Advertising Week Launches With a Focus on Diversity and Inclusion

Advertising week is always a dizzying array of too many interesting panel choices. It is always difficult to choose - do I go to Data? Programmatic? Creative? Content? This year I began with the Talent and Empowering Women tracks that explored both the challenges and the personal triumphs that still need to be navigated through conscious and unconscious biases.

The Transgender Journey

Chris Edwards' emotionally fascinating talk, The Ultimate Rebrand: What We Can Learn From One’s Transgender Journey was of particular interest to me because my cousin is transitioning from male to female. Edwards’ relayed his personal story of navigating through gender identity at a time when it was not only unusual but also misunderstood and mislabeled. "Sexual orientation is who you go to bed with. Gender orientation is who you go to bed as," he explained. Born female, Edwards was able to use his skills as an advertising creative (EVP Group Creative Director at Arnold Worldwide) to "rebrand" himself and become the person he always felt he was.

Using his marketing experience, he decided first to evaluate the landscape. In 1995, the term transgender was not yet in use. The word was transexual which had very negative connotations. Edwards had to navigate through the terminology. The next step was to determine his brand message, which to Edwards was to be open and honest about the transition. Then he sought to develop a solid communication plan by engaging brand evangelists (close friends and business associates) and then, taking into account executional considerations, roll out his "re-branding". His advice was that "We need to acknowledge that we all have prejudices. The best way to help overcome prejudices is to tell your personal story rather than have edicts coming down from the organization. We need to feel empathy."

Diversity Recruitment and Retention

ESPN's panel on achieving diversity offered a good perspective on how to best achieve racial diversity in the corporation. And the issue is not just achieving diversity; It is also retention and inclusion in the workplace. As Marc Strechen, VP Multicultural Marketing at Diageo North America, explained, "We need to develop train and nurture talent. We believe in the freedom to succeed. People are held accountable at Diageo." Jack Myers, Media Ecologist, Chairman MyersBizNet, noted that although there are still big challenges in achieving diversity, there have been some recent inroads. "The recent General Mills announcement that requires all of their agencies' talent pools to reflect their consumers shows that clients can step up and be leaders." His work with the 1stFive.org summer intern event was held at Turner is year and included past interns to help create a sense of community. "Our efforts are focused on retention to keep them in the industry. We find mentors and encourage them to also be mentors to senior people in the industry."

But change cannot bubble up from the bottom. According to Molly West, VP Global Business Operations at ESPN, "If we want a cultural shift in a corporation, we have to do it from the top down." Myers agreed and said, "One of the biggest challenges is that we are talking to ourselves. We need to find ways to get changes at the senior management level. Men need to have zero tolerance for sexist, misogynistic and racist comments in any context, whether it's small private gatherings of men, or in their companies and advertising.”

Women's Empowerment

A subject close to my heart, the two panels I attended on women’s empowerment covered those who are trailblazers such as firefighter Regina Wilson who is the first female president of the Vulcan Society and those who have cracked the glass ceiling such as Geri Wang, President of ABC Sales. Both panels offered personal stories and perspectives on how success can be achieved and what challenges continue to vex.

Despite the advancements made by women in the workplace, we are still a long way from true equality. Women are still underrepresented in C-suite management and on corporate boards. There is still income disparity (Women earn only 79 cents to every dollar a man earns). Women communicate differently than men and this difference often prevents women from being fully included in discussions. Their ideas can be negated until “seconded by a man” as Nadini Ramani, Vice President at Twitter, explained. “Just being a woman changes everything,” she added.

Conclusion

I would like to think that as awareness of the importance of diversity increases in the workplace, we would enter a golden age of inclusion where anyone can go as far as their talents will take them. But I am still unconvinced that this will happen any time soon.

One of my previous employers had many women in leadership positions when I first joined the company but ten years later, a much smaller percentage of women occupy the upper echelons. Check any new start-up in the media field – from programmatic to data to technology - and chances are there will be no African Americans or women either in their C-Suite line positions or on their boards. If we are all truly committed to inclusion, let’s at least retain the diverse talent we have and create more representation on boards. 

This article first appeared in www.MediaBizBloggers.com

Data is Critical to Our Business. Q&A with Geri Wang of ABC

Geri Wang started as a physical therapy major in college but later changed to communications. Upon graduation she landed her first job working for Helen Johnston at Grey Advertising as a media research analyst. From there Wang was recruited by ABC where she excelled.

Wang is currently President of Sales and leads a team of nearly 300 and is responsible for advertising sales and integrated marketing across the entire ABC portfolio including, ABC Primetime, Daytime, News, Late-Night, Digital, Disney/ABC Domestic Television Syndication Group, Fusion and ABC Sales Development. 

She will be honored at the John A. Reisenbach Foundation on December 1, 2015.

In this fascinating interview, Wang talks about the media landscape, ABC’s portfolio of content, the importance of Research, Data and Analytics, the future of media with cross platform measurement and connected TVs and how mentoring is an important contribution to the future of the industry.

Charlene Weisler: Sales has become increasingly dependent on research and data. What is your opinion of that trend?

Geri Wang: Sales has always depended on research and data but now it is even more critical. I love the fact that data is so important. I am a self-professed research and numbers fanatic. We use data and analytical skills to help identify and activate new business metrics in the evolving media environment. 

It is a marriage of art and science. Sales has always interpreted data in order to discover who our audience is, the profile of that audience and to decide the right media choice for our advertisers. Now there is even more data available to us that is targeted and precise. Data is my first love and the foundation of everything we do.

Charlene Weisler: I have noticed that many Research Departments have been displaced by Data Analytics Departments…

Geri Wang: I wouldn’t say that. Data Analytics is a complementary team to Research and they work side by side. Research has not been displaced. But we are expanding and developing a new skill set and are building our corporate muscle.

Charlene Weisler: Is there a future for traditional Research?

Geri Wang: I think that the word “traditional” has become pejorative. The ground is moving under our feet. Everything has to evolve and we all have to innovate. How we sell, research, analyze through targeting and automating allows for bigger possibilities.

Charlene Weisler: How would you say the sales function has changed since you first entered the industry?

Geri Wang: We are building an organization where everyone is expanding their skill set. We sell video on all platforms and on all screens. I’d like to think we have evolved to a more consultative, more idea-driven solution conversation with our advertisers. The best partnerships with our clients involve ideas. We started in sales as great negotiators and account people but now we are marketing partners in such diverse areas as integrated marketing, sponsorship, pro-mercials, product placement, traditional brand marketing, etc. In certain cases we get to be part of the strategic conversation about how a client is thinking about their business and included in short term activation and long term strategic roadmap of where a brand is headed.

Charlene Weisler: How important is data to your job? What data sets are most important?

Geri Wang: It is critical. Our business intelligence is based on micro and macro sets of data. We use Nielsen which is the traditional syndicated research company and now we have many, many more partners. We are getting smarter in how we are using data for both internal and external decision making.

Nielsen is the currency so we want to make sure that their measurement and methodology is keeping pace with consumer behavior. There are cool things about all of the new datasets which we can append for better and more informed decisions for clients.

Charlene Weisler: Do you think we will get to a standard cross platform measurement within the next two years? Why or why not?

Geri Wang: This is the Holy Grail – to be able to measure total impressions on every screen. We don’t care where you watch. We are selling units and impressions. I hope that we can get to a standard cross platform measurement. But hope is not a strategy. We are working closely with multiple partners to get to that goal. Also, we need much better media models that can talk about attribution. It is critical for the business. .

Charlene Weisler: How will connected TVs impact your side of the business?

Geri Wang: It is going to be a great viewer experience and value proposition because of the better user interface. High quality video companies like ABC will be the winners. The future is less about channels and more about programming services. We have cools apps for all of our properties and have been in that business since Day One.

Charlene Weisler: Where do you see programmatic going for TV – both local and national, broadcast and cable?

Geri Wang: We have the privilege and benefit of high demand. Depending on how you define programmatic – if Programmatic means dumping your low value inventory, then we are not in that business. If it means automatic buying and selling, we are in that. If it means long form video with more precise targeting, we are in it. The industry is headed there.

Charlene Weisler: Can you give me some predictions of how the media landscape will look 3-5 years from now?

Geri Wang: Our own organization has begun to prepare for the future by offering more consultative services and we will continue to expand that. We are also hyper focused on reaching the consumer in a technologically sophisticated way. As we look at consumer behavior with its infinite choices, we see a shift in traditional viewing. But we know that viewers will still seek out the best entertainment experiences.

I have seen great client collaboration in my career. We at ABC have moved beyond the broadcast model and into such things as in-season stacking, an interest in Hulu and a Sony Vue deal. At the end of the day you have to offer the consumer and the viewer the entertainment experience they want. Period.

Charlene Weisler: I know that you are involved in mentorship. Can you give me more details on your work in that area?

Geri Wang: Yes. I mentor young people through both the National Association of Multi-Ethnicity in Communication and the ABC Media Networks programs. I have had unbelievable and supportive mentors for my entire career. Some were my peers and some were people I worked for.   It is the most generous and greatest gift, all of us should be able to give.

Charlene Weisler: What advice would you give a young graduate today regarding a career in media?

Geri Wang: Media is the most fascinating, dynamic and interesting industry and offers a big fun quotient, alongside complex challenges that are phenomenal puzzles to solve. I cannot think of another industry I would rather work for.

This article first appeared in www.MediaBizBloggers.com

Data, Data Everywhere in the Upfront. An Overview - Part 5

This is the fifth and final part of a series examining many of the new data initiatives of major data companies. Parts 1 through 4 outlined the many data initiatives, their scalability, whether their services were gaining traction in the industry and the issue of a standard metric to link systems and platforms. Now in Part 5, we tackle the role of Research in an era of Data. Is its role changing? 

Is there a future of Research as we know it? The question addressed here in Part Five was precipitated by some major changes over the past year including the transitioning of one research department into a data specialist department, layoffs at some other research departments and the building of new, business intelligence departments working in tandem with traditional research departments but reporting to different managements. 

According to ARF CEO Gayle Fuguitt, “There's never been a better or harder time to be in research, insights and analytics, and there's never been a more important time. Data is just facts, without inherent insight.  The role of the new analytics leader is to develop growth ideas and quantity opportunities that bring consumers' needs and values to life and make an emotional connection.”

My Take: My concern about the future of Research is not some random paranoia. There is scuttle talk that even Sales, that sacrosanct area of perpetual expansion, might retrench with the advent of programmatic TV. With change there is transition and even upheaval. So why should Research, even in this age of data worship, not be negatively impacted as well? One would think that the focus on data would catapult Research’s role in C-Suite decision-making but I am of the opinion that the results so far are mixed. In fact, executive titles in Research are now tending to leave off the term “Research” while adding “Analytics”, “Insights” and “Strategy”.  When did “Research” become a title to be avoided?

Question 5: What is the status of the Research department in your company? Has the data imperative changed the perceptions of your departments? If so, how?

Beth Rockwood (Senior Vice President, Market Resources, Discovery Communications): The research group’s responsibilities are growing; we are in the fortunate position of being able to demonstrate the value of our inventory in new ways.  Collaboration with sales teams, agencies and clients, has always been important, but now is much more central to our role as researchers. 

David Poltrack (Chief Research Officer, CBS Corporation and President of CBS VISION): It hasn’t changed the perception of our department because we have been looking beyond the demos for many years. We have been working with our sales team on usage based data and metrics that are more definitive than age and sex to evaluate our media offerings vs the competition. The fact is that we have formalized the program and significantly increased our investment because more advertisers are beginning to embrace and talk about these new data sources and the quality and quantity of the data is much greater and more comprehensive today. More and better data and growing advertiser interest have moved research into a more operational part of the business.

Tom Ziangas (SVP Research and Insights, AMC Networks): The AMCN Research team under my leadership has managed a very simple mission statement which is, “WE MAKE EVERYONE SMARTER”.  Our data initiatives are a function the lack of movement by industry research partners. We need a holistic view into the world of media and how it is being consumed across platform & device, our data initiatives are exposing key stakeholders in Senior management, Ad-Sales, Programming, Marketing and Affiliate on how we can better target, segment, use 3rd party data and understand the behaviors’ of our consumers.

Geri Wang (President ABC Sales, ABC): Research continues to be a critical component of our ABC and larger TWDC organization, and, as the emergence of new types of data and use cases evolve, we are continuing to invest in new capabilities and people across our organization.  We’ve hired a number of data scientists to work specifically on data modeling and targeting initiatives, and have in the past year created a new group within the NY Sales organization responsible for all data-driven and programmatic sales strategy and implementation.  We expect those investments in people and capabilities to continue.

Katie Larkin (EVP Advertising Sales Research and Strategy, NBCU): All of advertising sales research came together under one roof last year. We are focused on our clients’ needs and bringing comprehensive data-driven capabilities to the marketplace. We added a dedicated analytics team and we are pushing forward to find new metrics in order to give clients better insights. Our move to Cogent Reports for CNBC’s Business Day is an example of needing to go beyond Nielsen because their measurement of out of home viewers and highly affluent audience is inadequate. Our research and insights continue to evolve as we drive and lead in this space of data and analytics.

Paul Haddad (SVP and General Manager Advanced Data Analytics, Cablevision Media Sales): With the availability of census level set-top box data the concept of research and reporting evolves to accurate and accountable measurement that leads to advanced insights and analytics. We see data as glue across all platforms. Without it, there would be no realizing the full value in new advanced advertising techniques. Data is plugged into every platform and every step of our work flow, and comprehensive census-level data is crucial for more accurate measurement in general.

Kern Schireson (EVP, Data Strategy and Consumer Intelligence, Viacom): Research has long been an essential aspect of our business, but we no longer separate data from research. Data and research work in unison at Viacom, and both continue to broaden and evolve at our company ever-rapidly to stay ahead of the pace at which our consumers’ consumption behaviors change as they engage with our brands and stories across an expanding array of platforms and experiences.

This article first appeared in www.MediaBizBloggers.com

Data, Data Everywhere in the Upfront. An Overview - Part 4

This is the fourth part of a five part series examining many of the new data initiatives of major data companies. Parts 1 through 3 outlined the many data initiatives, their scalability and whether their services were gaining traction in the industry. Now in Part 4, we ask whether there should be a standard metric that helps to link all of these initiatives and if so, what should that metric be?

Bill Feininger, President, MassiveData at Fourthwall Media, is immersed in the data reportage aspect of set top box data. He says, “In my opinion, impressions and reach are the most meaningful in measuring ad target performance and delivery to specific audience segments.” But as you will see from the following media company quotes, while there is some consensus for delivery, there is also a growing interest in ROI, engagement, segmentation and a measurement metric that may vary from company to company.

My take: If there is to be a serious consideration for cross company data services scalability (as well as an industry accepted cross platform measurement), we need to agree on a standard metric. It could be delivery. It could be reach. It could even be a form of ROI, although that might be harder to standardize across advertising categories. But if we cannot agree to a common measurement metric, our ability to create an industry-wide measurement for the 21^st Century that is not based on “proxies” of age and gender is severely compromised. And if we continue to rely on age / gender, we will not realize the true value of big data in our media currency. 

Question 4: Do we need a standard metric with all of these data innovations? If so then what should it be?

David Poltrack (Chief Research Officer, CBS Corporation and President of CBS VISION): We need to be able to employ the new metrics across the full range of platform and programming options. However, the metrics used by each marketer are likely to vary considerably. This limits the benefits of standardization. 

Tom Ziangas (SVP Research and Insights, AMC Networks): I would prefer a “common” metric and they should be time spent, reach (duplicated and unduplicated) and gross average impressions.

Paul Haddad (SVP and General Manager Advanced Data Analytics, Cablevision Media Sales): Today, the advertisers demand for a standard metric has been increasing and we view the evolution to an audience impression measurement as a viable solution to accommodate the multi-screen aspect of media planning.  Census-level data provides more stability with audience segmentation – unlike sample-based methods that break down with audience fragmentation. There is a growing amount of data available however, it remains in silos and the industry would benefit from a more formalized structure to normalize the data. Once a connection is made for the disparate datasets we will have a complete, holistic view of consumption, and the ability to reach audiences based on how consumers consume.

Beth Rockwood (Senior Vice President, Market Resources, Discovery Communications): In order to have a marketplace, at least for the near term, it is important to have a standard metric.  This will continue to be age/sex demographics, as measured by Nielsen.  As advertisers and networks become more comfortable with new data sets, we will begin to place a greater priority on behavioral targets, and tip more towards these metrics, since they are closer to clients KPI’s.

Katie Larkin (EVP Advertising Sales Research and Strategy, NBCU): We are at a time in our industry where we need to move beyond age and gender. We can be more precise with consumer and behavioral targeting. Technology has changed the world by giving consumers more access and more choice. Reach and concentration of target audiences are key metrics for marketers to target today's audiences. Beyond that, we have the potential to provide ROI analytics which varies by client based on their KPI's.

Mike Rosen (Executive Vice President, Advertising Sales, NBCU): When any marketer is looking for a competitive advantage in their category, standardization doesn’t give you a competitive advantage. You need a unique way to measure against a unique strategy.

Geri Wang (President ABC Sales, ABC): We need to agree that the unit of trade will continue to be the impression and, as digital and linear TV evolve to similar addressable models, that we are counting impressions the same way. Today, TV ratings are based on average minute commercial ratings and digital inventory is based on ad-served impression counts with varying degrees of viewability and fraud factored in.  We need a common cross-platform impression definition so that addressable ads can be counted and managed equitably.  Additionally, we need to recognize that as data offerings “fragment” and become proprietary, it will be much more difficult for buyers and sellers to evaluate the marketplace on an apples-to-apples basis.  Some level of industry standardization around audience segmentation will be required for the marketplace to evolve in a scalable fashion.

Kern Schireson (EVP, Data Strategy and Consumer Intelligence, Viacom): With the many ways content is being consumed, we are focused on continuously evolving and innovating our data capture and proprietary predictive methods in order to bring advertisers precisely to the consumers they want to engage with meaningfully. The impact of engagement is more relevant than ever, and that’s a key area of focus for us.

Hanna Gryncwajg (SVP Sales, RLTV):  I'm not sure we can get to a fully standard metric considering all of the different data available today. That said, I do think the industry would move quicker to scalable metrics if there were some broad category standards and, within those categories, specific attributes that could be bundled together with an algorithmic application.  This would also enable small/independent networks and big media companies to be able to compete in the same format.

Part 5, to be published next week, gives the nod to Research and asks the question - What is the status of the Research department in your company? Has the data imperative changed the perceptions of your departments? If so, then how?

This article first appeared in www.MediaBizBloggers.com