out of cookies. Both of these situations present their own challenges in tracking consumers. As a result, some participants believe that this will result in more of a move to subscriptions.

Direct to Consumer Model

Being content with the status quo is not an option nowadays. For one executive, “We’ve had such a stable model for such a long time, you didn’t need to change anything. It just worked.” Now, faced with strict functional silos and the need to think differently, change management has been a challenging process and their current informal structure will be forced to evolve.

For some, the impact of mergers, purchases and consolidations creates a much larger company that needs to focus on assembling the organization within an aggressive time line. Content Rights is also undergoing a shift. It used to be more profitable to “split rights and sell them off to different parties. But now there is a scramble to re-aggregate these rights.”

In a world of cord-cutting, is there a future for cable television? For many, the answer is yes by upgrading the network to offer higher speed for gaming and more experiential content with aggregation being a solution for brands and distribution. “It’s a fun time to be in the distribution business. I don’t see the cable companies going away. Where would you go,” one participant stated.

As viewers increasingly watch individual programs and may not be aware of the network it is on, branding will be more and more pivotal going forward. “There is always a market for high end production,” concluded an attendee … as long as the consumer knows where it originates.

This article first appeared in www.MediaVillage.com

Revenge, Confusion and Kumbayah at the TV of Tomorrow 2019 Conference

Between ATSC 3.0, Addressability, live programming such as news and sports and OTT, this year’s NYC TV of Tomorrow conference offered a great sense of anticipation regarding the future of media. From when I first attended the conference in 2012, the ecosystem has gone through a series of seismic changes, lurching forward in one area and contracting in another. Recall the first rumblings of Addressable? Now it is reaching critical mass. Remember 3D TV? Yeah, neither do I. This year, the prognosticators report the following:

Revenge of the Nerds

There is more data than ever which leads to much more complexity in how it is used. “There is a greater need for examining multiple data sources, rather than simply relying on one or two” stated Helen Katz, Senior Vice President and Director Global Analytics and Insights, Publicis. “Given the increased complexity in consumers’ media and purchase behavior over the past five years, buyers and sellers both need to look to more granular data to do their jobs effectively.”

To that end, Julian Zilberbrand Executive Vice President Audience Science, Viacom/CBS, got it right when he said, “If you don’t have your nerds, you’re dead.” Arming your company with the best talent in data science, research and analytics is a must to compete in this ever complex media ecosystem. I have been in the nerd sector of the industry for decades so this evolution in industry attitude is very welcome.

We Are All Confused

As frenetic and confusing as the change is for those who work in media, the world is equally so for the consumer. “There is consumer confusion about how to access content,” stated Julie DeTraglia, Head of Research, Hulu. “We went into homes and found that people don’t understand their own TV sets.” Natasha Hritzuk, Vice President Consumer Insights, WarnerMedia, added, “It is a challenge for consumers. People feel overwhelmed. They have to grapple with the device proliferation and the choice of content.”

Part of the confusion on the media side is the changing ways to do business. “The rules we grew up with are antiquated,” stated Peter Olsen, Executive Vice President Ad Sales, A+E Networks, “It was good when we started because TV didn’t have to sell itself,” but now there is more competition. And even current business rules are not as simple as we may think. Take, for example, calculating attribution. “When I view engaging content, I won’t switch to buy something. I will wait,” explained Radha Subramanyam, President and Chief Research and Analytics Officer, Viacom/CBS. “Half of TV impressions are not counted because they are time shifted. Tons of clients do attribution around live. But no one will stop in the middle of a great program to buy something, especially something expensive.”

A Media Kumbayah

For the first time in our history, there has been a partnering of not only frenemy companies who compete on the same side of the business but also those who compete across the negotiation table. Programmers, networks and content distributors are forming working open partnerships with agencies, brands and advertisers. This cross industry collaboration is a welcome advancement where agreed upon solutions can be facilitated and moved more quickly into market.

David Ernst, Vice President, Advanced TV and Digital Insights, A+E Networks, explained that, “We offer insights as to how well campaigns on our networks are driving results, driving KPIs, drive to the web or retail location. What is changing is the dynamic of media seller and buyer. Once at odds, we are now all in same boat. There is more collaboration with agencies.” Olsen is, “confident in the bigger picture that TV works and we need to get there fast. It will take a couple of years but when we put our heads together we find many solutions.”

Be Careful of Simple Solutions

To mitigate this confusion, there may be a temptation to enforce simple standardizable solutions. But this lack of nuance would be a mistake. Collecting all content into an app, for example, aggregates content from many properties which can be good but, recalling her past experience in CPG research, Hritzuk warned that, “We are on a point of inflection to become commoditized. I worry about commoditization of inventory.”

Bringing different datasets together can solve for the deficiencies in each. Tom Ziangus, Senior Vice President Research, AMC Networks, noted, “There is a level of granularity that we don’t have with Nielsen but a level of information on Individual viewers from Nielsen that we don’t have from big data,” he explained. However, bringing different datasets together is complicated. “We need to ‘de-babelize’ the dataset [into one common language],” noted Jonathan Steuer, Chief Research Officer, Omnicom, “Or we can’t have same buying and selling combinations.” For Andrew Ward, President, Ampersand, the industry should, “move away from panel survey-based to deterministic.”

Remember too that we are not always seeking the same solutions. “PlutoTV is free so we are not competing for money but competing for time. People feel overwhelmed and confused over places to watch things. For many, Pluto is easy, like turning the TV on. We are not trying to get dollars out of people’s pockets. We are competing differently,” explained Colleen Fahey-Rush, Executive Vice President, Chief Research Officer, Viacom.

For Katz, she believes the industry will eventually come together to create a common data platform that incorporates data from multiple sources. How soon that will happen remains to be seen. Stay tuned for TVOT 2020.

This article first appeared in www.MediaVillage.com