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

 

 

Branding is More Important than Ever Today. An Interview with Publicis Media’s Frank Harrison

My first question to Frank Harrison, Global Research Lead, Data Sciences Practice, Publicis Media, was “What is your definition of branding?” There was a long pause before he replied, “Oh… How long do you want me to talk?”   

The subject of branding looms large in the media world today and the results of the recent Myers Brand Equity Study sparked great conversation and some thoughtful consideration among networks, advertisers and agencies. Harrison was moved to comment on the study and we delved deeply into the subject of branding from the past, as Harrison explained, “since people started writing on cave walls,” to the present to the (spoiler alert!) impossible to predict future. 

What is Branding?

For Harrison, “Branding is basically an established presence in the mind of a consumer of a brand through a multitude of attributes associated with that brand such as fame –which is very important. Trust - a very big attribute of a sense of a brand. Saliency - when a brand comes into mind when a consumer is in market for a product or a service. And then all of the elements that you would call Brand Equity which are relating to the feelings and thoughts that people have about brands based on their multitude of their experiences with that brand through various different contact points.”

The Importance of Branding

Branding has always been important, “since the beginning of time,” he began, “to establish a product or service.” But it is even more important today, “because of all of the clutter and the general level of noise which is growing steadily and rapidly.” There are a myriad of brands currently on the market and the need to offer consumers a sense of distinctiveness is critically important, he noted.

The need to create and maintain a brand position is even more important in digital because of even greater level of clutter and noise that exists there. “So much of digital media is consumed through a small phone screen,” he explained and there is much more competition considering all of the messaging that comes across these screens including social media feeds.  Branding becomes that much more important in this environment because, “you have a real danger of having your brand exposed in that channel but be completely missed or misattributed.” In addition, “attention levels are lower than ever and so branding is more important than ever,” he concluded.

Are Consumers Changing and Changing Brand Driving Attributes?

A core element of the Myers Study is to test out those attributes that most impact overall Brand Equity such as Brand Love, Cultural Relevance, Distinctiveness, Emotional Connection, Social Responsibility, Ability to Thrive in the Future and Interest in Content. For Harrison, the level of importance of each of those attributes has to be considered according to the different consumer categories. “You have to think about which categories are most influenced and effective to buy changes in consumer behavior. The really big changes are, of course, the many different ways that you can connect, engage and pay attention to brands through the internet.” But, “some categories are very much more affected in terms of their business success than others.”

To Harrison, Travel, Retail and Finance are categories where you have much more involvement by consumers online. “There has been a really big shift in behaviors for those categories than in other less involved categories such as Packaged Goods. So has that affected consumers?  Yes enormously. Has it affected consumers? Yes,“ he replied emphatically, “And in that environment it is so much more important for brands to be established in the minds of the consumer.”

A Warning for Media Companies

While Harrison had had a chance to review the summary of the Myers Study and not yet the full report, he believes that, “traditional TV brands have not focused much on brand and on branding as they might have and this is probably not in their best interests.” There is little difference, in his opinion, between media brands and all other brands. And as with all brands, the trade-off between the top and bottom of the funnel can come at the expense of branding.

The outreach to the consumer has become more transactional and short term rather than long term and this shift is a concern to Harrison. “The observation that TV networks discount the equity of their master brand in favor of promoting their series and programs is, in the ever more competitive landscape (Netflix!), worth re-considering,” he warned. “Content needs promotion but branded ‘platform’ is also a vital memory cue for viewers in the ever more cluttered environment – Netflix does this well. Famousness continues to be vital for growth.” The risk is the slippery slope towards commoditization for media brands. “There is a new way of thinking today that is very much around short term promotional sales activation focus which is moving away from long term brand building towards promotional short-termist advertising and for brands that could lead to commoditization where pricing becomes  everything and the sense of brand becomes less and less important,” he warned. “Branding is more important than ever today,” he added, especially for traditional media brands.

The Future is … Pending

In looking forward three years, will all of this media consolidation impact branding and the attributes associated with success? “It depends on what the consolidations result in,” he averred. “Do the consolidations result in fewer brands? Or do the consolidations result in an ever growing proliferation of more and more brands?”

Consolidations are happening, according to Harrison, in order to reduce costs. “Consumers are stripping brands, margins and businesses of their margins to the point where the only position is to consolidate and then probably that would result in fewer brands. So you would return to an age where there were fewer brands. That makes it easier from a consumer and advertiser perspective to understand what is available in the market,” he explained. 

But on the other hand, he added, “the trend is to have more and more brands and more and more choice and from a consumer perspective, more and more difficulty in choosing because there is so much choice.” The risk there is that the consumer is apt to choose the lowest cost, which is, “obviously not good for business.” He concluded by saying, “It is really hard to look out three years. That is one of the great issues and that is why it is such a short-termist situation going on at the moment. One thing is certain – it will not be easy to predict.”

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

Peering into the Media Crystal Ball at The TV of Tomorrow Conference

Every December in New York, we are given an opportunity to map out the future developments in media at the TV of Tomorrow conference. This year, Tracy Swedlow, co-founder and CEO, TMRW Corp., focused the event on hot topics such as Attribution, Addressable Advertising and Data and how these three impact content creation and sales.

Here are the major takeaways:

Addressable Advertising Advances

“Traditional TV was a one-to-many ad medium where all would see the same ad,” explained Brett Hurwitz, Business Lead, Advanced TV, Oath. ”Addressable is not the case. It delivers a direct ad to the most relevant individuals. It is individualized advertising,” he added.

According to Amy Leifer, Vice President Sales Planning and Operations, Xandr, there is huge potential in addressable. “When you use data to attract audiences, it is more meaningful. Outcomes are so much better than using blunt media,” she stated, and added, “The reality is that it works regardless of whatever vertical you use. And it continues to grow because it works.” Xandr, AT&T’s new advertising division, launched their addressable product seven years ago.

Competing companies, such as AT&T and Dish, are now partnering on certain addressable initiatives, such as the political advertising marketplace, where they need scale and reach. “They are a competitor but we are combining our audiences in certain markets. We have an office in Washington DC that is dedicated to that marketplace,” Leifer noted.

Desirable niche targets sometimes pose a risk in addressable. We need to monitor, “which households are seeing any given ad far too many times,” advised Kevin Arrix, Senior Vice President of Dish Media. “It is difficult to control because sequencing is sold by certain groups.”

Understand How to Leverage Content

Karen Leever, President, US Digital Products, Discovery, understands the importance of content format in attracting the right consumer on the right platform. “Consumers deserve ubiquity of content and we need to give them reasons to come back,” she explained. Discovery offers full seasons on demand and, with key tent pole shows like Shark Week, the company strives to “go deeper on those for super fans” by offering short form content on the event, 8-15 minutes in length that they especially enjoy.

Leever measures the success with number of streams and minutes watched which she examines every day for both long and short form programs. In addition, Discovery has a social media initiative and has developed a robust social media community. “We have 300 million social media fans,” she noted. Discovery partners with such companies as Group 9, Dodo and Seeker which helps age down their linear TV demographic. But this effort is only used to build awareness. “There is not a lot of access to  programming over social media. Viewers must go to the provider,” she explained.

While Discovery seeks to own their content, Google sources news rather than creates it, according to Rebekah Dopp, Principal, News and Local Media Global Partnerships, Google. And thre are no plans at this time to go beyond aggregating. “It is not our core competency, not in our DNA,” she explained. “We are not content creators but a platform. And we do all we can do to maintain integrity of those who provide content.”

Attribution is Hitting Its Stride

Media companies and agencies are focusing more and more on attribution. “Attribution is a super-hot topic,” according to Tracy Swedlow, co-founder and CEO, TMRW Corp, the parent company of TV of Tomorrow. 

For agencies, it is important to manage for frequency and understand targets that are applied to linear space, according to Helen Katz, SVP, Global Director of Data and Contract, Publicis Spine. Creative has been a bigger challenge, she noted, because there isn’t always multi versions of creative that can be used for targeting. “We are in a learning curve,” she stated. But it is possible to measure success. Katz has seen sellers guarantee against the outcome in addition to the grps. And yes, “they have to hit both guarantees,” she added.

Media companies have to create their own benchmarks in this new and emerging space because there is little history to rely upon. “We update our guidelines every year,” Katz said

Data Continues to Rule

Donna Speciale, President of Turner Ad Sales, is a big proponent of data to help sales maximize the value of their inventory. Their work with AT&T’s Xandr has been formalized this past June and now they are working closely, collaborating and gathering data to enhance their current products. Xandr offers Turner access to AT&T first party data for 25 million set top boxes and 147 million mobile devices. “Our goals is to enhance our audience products,” Speciale noted, “making them faster. Our goal is to have real time optimization so we can post a lot quicker and cleaner.”

Speciale is hoping to get to national addressable. “But we are not there yet,” she admitted. “To me, it would have to get to at least a 50% mark for it to be a viable option. It is hard for us to do anything of that size because anything that deviates in a national footprint for C3, we won't get credit for. Nielsen needs one marketer for a national unit.” If ads are split between two different advertisers, Turner would lose that national rating for that telecast.

But in the meantime, Turner is doing beta testing to make the data actionable within audience segments. Speciale expects to announce new products by 2Q 2019. She also plans on being able to do her own attribution instead of going to third party sources. “We’ve got to get out of the demo and into audiences,” she stated.

This article first appeared in www.MediaVillage.com

Looking at Data from Both Sides of the Brain – a Roundtable with Cathy Hetzel and Jonathan Bokor

The world of data is not that simple anymore. Not only do companies have to understand the tactical, logical application of a myriad of datasets, they must also be creative enough to derive actionable, often intuitive insights from the data crunching results. 

How does the confluence of logic and intuition impact the work we do today? In the first in series of DISH Network sponsored “virtual roundtables” with industry experts, MediaVillage journalists, Charlene Weisler and David Polinchock, posed questions to Cathy Hetzel, Executive Vice President, comScore, and Jonathan Bokor, Senior Vice President of Precision Video at Publicis Media, about a “right brain/left brain” approach to decision making.

Hetzel leads the strategic partnership team which manages comScore’s relationships with the MVPDs and publishers who provide the data that fuels comScore’s massive and passive cross-platform products. This requires both right brain (the ability to think creatively and emotionally) and left brain (the ability to think quantitatively and logically) agility.

Bokor leads the Precision Video Center of Excellence at Publicis Media, which takes a data-driven and technology-enabled approach to evolving television into a more precise medium to deliver improved performance for their clients. Their approach utilizes data to identify strategic target audiences that represent a more refined view of their clients’ true target.

MediaVillage: Do you consider yourself right brain (emotional / creative) or left brain (logical / analytical)?

Cathy Hetzel: I lean toward right brain plus logic … is that even “a thing”?

Jonathan Bokor: I would consider myself left brain dominant but with creative abilities as well.

MediaVillage: Do you think people can be both?

Hetzel: From my answer above, I do think people can be both.

Bokor: In my view most people do tend to lean one way or another, but I’m sure there are people who are close to evenly split, just like there are people who are ambidextrous.

MediaVillage: How is the data with Dish being used?

Hetzel: Dish has been a valued partner for more than 10 years - and was the first company to use our addressable measurement for cross-platform.  We aggregate Dish data with other MVPD data to provide local and national ratings. They were our first national partner, providing our television services with the opportunity to provide measurement in all 210 local markets. Dish was also the first company to use comScore for addressable television measurement and, recently, the first MVPD to use comScore for cross-platform addressable measurement.

Bokor: We have a preference for using 1^st party data when it’s available because it’s the best reflection of the client’s customers and, in general, tends to produce the best results. But we also see that 3^rd party data can perform well too.  Since not all clients have 1^st party data (or may not be willing to leverage it outside their domains), we utilize the best data available to us.  We also try to use attribution data whenever possible in order to gain insights into the effectiveness of our audience-targeted campaigns.

MediaVillage: What type of data is being used?

Hetzel: comScore uses second-by-second viewership data for both linear TV and addressable advertising.

Bokor: This varies by client depending on their objectives, what audiences they seek to target, and what KPIs they are looking to measure.  A wide variety of data types are used ranging from lifestyle/interest data, to purchase data, to TV viewing data to customer data.

MediaVillage: Will there be any attribution modeling with the data and, if so, how?

Hetzel: In combination with other data sources, comScore uses the Dish data for attribution modeling for both tune-in and advertiser-based attribution studies.

Bokor: We do attribution studies with most of our Addressable TV campaigns because Addressable TV provides us with data around which households saw the ad and we’re able to match that to attribution data where available.  Where sales data is available, and we can do a sales lift analysis, that’s usually the first choice, but we also do retail store visit analysis or website visit analysis where available and brand lift studies if that is appropriate.

MediaVillage: What do you think are privacy best practices?

Hetzel: comScore sees privacy protection as our highest priority with our partners. Our massive and passive measurement footprint includes more than 69 million televisions in more than 31 million U.S. homes. This scale, plus our projections for data we do not have – including OTA viewing -- protects our partner data from ever being exposed. And, to ensure the matched data is always protected, comScore uses a third-party match partner.

Bokor: All of our Addressable TV campaigns utilize a third-party data safe haven such as Acxiom or Experian to maintain the privacy of viewers, and we think consumers should have the ability to opt out of TV targeting.

MediaVillage: What do you see as the impact of creative on consumer response, especially in addressable?

Hetzel: Because comScore measures every creative execution at the exact commercial rating level, we are able to provide our clients, such as Dish, the information they need to be able to determine the impact of creative execution for every campaign. Creative is one of many elements of impact including pacing of ads, activation to the “most likely to buy” target and even timing of commercial assets that are measured by comScore.

Bokor:  We believe that using creative that is tailored to the objectives of the campaign are a best practice for audience targeting campaigns.  For example, if the goal of the campaign is to drive web visits, then the creative should reflect that.  However, custom creative isn’t always possible or available, so we can use the same creative that is used for the general market demo-targeting TV campaigns and we have found that we can still deliver lifts in key metrics using the same creative as general market.

MediaVillage: Is there a thought to creating a privacy "value exchange" for the consumer (what makes them happy you are using their data)?

Hetzel: That would be a decision to be made by our partners, not comScore. We provide a lot of value to our partnerships both by selling services to our partners and licensing the data that fuels our products and provides unmatched scale in our industry.

Bokor: It is a consideration that should be explored, but it is easier said than done.  Audience targeting usually carries a CPM premium which requires that it outperform demo targeting in order to make sense, so asking the advertiser to pay an additional amount to deliver a “value exchange” will require that audience targeting perform at an even higher level to justify this additional expense.

MediaVillage: What do you see as the long-term trends in data within the addressable ecosystem?

Hetzel: We ask we are hearing from our clients is to continue to focus on providing cross-platform unduplicated reach.  Getting cross-platform measurement right is our singular focus and the driving force behind what we do. Our aim is to provide unduplicated, comprehensive and objective measurement of content and advertising across any and every platform. We’ll continue to work with the industry to provide data at scale needed to measure viewership wherever the consumer chooses to watch content and advertising.

Bokor: The biggest trend I see is moving towards using the same targeting data across multiple channels and then uniting the data across those channels in order to deliver cross-screen reach, frequency and attribution.  This is a must for us because it allows us to more efficiently allocate our clients’ budgets to deliver the best results (as opposed to running siloed campaigns that don’t necessarily work together and communicate with each other). 

This article first appeared in www.MediaVIllage.com