Surviving the shift from tradition to digital revenue may not be the most challenging transformation for media companies. Speaking at BIA/Kelsey’s recent Leading in Local: Interactive Local Media conference,Christopher Lee, president of Deseret Digital Media, offered a primer on staying ahead of revenue’s transition from traditional to digital to “mobile ready.”

One of the key’s to making this shift is developing a strong native advertising capability, and Deseret is an early leader among media companies in mastering the art and science of native.

Lee says Desert Digital Media has two digital revenue buckets. The first is display (which he describes as “90 percent at risk”) and the second is “mobile ready,” which is growing by about 30 percent annually, according to Lee. Assessing the mobile-readiness of revenue is a critical test of a media business’s sustainability.

While CPMs are currently low, through skilled targeting, CPMs can grow over time. So what defines mobile-ready revenue? Here is Lee’s list:

Deseret has been particularly innovative in native advertising, building its own internal capability and developing an evolving set of KPIs and best practices. Lee says native packs a much bigger punch than more tradition forms of online advertising like banners.

The average native article on Deseret’s online properties generates 13,424 views, only slightly below the 13,836 that editorial articles receive. Lee estimated it would costs $39,000 to get 13,000 brand engagements with a brand using banner ads.  With native, Lee said advertisers for “much lower cost get the same result.” Deseret sells native in packages that include content creation and posting, with clients free to use the content on their own properties as well. In some cases Deseret will distribute the native content via social media and email marketing, for additional fees.

However, Lee did acknowledge that native is not a fit for all advertisers, particularly not very small ones.

He also captured a primer on how to develop an effective native advertising capability on the following slide:

The post At ILM 2014: Is Your Revenue Mobile Ready? appeared first on BIA/Kelsey - Local Media Watch.

Court Cunningham has as good a handle as anyone on what makes small-business advertisers tick. As CEO of Yodle, Cunningham’s daily challenge is figuring out how to optimally sell digital marketing solution to SMBs. It’s a vexing problem that has challenged some of the best minds in local search.

In his wide ranging keynote presentation last week at BIA/Kelsey’s Leading in Local: Interactive Local Media conference in San Francisco, Cunningham shared his observations and what does and doesn’t work when going to market in the SMB space.

On Marketing Automation: Most SMBs do not have the budget for the big solutions (e.g., Marketo). Marketing automation comes in to solve that problem. Increasingly, success is being measured by revenue. Marketing automation will eventually be integrated into payments.

On DIY v. DIWM v. DIFM: SMBs need help. Among “Plus Spenders” (SMB advertisers in BIA/Kelsey’s Local Commerce Monitor survey spending more than $25,000 annually), 70 percent say they want assistance. “People will pay with their time or with their money,” Cunningham said. “The low end of market pays with its time.” Most of the dollars are in the “Plus” area, and those businesses are willing to pay for DIFM and DIWM solutions.

On CRM for SMBs: Marketing to existing customers is the most efficient way to sell. To do it, you need more data than just an email address. High impact CRM requires integration into vertically focused systems (e.g., automotive, etc.). The divide between acquisition and retention marketing is quickly blurring. Many activities now involve both.

The post At ILM 2014: Yodle's Court Cunningham Dissects the SMB Opportunity appeared first on BIA/Kelsey - Local Media Watch.

Court Cunningham has as good a handle as anyone on what makes small-business advertisers tick. As CEO of Yodle, Cunningham’s daily challenge is figuring out how to optimally sell digital marketing solution to SMBs. It’s a vexing problem that has challenged some of the best minds in local search.

In his wide ranging keynote presentation last week at BIA/Kelsey’s Leading in Local: Interactive Local Media conference in San Francisco, Cunningham shared his observations and what does and doesn’t work when going to market in the SMB space.

On Marketing Automation: Most SMBs do not have the budget for the big solutions (e.g., Marketo). Marketing automation comes in to solve that problem. Increasingly, success is being measured by revenue. Marketing automation will eventually be integrated into payments.

On DIY v. DIWM v. DIFM: SMBs need help. Among “Plus Spenders” (SMB advertisers in BIA/Kelsey’s Local Commerce Monitor survey spending more than $25,000 annually), 70 percent say they want assistance. “People will pay with their time or with their money,” Cunningham said. “The low end of market pays with its time.” Most of the dollars are in the “Plus” area, and those businesses are willing to pay for DIFM and DIWM solutions.

On CRM for SMBs: Marketing to existing customers is the most efficient way to sell. To do it, you need more data than just an email address. High impact CRM requires integration into vertically focused systems (e.g., automotive, etc.). The divide between acquisition and retention marketing is quickly blurring. Many activities now involve both.

The post At ILM 2014: Yodle’s Court Cunningham Dissects the SMB Opportunity appeared first on BIA/Kelsey - Local Media Watch.

Amazon has been one of the biggest business phenomena of our time. At ILM 2014, Brad Stone, author of The Everything Store: Jeff Bezos and the Age of Amazon, unpacked the company’s unlikely navigation of the dot com boom, all the way up to its current work with mobile, fulfillment and yes, drones.

As a former New York Times tech reporter and current Bloomberg Businessweek Senior Writer, Stone has been covering Amazon and the progression of tech & e-commerce for the past 15 years.

“I figured if anyone can tell the story of this iconic company; and the way we shop, read and interact in the cloud, I could be the person to do it,” he told BIA/Kelsey Chief Analyst and VP Peter Krasilovsky on stage.

Through examining the tech giant, Stone began to view it in light of a construct that (Amazon investor) John Doerr has famously devised. This is to separate companies between missionaries and mercenaries.

The former are characterized by founders and cultures driven to change the world or solve big problems. The latter are driven primarily by financial gain. But missionaries often end up achieving greater economic payoff through a more passionate product focus, and are the companies Doerr invests in.

According to Stone, Amazon is both missionary and mercenary. It’s missionary tendencies can be found in the way that it has changed the way we shop, read and consume media. The mercenary side is apparent in its cutthroat business tactics in competition, and famously adversarial work environment.

“Bezos feels that social cohesion, can cloud the drive to the truth,” said Stone. “At [Amazon] meetings, people aren’t shy about what they feel. That plus the frugality of the company makes turnover high. I had plenty of people to talk to for the book, and some were still suffering from PTSD.”

But Bezos has importantly gained the trust of his board and investors that his long term view will lead to giant payoff. This comes amidst razor thin margins and reinvestment of profits in capital-intensive growth strategies. For example: continued buildout of fulfillment centers closer to major cities.

That trust has been earned through Bezos’ track record. With the exception of a few misfires (Fire Phone, anyone), he’s continually gone against the advice of colleagues and his board, and continually proved to be able to see around corners. The Kindle and AWS are a few examples.

“He is a CEO with enormous credibility and a board with patience,” said Stone. “Elsewhere we see Carl Ichan standing over the shoulders of [eBay CEO] John Donahoe and even Tim Cook. Not Amazon… he doesn’t go near Amazon.”

The post At ILM 2014: ‘Everything Store’ Author Brad Stone Pegs Amazon Both Missionary and Mercenary appeared first on BIA/Kelsey - Local Media Watch.

Amazon has been one of the biggest business phenomena of our time. At ILM 2014, Brad Stone, author of The Everything Store: Jeff Bezos and the Age of Amazon, unpacked the company’s unlikely navigation of the dot com boom, all the way up to its current work with mobile, fulfillment and yes, drones.

As a former New York Times tech reporter and current Bloomberg Businessweek Senior Writer, Stone has been covering Amazon and the progression of tech & e-commerce for the past 15 years.

“I figured if anyone can tell the story of this iconic company; and the way we shop, read and interact in the cloud, I could be the person to do it,” he told BIA/Kelsey Chief Analyst and VP Peter Krasilovsky on stage.

Through examining the tech giant, Stone began to view it in light of a construct that (Amazon investor) John Doerr has famously devised. This is to separate companies between missionaries and mercenaries.

The former are characterized by founders and cultures driven to change the world or solve big problems. The latter are driven primarily by financial gain. But missionaries often end up achieving greater economic payoff through a more passionate product focus, and are the companies Doerr invests in.

According to Stone, Amazon is both missionary and mercenary. It’s missionary tendencies can be found in the way that it has changed the way we shop, read and consume media. The mercenary side is apparent in its cutthroat business tactics in competition, and famously adversarial work environment.

“Bezos feels that social cohesion, can cloud the drive to the truth,” said Stone. “At [Amazon] meetings, people aren’t shy about what they feel. That plus the frugality of the company makes turnover high. I had plenty of people to talk to for the book, and some were still suffering from PTSD.”

But Bezos has importantly gained the trust of his board and investors that his long term view will lead to giant payoff. This comes amidst razor thin margins and reinvestment of profits in capital-intensive growth strategies. For example: continued buildout of fulfillment centers closer to major cities.

That trust has been earned through Bezos’ track record. With the exception of a few misfires (Fire Phone, anyone), he’s continually gone against the advice of colleagues and his board, and continually proved to be able to see around corners. The Kindle and AWS are a few examples.

“He is a CEO with enormous credibility and a board with patience,” said Stone. “Elsewhere we see Carl Ichan standing over the shoulders of [eBay CEO] John Donahoe and even Tim Cook. Not Amazon… he doesn’t go near Amazon.”

The post At ILM 2014: 'Everything Store' Author Brad Stone Pegs Amazon Both Missionary and Mercenary appeared first on BIA/Kelsey - Local Media Watch.

As GoDaddy reportedly prepares for a $4.5 Billion IPO, the company has increasingly focused on leveraging and upselling its 12 million worldwide members with a set of comprehensive solutions. At BIA/Kelsey’s Leading in Local: Interactive Local Media event at San Francisco Airport, SVP Raj Mukherjee noted that the company is delivering on a new vision statement: “Empowering people to easily start, confidently grow and successfully run their own ventures.”

Mukherjee said GoDaddy is servicing its customers in three core ties: “basic identity,” “advantage identity,” and “marketing and back office.”

“Advantage identity” includes hosting and security, do it yourself websites, online stores and listings. “Marketing and back office” includes Domain specific email; Office 365; email marketing; invoicing and bookkeeping.

The post At ILM 2014: GoDaddy’s Raj Mukherjee on Leveraging 12 Million Users appeared first on BIA/Kelsey - Local Media Watch.

As GoDaddy reportedly prepares for a $4.5 Billion IPO, the company has increasingly focused on leveraging and upselling its 12 million worldwide members with a set of comprehensive solutions. At BIA/Kelsey’s Leading in Local: Interactive Local Media event at San Francisco Airport, SVP Raj Mukherjee noted that the company is delivering on a new vision statement: “Empowering people to easily start, confidently grow and successfully run their own ventures.”

Mukherjee said GoDaddy is servicing its customers in three core ties: “basic identity,” “advantage identity,” and “marketing and back office.”

“Advantage identity” includes hosting and security, do it yourself websites, online stores and listings. “Marketing and back office” includes Domain specific email; Office 365; email marketing; invoicing and bookkeeping.

The post At ILM 2014: GoDaddy's Raj Mukherjee on Leveraging 12 Million Users appeared first on BIA/Kelsey - Local Media Watch.

How is Pinterest working with SMBs? How does programmatic work at the local level? How is Google shifting its proposition to resellers? What is going on behind the scenes at Amazon? Which service model has the most potential — do it with me, do it for me or do it yourself? Just a few of the questions tackled on Day 2 at Leading in Local: Interactive Local Media, here in San Francisco. Below is a sample from today’s #Leadinginlocal Twitter stream.

The dudes are coming to @Pinterest. 1/3 of all new signups are men. #leadinginlocal @indianameek @BIAKelsey

— Brandon Erlacher (@bserlacher) December 4, 2014

The current positioning: “Pinterest is a visual booking marking tool to save and share ideas” #leadinginlocal

— Abid Chaudhry (@abidc) December 4, 2014

Average pin gets ‘repinned’ on @pinterest an average of 11x. @indianameek #leadinginlocal @BIAKelsey

— Brandon Erlacher (@bserlacher) December 4, 2014

“Channel Sales is one of @google fastest growing segments” -Todd Rowe, Managing Director, Global Channel Sales #leadinginlocal @BIAKelsey

— Brandon Erlacher (@bserlacher) December 4, 2014

Google My Business is meant to be a single front door for small businesses to get involved with Google products #leadinginlocal

— Damian Rollison (@damianrollison) December 4, 2014

CardLinx is the only type of advertising that you can display online and measure the conversion in the store. -Tavares #leadinginlocal
— Brandon Erlacher (@bserlacher) December 4, 2014

.@YodleCourt says to expect larger agency partnerships next year #leadinginlocal pic.twitter.com/vVW1WTH021

— GeoMarketing (@geomarketing) December 4, 2014

Changing your scheduling system as an SMB is like changing your plumbing (Court C) #leadinginlocal #yodle

— Dan Frechtling (@ShopperMedia) December 4, 2014

“Automation has to be humanized, local and strategic.” from @manishw2gi #leadinginlocal

— Where2GetIt (@Where2GetIt) December 4, 2014

Apparently Amazon is a really tough place to work. Need to read Brad Stone’s book “The Everything Store.” Haven’t yet. #leadinginlocal

— Charles Laughlin (@claughlin2) December 4, 2014

How many service models are there really? DIY, DIFM, DIWM. Are they all different lenses on same thing? @staceysedbrook #leadinginlocal

— Abid Chaudhry (@abidc) December 4, 2014

The post At ILM 2014: Day 2 Tweetrospective appeared first on BIA/Kelsey - Local Media Watch.

Channel Sales (partnerships with local resellers of AdWords) is one of Google’s fastest growing divisions. That’s according to Global Channel Sales Director Todd Rowe who was interviewed along with an executive entourage in a Google mega-panel at ILM ’14 today.

James Croom, Google My Business Senior Product Marketing Manager, Google
Max Frause, Global Business Lead, Google Shopping, Google
Christine Merritt, Head of Premier SMB Partnerships, Channel Sales North America, Google
Todd Rowe, Managing Director, Global Channel Sales, Google
Francisco Uribe, Adwords Express Product Manager, Google
Moderator: Matt Booth, CEO, Connectivity

According to Rowe, this was born in a meeting with Larry, Sergey, and then-CEO Eric Schmidt about tackling the SMB sector through partners. And that’s a departure from Google’s normal “invented here” way (my words). So the channel sales division was born out of this necessity.

“The good news is there’s 100 million SMBs,” said Rowe. “The bad news is there’s 100 million SMBs. How do you wrap your arms around that?”

The discussion, moderated by former BIA/Kelsey Chief Strategy Offer Matt Booth, reached into many functional areas relevant to local and SMBs. Those included product listings ads, AdWords Express, Google My Business (GMB), and of course mobile.

— Product listings ads are growing within search results, particularly in mobile where users are high-intent shoppers. The product data are primarily from retailers and partners, but the next step is to get better real time inventory data for SMBs (likely through partners).

— Listings integrity is another sticky area, given the quickly changing SMB landscape and the fact that they aren’t always self-policing location data in Google (including Maps). So finding the right sources for accurate listings is an ongoing strategy for GMB.

— The biggest question coming from AdWords reseller partners is how to offer YouTube to advertisers in more turnkey ways. “We are working to provide more scalable ways to create content,” said Christine Merritt. “If we can scale it well for SMBs, it will take off.”

— The way towards this video goal, according Rowe is to templatize — in both production and distribution. SMB video quality has lots of variance, given typical cost of high production quality. Local videographers, templates and standardized pricing are the path.

— In mobile, the strategy is to go beyond the cliche of “mobile-first” in cases where the market is “mobile-only” (emerging markets). “It’s a great force function to design something simple that lets them get online with google and grow their business,” said Frause.

The post At ILM 2014: Google Mega Panel Wants More Partners, Video and ‘Mobile-Only’ appeared first on BIA/Kelsey - Local Media Watch.

Channel Sales (partnerships with local resellers of AdWords) is one of Google’s fastest growing divisions. That’s according to Global Channel Sales Director Todd Rowe who was interviewed along with an executive entourage in a Google mega-panel at ILM ’14 today.

James Croom, Google My Business Senior Product Marketing Manager, Google
Max Frause, Global Business Lead, Google Shopping, Google
Christine Merritt, Head of Premier SMB Partnerships, Channel Sales North America, Google
Todd Rowe, Managing Director, Global Channel Sales, Google
Francisco Uribe, Adwords Express Product Manager, Google
Moderator: Matt Booth, CEO, Connectivity

According to Rowe, this was born in a meeting with Larry, Sergey, and then-CEO Eric Schmidt about tackling the SMB sector through partners. And that’s a departure from Google’s normal “invented here” way (my words). So the channel sales division was born out of this necessity.

“The good news is there’s 100 million SMBs,” said Rowe. “The bad news is there’s 100 million SMBs. How do you wrap your arms around that?”

The discussion, moderated by former BIA/Kelsey Chief Strategy Offer Matt Booth, reached into many functional areas relevant to local and SMBs. Those included product listings ads, AdWords Express, Google My Business (GMB), and of course mobile.

— Product listings ads are growing within search results, particularly in mobile where users are high-intent shoppers. The product data are primarily from retailers and partners, but the next step is to get better real time inventory data for SMBs (likely through partners).

— Listings integrity is another sticky area, given the quickly changing SMB landscape and the fact that they aren’t always self-policing location data in Google (including Maps). So finding the right sources for accurate listings is an ongoing strategy for GMB.

— The biggest question coming from AdWords reseller partners is how to offer YouTube to advertisers in more turnkey ways. “We are working to provide more scalable ways to create content,” said Christine Merritt. “If we can scale it well for SMBs, it will take off.”

— The way towards this video goal, according Rowe is to templatize — in both production and distribution. SMB video quality has lots of variance, given typical cost of high production quality. Local videographers, templates and standardized pricing are the path.

— In mobile, the strategy is to go beyond the cliche of “mobile-first” in cases where the market is “mobile-only” (emerging markets). “It’s a great force function to design something simple that lets them get online with google and grow their business,” said Frause.

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