Of the different media used for advertising and promotion that BIA/Kelsey tracks in the LCM survey, only two of the traditional media crack SMB’s top 10 most used media for advertising and promotion: newspapers and direct mail. The rest of the top 10 are filled with digital media.

In the chart below, I looked at eight of the traditional media from LCM. Newspapers and direct mail, the only two of the traditional media to crack the Top 10 most used media list, fall first and second among traditional media. Radio comes in third, with TV and outdoor bringing up the rear for usage.

But how do SMBs perceive the return on their investment for time spent in advertising or promoting themselves on traditional media? The traditional media with the highest usage, newspapers, had the lowest perceived ROI, while the ones with lower usage: TV, cable and outdoor, had the highest ROI among the traditional media.

TV had the highest perceived ROI among the traditional media, with 50% of SMBs rating it as either excellent (10-19 times return on that investment) or extraordinary (over 20 times the return), while only 13.7% of SMBs surveyed reporting using TV to advertise or promote their business.

Newspapers, which had the highest usage among the traditional media, had the lowest perceived ROI, with 26% of SMBs reporting returns as excellent or extraordinary.

Radio had the third highest usage among SMBs for advertising/promotion. But advertisers who used radio as part of their advertising mix reported being pleased with the results, as 36% rated the perceived ROI of radio advertising as either excellent or extraordinary.

For the first time in several survey waves, SMBs indicated that they are actually decreasing the number of media used to advertise or promote their business. The implication: media must deliver concrete ROI or risk losing business traction. Digital media penetration with SMBs has increased, as many of these solutions generate concrete leads and offer trackable ROI metrics.

Traditional media are far from obsolete, however, as the data suggests, and many are still well-regarded. However, for newspapers in particular, and all traditional media, as SMBs enjoy more digital options and demand clear value from their advertising spend, the need to produce clear ROI is stronger than ever.

More information about LCM and custom renderings of the data can be found here.

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Television dominated the Government/Political/Religion (“GPR”) vertical in 2012, according to BIA/Kelsey’s Media Ad View Plus. In 2012, television’s $3.1 billion of advertising from GPR represented nearly 3/4 of total advertising for this vertical.

2012 Government/Political/Religion Ad Spending by Media

The $3.1 billion of GPR advertising represented 15% of the television media’s total ad spend in 2012, with the vast majority of it coming in the Fall (September to November), based on information from the Television Bureau of Advertising (TVB). TVB has studied the spending patterns in the political category for the past several election cycles. The vast majority of political spending occurs in the Fall (September to November), with the exception of primaries, which provide some advertising revenue from January to September, at least in markets within battleground states. “Clearly local TV’s role as the campaign media workhorse has not changed” states the TVB about the 2012 election season.

GPR advertising is cyclical, peaking during big national and local elections, which occur during even years. The more hotly contested the elections are, the better for local television stations. In 2017, an odd year with no major political elections, the GPR advertising landscape is vastly different, with only 19% of GPR advertising revenue going to television. More GPR advertising revenue will be going to direct mail than television in 2017, according to Media Ad View Plus. In odd years, such as 2017, GPR is dominated by smaller local elections, which rely more on direct mail to get their message to voters in their districts rather than advertise to entire television markets.

2017 Government/Political/Religion Ad Spending by Media

The bounty that can be GPR revenue during the even years is not equal across the 210 Nielsen television markets. Markets located in battleground states will see greater GPR advertising spend than markets in states that are heavily red or blue. States such as Ohio, Virginia and Florida have become predictable battlegrounds states. These so called “purple” states see boosts during even years, with the Presidential, Senate and House races.

More information on BIA/Kelsey’s Media Ad View Plus is available here.

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In 2012, television dominated both the Automotive advertising and Government/Political/Religion (“GPR”) verticals, according to BIA/Kelsey’s Media Ad View Plus. More on the GPR vertical later.

Television’s $4.6 billion share of automotive advertising represented 28.4% of total automotive advertising in 2012. This $4.6 billion represents 22% of television’s total advertising revenue in 2012, making it the highest spending vertical for television.

2012 Automotive Ad Spending by Media

Media Ad View Plus’s automotive vertical includes five subcategories: automobile dealers and automotive manufacturers, other motor vehicle dealers, automotive parts and accessories stores, tire dealers, and gasoline stations and automotive repair. Of these, automotive dealers and automotive manufacturers were the predominant advertiser category, accounting for more than $3.8 billion of the total automotive advertising $4.6 billion spent on television.

“If it’s got a screen, automakers want to advertise on it,” said Ad Age in a recent article, Automakers Like Video, But Still Pour Gas On TV For Big Product Launches. While the automakers on Ad Age’s 100 Leading National Advertisers list have been increasing their digital advertising, “they’re also showing enduring faith in the American couch potato, with spending on television increasing from 2011 to 2012. Ad Age attributes the continued popularity of television to the automotive vertical to major product launches. The top five spending automakers, according to Ad Age, are General Motors, Ford, Toyota, Fiat (Chrysler Group) and Honda.

In 2017, television’s share of automotive advertising is expected to increase to 32%, while the shares going to other traditional media such as newspaper and direct mail are expected to decline significantly. Newer media, such as online and mobile, are also expected to increase their share of the automotive pie. Part of this increase can be attributed to the significantly lower GPR revenues expected to be spent on television in 2017. Without GPR dominating television commercials in 2017, as happened in 2012, there will be more inventory available for the other verticals, such as automotive.

More information on Media Ad View Plus is available here.

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Our estimated $17.5 billion in OTA income is a 10.9 percent increase compared with last year’s $15.8 billion. We think there are a few contributors to this respectable gain. First, there is a growing swing in advertisers returning to television, as evidenced in a recent story in Advertising Age and a point that we’ve often made at BIA/Kelsey that you still can’t deny the large amount of people you can reach with a local television station ad, despite DVRs, the Internet and other distractions.

Second and equally important, we have seen a pattern of advertising growth in non-election even-numbered years going back a decade, as evidenced in the below chart. Notably, in the years coming off a recession the industry picked up double-digit increases. Arguably, it’s easy to say that there’s nowhere to go but up after a negative year. However, we note that with consistency the industry always seems to be rediscovered after the times are bad, and we don’t see that changing anytime soon.

Our predictions for the half of the next decade remain positive and upward. Television remains poised as part of the invaluable media ecosystem; we’re always happy to report that.

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Lisa Bishop at Gray Television took a few contrarian views when discussing mobile strategies, during an afternoon DSB session on “New Ad Revenues for New Times.” Taking issue with the app craze we’ve seen dominating the media world over the past two years, she’s seeing better engagement and returns with SMS and WAP strategies.

“WAP is more widely available to a larger consumer base,” she said. “The iPhone makes up 2 [percent] to 4 percent of devices and our developers were spending 80 [percent] to 90 percent of time reaching this smaller share of end users.”

This flies in the face of News Over Wireless’ Sam Matheny’s point yesterday about greater growth and rich media capabilities of iPhone apps. There is also the argument that what the iPhone lacks in device share, it makes up for in engagement share, holding the vast majority of mobile Web traffic in the U.S.

The mobile products and features that Gray has focused on include WAP sites for each of its stations and SMS alert service for weather, news and sports alerts (monetized with sponsored messages). Next up are coupons, local search functionality (working with Local.com) and social sharing features.

Also somewhat of a contrarian take from Gray was its recent decision to go it alone when it came to building and managing its WAP product. This was a risk at first because it lost on-deck traffic it previously enjoyed by virtue of the carrier relationships held by the vendors it worked with.

But given more smartphones in the market, Bishop argues there are more users going off deck to search the mobile Web, thus mitigating this lost traffic. Bringing the platform in-house has also allowed Gray to have better control over the dynamic nature of its content, site design, ad serving and perhaps most of all, cost.

“Selling mobile [advertising] was difficult because costs were so high,” said Bishop. “We were selling $20 to$25 CPMs for our WAP sites. But we’ve been able to lower that and see greater returns.”

The results speak for themselves: Gray has cut mobile costs by $0.5 million and increased revenues by 90 percent over the past year. With SMS, it has seen a 20 percent increase in sponsored alerts and has run 130 SMS campaigns in the past month alone — more than it did all of last year.

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The bigger change agent, according to Lanzano, will be mobile because it will allow users to access local broadcast content wherever and whenever they want. In fact TVB is reporting that 88 percent of consumers polled said watching local news media is driving their mobile viewing. The real potential, says Lanzano, “is the ability to have more transparency in who is watching, when they are watching and where they are watching mobile programming.”

Much like online radio, new technology is coming out that allows more customization of programming and scheduling that is personalized to the consumer. A new service called Sezmi provides not only local media offerings, but also allows users to customize the content they want to watch, including YouTube and online video as well as on-demand content, all for a low $20 monthly fee. Other services by NetFlix are also directly competing with local broadcast and altering how people view and watch TV.

The TVB recommends local stations take advantage and own the hyperlocal shift by implementing the following:

• Making mobile TV beyond news and adding additional utility to local consumers and advertisers
• Program to compete with cable using HD subchannels that meet local needs
• Develop the best local mobile site
• Seek ways to leverage e-mail marketing, which is a great untapped opportunity
• Create hyperlocal shopping sites with deep content and match it with offers and coupons to drive action
• Do not overlay broadcast model on the mobile offering

Lanzano concluded that “viewership is shifting to the anytime, anywhere medium focused on local and who better to own hyperlocal than local stations who have embraced the new technology to make HD programming and mobile TV a reality for their stations?”

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For broadcasters, it is an article of faith that “localism” is a point of differentiation that adds value to their operations. Localism tends to mean local news, sports, weather, traffic, local events, coverage of local government, and other promotional and volunteer involvement in the community. There’s a lot of chatter about what it takes to succeed with true “localism.” This past year has seen some notable localism failures. Other efforts are in a nascent stage.

One case in point is Allbritton Communications, based in the Washington, D.C.-area. Its television stations are affiliated with ABC, with the largest property being WJLA-TV, the ABC affiliate in the Washington, D.C., market.

Our primary interest was the fall 2009 announcement of Allbritton’s plans to launch a Washington, D.C.-focused news site that will combine with the WJLA and NewsChannel 8 television and Web operations. To launch this new local news site, Allbritton hired Jim Brady, the former executive editor of Washingtonpost.com. The site is set to launch in spring 2010 and will have about 50 more news staffers on hand.

We recently talked with Allbritton’s senior vice president of legal and strategic affairs, Jerry Fritz, who supports Robert Allbritton (the family-owned company’s chairman and visionary) and Fred Ryan. These three executives are the key architects of this strategy. Fritz has a long history with the company that spans more than 20 years.

While the timing seems very fortuitous, Fritz tells us it’s really the culmination of a plan that was devised back in the late 1980s, when Allbritton (who used to own The Washington Star) saw an opportunity to build a strong local franchise to compete with the news-gathering prowess of The Washington Post.

The first effort under the plan was the launch of NewsChannel 8 distributed over local cable systems. NewsChannel 8 was, at first, a separate operation from the local broadcast television station. A truly, locally focused news operation, NewsChannel 8 broke down its news for the area’s three separate and distinct geographies with a mix of local, lifestyle and political programs. It was a pioneer and in its early days it was a tough sell for audiences and advertisers. Its programming and appeal have grown as the product has matured and its mix of local news and lifestyle shows (political talk to local golf) now attract larger audiences plus a mix of larger and smaller advertisers. NewsChannel 8 also has benefited from the growth in the news product on WJLA. WJLA has completely rebuilt its local news operations following a downsizing many years ago.

From its base in local television, Allbritton leveraged its core assets across media platforms to exploit some of the unique attributes of the D.C. market.

That included developing an online newspaper to address the market opportunity of providing news, commentary and an advertising vehicle to government contractors, lobbyists, trade associations and others seeking to influence the nation’s seat of government.

Politico.com, designed to be the ESPN of politics, was Allbritton’s initial online effort under the new strategy. While Politico was designed around the Web, readers and advertisers clamored for a print counterpart. Allbritton responded with a three-times-a-week print product that was quickly ramped to five days.

Since then, Politico has created a national network of newspapers and Web sites that share Politico stories in exchange for Web ad avails, which Politico sells to national advertisers. It is a classic win-win.

In fact, Politico’s timing has been perfect. Many newspapers have closed their D.C. news bureaus, and local newspapers are struggling to fill the news gap. Recent filings with the SEC have detailed just how successful the operation of Politico has become in a relatively short time as revenues have topped the $20m mark and cash flows have reached seven figures.

Now, both WJLA-TV and NewsChannel 8 share facilities and some staff members as they gather, collect and present local news and information to the D.C. market. Adding Politico, the Allbritton operation finds itself as one of the country’s leaders in the gathering and dissemination of political news. That has positive rub-off effects on both WJLA and NewsChannel 8. Washington is still very much a company town.

So, it’s in the same vein that we look at this soon to be launched local news oriented Web site. Adding 50 journalists to an operation that already includes a prominent local television station and its cable news spinoff plus the acclaimed Politico gives Allbritton’s operation one of the largest news gathering operations in the market. As the company focuses on enabling its journalists to file news across any platform, it’s easy to see the combined Allbritton portfolio giving some heartache to The Washington Post (and few know that property better than Jim Brady). The company just recently brought a senior sales executive to lead the advertising sales effort for the new metro new site.

Allbritton already has a deal in place with the market’s leading news/talk radio station as well to share content and to provide weather reporting from its team of meteorologists. While it doesn’t seem that Allbritton wants to get itself embedded into the longer view stories that The Post covers, it does seem that there’s a probable audience for hurried Washington audience members who want to get the news in an easy, connected and time saving way.

The Allbritton mission is to produce and serve unique content which has appeal beyond the Washington market. The plan is to capitalize not only on local ad spend across broadcast, cable, print and online platforms but also to get access to content syndication and barter ad inventory nationwide. Allbritton understands that it can be profitable to serve not only local audiences and advertisers well with smart execution but that this entire operation can be leveraged to grow out of market revenues. Could this example serve as a possible model for other broadcasters looking for a digital strategy that actually makes money?

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Digital media is more cannibalistic than complementary and is seriously eating into the demand for traditional news sources such as newspapers, TV and news magazines, according to the third annual survey of news users done by Outsell Inc.

The survey findings are based on almost 3,000 consumers and are fully detailed in Outsell’s “News Users 2009” report, written by former Knight Ridder executive Ken Doctor. It essentially pours water on hopes that online traffic from Google and other news aggregators represents new growth opportunities for traditional publishers that ultimately outweigh any cannibalism. In fact, 44 percent said news headlines on aggregator products such as Google News suffice in themselves.

Indeed, such aggregator products are increasingly competing with traditional news products as primary “morning” news sources. They’re tied with newspapers and catching up with TV, which leads with a 30 percent share, a drop-off from 36 percent three years ago.

Long-term trends may be worse than the broad numbers suggest, as a segmentation analysis by Outsell found that “Power Users,” who represent slightly less than half of the market, are increasingly relying more on digital products. These users have “omnivorous” appetites for news, simultaneously serving as core newspaper subscribers while relying more heavily on news aggregator products.

Outsell, however, found they are spending less time with print publications. Moreover, they are increasingly inclined to drop their newspaper subscriptions.

“It’s worth watching the trends set by power news users — they tend to foreshadow where all news usage is moving,” notes Outsell. “The daily newspaper and news magazine habit is quickly ebbing.”

The survey also suggests that paid content may not be a panacea — something that The New York Times is betting on, as it implements plans to move to paid online models in early 2011.  Analysts (like me) would argue that The Times exists in a class of its own as a news source and may prove the exception. Another industry hope –shared by Apple, Amazon, HP and others — is that large computer tablets might entice people to pay for a la carte or subscription content.

Without thinking about the exceptionalism of The Times, or the future of tablets, 75 percent of news users told Outsell that they would get their local news from a different source if a pay wall was put up. Only a small minority said they would be willing to pay for some type of paid content (i.e., online access included with print subscription, online-only access or some other type of “press pass.”).

When the time comes, however, many users will surely reconsider. Just look at the evolution of pay per call, and more recently, paid iPhone apps. None of this, however, undermines the challenges that traditional media face with/and against Google and other digital sources.

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