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What: Marketing and technology is the focus of our talk with Circus marketing CEO Bruno Lambertini.  He explained his priorities for marketing innovation and as a result how to survive through the digital revolution.
Why it matters: The world of marketing and technology is changing at an accelerated pace. As a result, agencies like Circus Marketing are willing to take risks and invest in a smart way. They will survive in the new economy.

In the world of business, innovation means quite simply the process of translating a new idea into a service that consumers will buy. Thus creating value. Innovating is vital to every business. Without it, companies need not even try to survive. Circus Marketing is a multicultural digital agency with 8 offices in the U.S., and Spain. It has a presence in 5 Latin American countries, and was founded in 2005. Circus strives to create high-impact advertising campaigns that engage consumers to an emotional degree. Portada talked to CEO Bruno Lambertini to find out more about Circus utilizes different tools, but mainly data analysis, to drive innovation.

Portada: What are the key tools for marketing and technology according to Circus?

Bruno Lambertini: Data combined with AI and Robotics, with a boost from 5G connectivity, is an explosive combo that opens a thousand opportunities in the world of marketing and communications. These are elements we’re exploring and experimenting with at Circus.”

Need for innovation

Portada: How does Circus Marketing understand the need for innovation?

B.L.: “Marketing innovation is not only about creative ideas. More than ever, clients today want to see ROI and demand effective campaigns. Every strategy of ours is based on deep knowledge of audiences through smart use of data. Not two days are the same at Circus, we never face a task the same way as the previous one, and that’s an essential part of the innovation process.

The only thing that really affects human behavior is a great idea that answers to data-driven consumer analysis. Ideas are the core of our business, as well as a neuralgic element of communication, but data provides context and new technologies boost distribution and impact on consumers. This combination is what makes innovation at Circus.”

Portada: How have marketing and technology changed in the last decade? What are Circus’ tools to address them?

A decade of change

B.L.: “The need for innovation has always been a part of communication and marketing’s DNA. In recent years, the industry has changed in an accelerated way, mostly because audiences have modified clients’ needs and expectations through new consuming habits. When we thought of ATL as ATL and we thought of digital as digital, many digital agencies were born, but they are also considered traditional today. Now, traditional ATL and traditional digital agencies need to innovate to survive.

Circus is an agency based on this new economy, it’s a hybrid model that takes the best of both worlds and adds data, tech-driven ideas, and content-generation tools in order to tackle new challenges. At Circus, the data and planning areas work closely together to generate actionable insights that favor creativity in order to generate an emotional connection with audiences, which translate to unique, powerful results.”

 

Portada: Competition is tough. What would you say are today’s most important values and skills in order to succeed as marketing and technology change?

As part of Circus’ campaign to promote Netflix’s House of Cards, a mural showing the female lead was placed 600 meters away from the original Eva Perón mural in Buenos Aires.

A new economy

B.L.: “The companies that belong in the so-called ‘New Economy’ are the ones that are completely rethinking whole industries, and they have three things in common: 1) they base their business on the intelligent use of data and technology, 2) they use a collaborative work scheme, and 3) they have teams composed of diverse profiles, but always sharing the same mindset and allowing for disruptivity. Circus is a new economy agency because it has these three components, which are very attractive to brands and talent. The companies we work with, Netflix, Uber, Spotify, and WeWork, among others, show a communion of our culture and theirs.”

Portada: How does Circus make sure to reach its clients’ goals?

B. L.: “We combine our own in-house generated data with reports from various consulting agencies and information sources. Also, working with new economy organizations like Netflix, Uber, Spotify, and WeWork among others allows us to constantly update and Exchange disruptive ideas. Our goal in terms of client relationships is to build partnerships that include information mobility. They provide knowledge of the industry and we provide knowledge of this hybrid marketing/communication world, and about how the new economy Works. When we achieve this collaboration, that’s when we have executions that impact positively on campaigns’ ROI.”

Innovation obstacles

Brands need to be willing to take risks.

Portada: What are the main obstacles to innovation?

For mole Doña María, Circus designed an edgy spot featuring a mole hamburger and a millennial girl with a tattoo of her mom’s face.

B.L.: “There are many challenges, but let’s highlight two. One from the agencies side. And consequently one from the advertisers’ side, which can be found to a lesser or greater extent depending on the market. But at the end of the day they’re there. For agencies, the main challenge is investing in data. With all the transformations in the digital world, as well as in media consumption habits, investing in in-house data generation is a must to survive. Communication strategies need to be based on data analysis to generate impact effectively. On the other hand, brands need to be willing to take risks.”

What’s next

Portada: In a nutshell, where do you see marketing and technology going in the next years?

B.L.: “The world is changing really fast. As a result, there is a revolution in the way we think about marketing. And this is caused by the smart interpretation of data together with artificial intelligence and robotics. This combination will allow us to be more precise and creative. As a result it will take us to places we can’t even imagine right now.”

Check out the stars of Portada’s Council of the Americas, who will meet at Portada Miami on April 18-19. Save your spot here!

 

What: Mobile Fraud: Marketers’ Massive Hidden Threat, a Forrester Consulting “thought leadership paper” commissioned by AppsFlyer, looked at how CMOs are tackling the ever-evolving challenge of ad fraud, and the cost that ineffective prevention has for businesses.
Why It Matters: The study found that while investment in mobile ads is increasing, only one in five advertisers said they’re able to systematically combat fraud with the right tools and expertise. Why aren’t marketers taking this growing risk head-on?

For the study Mobile Fraud: Marketers’ Massive Hidden Threat, Forrester and AppsFlyer conducted an online survey with 250 marketers whose companies spend at least $1 million dollars a month on digital advertising and found that mobile is attracting more and more ad spend: 70% of the enterprise marketers surveyed for this report are increasing their budgets for mobile advertising over the next 12 months.

But with ad fraud eating up a bigger chunk of many organizations’ budgets, a more focused and deliberate approach to prevention is needed. Why aren’t organizations doing more to better equip themselves to fight this growing threat?

Despite Risk of Fraud, Marketers Increasing Investment in Mobile Ads

The data from Forrester reveals that resistance to ad fraud is sub-par across the board, as 69% of marketers cite that at least 20% of their budgets are exposed to fraud on mobile web ads. But this doesn’t correspond with lower investment in mobile ads.

According to the report, over the next 12 months, 70% of firms that spent over $1 million per month in digital advertising in 2017 said mobile ad spend budgets will increase in the coming year, and 39% of companies that spent over $5 million per month on digital advertising plan on increasing their budgets by more than 30%.

In the meantime, too many organizations are left completely vulnerable: the study found that only 19% of enterprise marketers claim to have systematic fraud prevention in place. The reasons for this are quite simple: a lack of access to transparent data and a lack of knowledge about programmatic buying.

Almost half (45%) said they lack the understanding of mobile ad frauds that exist and then lack the types of solutions that exist to combat those mobile fraud types, and 51% of marketers cite a lack of data transparency. Marketers also seem to believe that many distort data in this complex ecosystem for their own benefit, with 46% of marketers reporting that “players in the media buying ecosystem benefit from artificially inflated KPIs.”

As a result, a huge slice of the market is left accepting fraud’s impact as a given, unable to keep up with the way approaches to fraud evolve and become more difficult to shut down. But the study suggests that marketers know they must change their ways if they are to stay afloat: 92% of advertisers and agencies cited fraud prevention as a critical or high priority over the next 12 months.

CMOs Don’t Think They Can Keep Up with Ad Fraud

The research from Forrester seems to suggest that many CMOs simply don’t believe there is a way to keep up. Ari Rosenstein, Senior Marketing Director at AppsFlyer asserted that often, organizations “accept fraud as ‘the cost of doing business’ because they don’t believe they can effectively protect themselves against all types of ad fraud.” The data supported this assumption, as 40% of those surveyed agree that “those who try to combat fraud are faced with a fast-evolving problem which makes it hard to identify and often even just understand.”

And since these CMOs are often ill-equipped in the data analytics department, they have a hard time even estimating how much of their budgets they are really losing to fraud, often estimating around 1-2% when the average, Rosenstein suggested, is more like 10%.

Mobile Enables Novel Approaches to Ad Fraud Prevention

The benefits of investing in a solid ad fraud prevention plan are varied: the study asserted that benefits include improved ROI, better campaign insights, easier optimization, and increased user engagement.

And luckily, Rosenstein argued, mobile is offering CMOs some of the most user-friendly, flexible fraud prevention tools ever: “As mobile fraud has continued to evolve — with the emergence of install hijacking, click flooding, device farms, DeviceID Reset Fraud, etc. — so have the technologies and processes to identify fraud.” But CMOs must make fraud a significant priority through investing in data transparency and education for their teams.

Marketers ‘Must Become More Educated’ and ‘Demand Increased Transparency’

 A common practice is for marketers to turn to legacy technology tools and platforms for help instead of seeking experts: 48% of those surveyed reported using enterprise marketing software vendors for help with measuring and combatting fraud, and 38% reported relying on ad verification vendors. The suggestion is that CMOs should recognize that fraud prevention merits its own investment, and that specific expertise in fraud is necessary for fighting such a serious threat.

For 53% of marketers, a basic strategy is to assign fraud-related KPI’s to their agency or ad networks. But the study reminds us of the importance of following up and ensuring that those KPIs are met. While 60% of advertisers and agencies cite better campaign insights from improving mobile ad fraud prevention, the study provides evidence that “prevention” must mean educating internal teams about the latest strategies in fraud prevention and asking for more information and collaboration from vendors. It is also essential that organizations add “independent, mobile-first tools” to their arsenals, the report suggests.

Those who are serious about lessening the impact that fraud is having on their business should be deliberate in pursuing a fraud prevention plan that works for their organizations. For AppFlyers’ Rosenstein, education and transparency must take on central roles in all marketing departments. “Marketers must become more educated on the topic and demand increased transparency and data visibility from their vendors and partners,” he said. “Through these mobile insights, marketers can become more informed and make better decisions for their businesses.”

What: Social media — particularly Facebook, Twitter, and Instagram — has emerged as a key component in supporting sponsorship activations among a great majority of marketers, according to a new study by the ANA (Association of National Advertisers).
Why it matters: The study revealed that 85 percent of the marketers surveyed use social media to support sponsorships before, during, and after the sponsorship.Additionally, almost half (44 percent) employ a range of “advanced technologies” such as 360-degree photography, beacons, virtual reality, and RFID (radio-frequency identification) as support for their sponsorship activations.

The study, “Use of Social Media and Advanced Technologies for Sponsorship,” indicated that the primary reasons marketers use either social media or advanced technologies to support a brand’s sponsorship activations were the same:

  • Generate awareness
  • Connect with customers during the event
  • Improve brand perception

“Sponsorships are becoming an increasingly important part of the marketing mix, and with good reason,” said ANA CEO Bob Liodice. “Giving those activities a boost via the aggressive use of social media and other new technologies makes sense because of the ROI it provides.”

Sponsorships are becoming an increasingly important part of the marketing mix, and with good reason.

Sponsorship spending in North America is projected to be $23 billion in 2017, according to ESP/IEG, a consultancy that tracks sponsorship spending and trends. Sports events dominate the list of all sponsorship spending, accounting for about 70 percent, followed by entertainment at 10 percent.

Preferred social media platforms used to activate sponsorship included:

  • Facebook (92 percent)
  • Twitter (87 percent)
  • Instagram (70 percent)
  • YouTube (47 percent)
  • LinkedIn (41 percent)
  • Facebook Live (27 percent)
  • Snapchat (27 percent)
  • Pinterest (13 percent)

The study noted that internal resources are most often used for the management of social media and/or advanced technologies to support a brand’s sponsorship activations; external agency resources are also used (e.g., digital/social agency and sponsorship agency), but to a lesser extent.

In addition, the amount of social media exposure generated was the top choice, by a wide margin, for measuring the effectiveness of a brand’s social media sponsorship activity. For advanced technologies, on-site activity tracked at the sponsorship event and the amount of social media exposure generated were the two top choices for measuring effectiveness.

METHODOLOGY

The survey was conducted in June 2017. In total, 119 ANA corporate members participated. Of those, 55 percent were characterized as “senior marketers” (director level and above) while 45 percent were “junior marketers” (manager level and below). Forty-nine percent of respondents had 15 years or more experience in marketing/advertising. Seventy-seven percent work at organizations with an annual U.S. media budget of less than $100 million; the other 23 percent work at organizations with an annual U.S. media budget of $100 million or more. Those organizations are primarily B-to-C (38 percent) with some B-to-B (20 percent), and B-to-C/B-to-B for the remainder.

For purposes of the survey, the term sponsorship was defined as “a cash and/or in-kind fee paid to a property (typically sports, entertainment, non-profit event, or organization) in return for access to the exploitable commercial potential associated with that property.” A property was defined as “a unique, commercially exploitable entity, typically in sports, arts, events, entertainment, or causes.”

What: Entravision is buying digital advertising company Headway.  The transaction has been financed by cash on hand and is expected to close in the early second quarter, Esteban Lopez Blanco, Entravision’s Chief Strategy Officer, tells Portada. Entravision’s Pulpo Media and Headway will continue to serve clients on a stand-alone basis. Entravision’s stock was up 12% in early trading this morning in the New York Stock exchange.
Why it matters: With this acquisition Entravision, who bought Pulpo Media in 2014, substantially rounds up its suite of ad-tech services both in the U.S as well as Latin America. The company has stated that it intends to increase the share of digital revenues to 20% of total revenues.  The transaction also reflects consolidation in the Latin digital marketing space.

Image result for Entravision Communications CorporationEntravision Communications Corporation is acquiring Buenos Aires, Argentina headquartered marketing-tech firm Headway. Headway has 18 offices around the world that work and provide services including DMP (with its DataXpand unit), mobile branding and performance for app downloads (MoBrain), to programmatic trading, Mediamath representation in Spanish-speaking Latin America, and video and native advertising (Headway recently launched an exchange for Spanish-language native advertising). Bringing in Headway into the Entravision umbrella should help Entravision/Pulpo Media expand the programmatic marketing capabilities through Headway’s strong relationship with MediaMath, which combines advanced marketing software with global reach and scale.  The transaction, which will be funded from the Entravision’s cash on hand, is expected to close early in the second quarter. Additional terms were not disclosed.

Esteban Lopez Blanco
Esteban Lopez Blanco, Chief Strategy Officer at Entravision.

“This purchase will provide synergies with our more than 300 local and national sales team members in the U.S., and the Latin America region. It brings huge opportunities as digital ad spend, e-commerce, internet and smart phone penetration will continue to grow at accelerated rates for many years as compared to the U.S. market,” says Esteban Lopez Blanco, Chief Strategy Officer at Entravision.

The key strategic driver in for this transaction is in the product frontend and data backend integration opportunities which we believe will enhance both Pulpo’s and Headway’s offerings.

Both Pulpo and Headway will continue to serve their clients on a stand-alone basis. Blanco notes that “Headway and Pulpo are strong brands in their own right and provide their clients with a broad portfolio of solutions to proactively engage consumers. The two companies will continue to serve their clients on a standalone basis and each will benefit from the integration of their combined products data and inventories to the benefit of their respective advertisers, agencies and publishers. According to Entravision’s Chief Strategy Officer, Esteban Lopez Blanco,  Headway provides “professionally managed services that enable agencies to advance their programmatic capabilities. Headway and Pulpo are highly complementary and each will benefit from the integration of their combined data and inventories.”

Stronger Footing in Latin America

Image result for headway mediaLopez Blanco tells Portada that, “with Pulpo and Headway we are able to provide marketers a more comprehensive footprint, reaching the entire US and Latin America marketplace. Pulpo Publishers network is ranked in the top 5 in reach as rated by comScore in Argentina, Mexico, Columbia, Chile and Peru and the addition of Headway will allow us to expand our combined reach and better serve clients of both companies.

Founded in 2010, Headway is headquartered in Buenos Aires, Argentina and has 152 employees in 18 offices principally located in North and South America.  Following the closing of the transaction, Martin Kogan will continue to lead the company as Chief Executive Officer, with Agustin Echavarría Coll continuing to serve as Chief Revenue Officer.

What: More than 80 percent of advertisers currently use data to help them manage agency relationships, especially in the area of managing media budgets according to the new survey “Using Data to Manage Agency Relationships: What’s Important to Marketers,” from the ANA (Association of National Advertisers).
Why it matters: Data is most important and most heavily used in managing media and billing/budgets, and least important and least used in the areas of creative and production.

More than 80 percent of advertisers currently use data to help them manage agency relationships and they expect the use of such data will grow because of the overwhelmingly positive results they have achieved, especially in the area of managing media budgets, according the new survey “Using Data to Manage Agency Relationships: What’s Important to Marketers,” from the ANA (Association of National Advertisers).

The survey explored the use of data in broad categories of the client/agency relationship, including agency performance evaluations, tracking of agency hours, copy/creative testing, production costs, and media efficiencies/budgets. “Data helps build better relationships between the client and agency, helping both parties focus on outcomes,” said ANA Group EVP Bill Duggan. “And at a time where there are transparency issues in the industry, the use of data enhances trust.”

KEY FINDINGS

  • Data is frequently used for managing agency relationships, with 80 percent of respondents indicating that they “often or always” use data to manage agency relationships.
  • Use of data to manage agency relationships is increasing, with 84 percent of respondents seeing it growing in their organization and none seeing usage declining.
  • Use of data for managing agency relationships delivers strong outcomes:
    • 82 percent of respondents saw it contributing to better overall client/agency relationships.
    • 90 percent saw it improving agency efficiencies.
    • 78 percent saw it improving internal efficiencies at the client’s organization.
  • Data is most important and most heavily used in managing media and billing/budgets, and least important and least used in the areas of creative and production.
  • Among the 37 performance metrics evaluated in this survey, media-related metrics account for seven of the 10 highest-rated metrics for importance.
    • The specific media-related metrics that rated highest were efficiency of media buys, delivery of total campaign audience goals, and media quality assessment.

“Data enhances the conversations between clients and agencies, providing a solid foundation for mutual collaboration,” said Richard Benyon, CEO of Decideware. “As the legendary statistician W. Edwards Deming once said, ‘Without data you’re just another person with an opinion.’”

IMPLICATIONS

  • Data Should Be Seen as a “Force for Good” in Client/Agency Relationships: The widespread and increasing use of data to help manage agency relationships is leading to more informed decision-making and improved efficiencies at both clients and agencies. Furthermore, the increased use of data is improving transparency and accountability.
  • Data Use in Media Is Critical: Data in media is the most important and most utilized of any category. With media transparency currently a major issue in the industry, the ANA encourages advertis­ers to assume greater internal stewardship of their media investments and to set up metrics to track performance.
  • Data in Creative Warrants More Attention: Clients should pay more attention to the processes for briefing and copy approvals, and use data to track progress, as the implications of not doing so include increased rework and potentially increased agency fees. Specific suggestions include tracking the number of rounds of revision that work undergoes prior to final approval, the average length of time that each approval step takes, and even “soft” metrics like the quality of the brief.
  • Clients Should Leverage Data to Improve Their Internal Efficiencies: Seventy-eight percent of respondents work at companies whose use of data for managing agency relationships helps improve internal efficiencies at the client. Meanwhile, 90 percent work at companies whose use of data for managing agency relationships helps improve agency efficiencies. Certainly, both numbers are high, yet the double-digit gap between the two warrants consideration and suggests that there may be a potential opportunity for clients to further improve their internal efficiencies and processes.
Data in media is the most important and most utilized of any category.

METHODOLOGY

In total, 92 client-side marketers were represented in the survey. Of those, 61 percent were “senior marketers” (director level and above) and 39 percent were “junior marketers” (manager level and below). On average, respondents have 18.3 years of experience in marketing/advertising. Fifty-three percent of respondents work at organizations which have an annual U.S. media budget of $100 million or more, while 47 percent work at organizations which have an annual U.S. media budget of less than $100 million. Those organizations are primarily B-to-C for 42 percent of respondents, primarily B-to-B for 13 percent, and equally B-to-C/B-to-B for the remainder.

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What:MediaMath has announced the launch of Helix™, a new business unit offering proprietary data to customers.
Why it matters: Built on top of MediaMath’s Adroit Shopper Co-op, Helix will commercialize the large scale data sets MediaMath’s partners and its clients provide, build predictive audiences and actionable insights, and evolve how programmatic buyers utilize data to drive real results.

helix-logoMM_Facebookv3_400x400MediaMath has announced the launch of Helix™, a new business unit offering proprietary data to customers. Helix will commercialize the large scale data sets MediaMath’s partners and its clients provide, build predictive audiences and actionable insights, and evolve how programmatic buyers utilize data to drive real results. With Helix, MediaMath adds to its stable of industry leading offerings to continue to deliver market-leading solutions to its clients.

Sources from Mediamath told Portada that Helix is currently active in the USA and Canada only. However, plans are in the works to roll out Helix in other markets in the future (2016-2017 timeframe). In addition, Helix is available to advertisers in the USA, including to those targeting US Hispanic audiences.

Back in 2013, MediaMath bought content delivery network Akamai’s ad business and added it to its Adroit business unit. Now, Adroit Digital’s Shopper Cooperative is being spun off into Helix, and the Adroit name and operations will be merged into MediaMath, according to Marketing Land. Jacob Ross, who headed Adroit Digital, has become president of the new Helix. Helix has access to an important  load of shared first-party data from about 300 company members hat had been the Adroit Shopper Co-op. About a third of the top 100 largest retailers in the US are members.

Those members will share their customer info with others in the Co-op. There are almost 500 million active user profiles and monthly data on about US$10 billion worth of e-commerce transactions, Marketing Land has reported . First-party data is said to be considered the highest quality, because it’s a company’s own customers.

According to Ross, advertisers could previously only use this Co-op data if they employed Adroit’s services as a media buyer. Now, anyone who uses MediaMath’s demand-side platform for ad buying — and is a member of the Co-op — can employ the data.

Joe Zawadzki, CEO of MediaMath, suggests that in the three years since the acquisition, MediaMath has been “replatforming it in a couple of different dimensions” and integrating it with MediaMath’s ad-buying tools and data — now it’s unveiling the results of that work.

What Makes Helix Different

There are a few areas that make Helix truly different. Helix starts with real-time, transactional, anonymized data, from one-third of the top 100 largest retailers in the U.S. and hundreds of other member’s data. Helix augments this with the vast data footprint MediaMath is able to command in order to drive true scale. And finally, Helix is seamlessly integrated with MediaMath’s award-winning buying platform, the TerminalOne OS to evolve buying.

Helix is built on the foundation of the Adroit Shopper Co-op, a part of the MediaMath family since 2013 and the largest online shopper data asset in the industry. With the launch of Helix, this data will be further enriched with other assets from MediaMath and its partners to build comprehensive, anonymous customer profiles to drive better marketing results.

“Programmatic’s success is built on the back of data – it is the fuel and exhaust of our industry,” said Jacob Ross, President of Helix. “Even after shifting significant budget, and making investments in and around programmatic strategies, advertisers still struggle with the limited scale of their own customer data and unreliability of third-party data. Helix is MediaMath’s answer to this problem: pooling high quality data that truly helps drive business outcomes.”

“Despite the resounding success of programmatic as a key tenet of marketers’ paid media strategies, using data is still mostly a manual and difficult process – and sometimes it just doesn’t work,” said Joe Zawadzki, CEO of MediaMath. “We’re bringing Helix to the market to help solve that problem. We believe there’s a better way to take advantage of valuable signal that is truly predictive in driving outcomes, and seamlessly tied to media planning and media buying.”

Helix has been working with a limited selection of brands and agencies in a beta phase over the last six months to prepare for today’s launch. “We have a lot of data about our own customers,” said Rachel Silva, AVP of Marketing at Pep Boys, “but that data is limited in scale. Being a member of Helix enables us to tap into a much wider pool of shoppers, many of whom are perfect customers for our brand. These are users we wouldn’t be able to reach without leveraging a powerful aggregated source of shopper behavior data like Helix. We have seen dramatic improvement in campaign performance since joining Helix, and it has become an integral part of our audience targeting strategy.”

“iProspect believes in the power of fresh, quality data to drive effective marketing results and insights for our clients to enable them to accelerate real business outcomes,” said Benjamin Flecha, Director, Data & Insights: Activation & Attribution at iProspect. “We’ve already seen the results, and we’re thrilled to work with Helix as MediaMath doubles down on its commitment to evolve data-driven buying to the next level with a data offering built on a powerful foundation.”

Features and benefits of Helix include:

* Predictive Audiences. Helix leverages high quality transactional data from 300 merchants comprising one-third of the Internet Retailer Top 100 brands, combined with MediaMath’s vast data footprint and deep integrations with global data partners, to deliver predictive audiences to clients.

* Unique and Actionable Insights. Members will be able to access proprietary insights to get a more holistic view of their target audiences, more effectively understand performance and benchmark against the market as a whole.

* Integration with TerminalOne. Helix is deeply integrated with MediaMath’s TerminalOne Operating System, which provides end-to-end programmatic buying capabilities, and which create a seamless feedback loop to ensure maximized performance.

Marketers and agencies who are current MediaMath clients in the U.S. can opt in to access Helix today, other regions will be announced in stages going forward. Interested clients should contact their MediaMath representatives, it’s easy to join and realize immediate benefits.

 

oded_madrid2010Oded Lida Greiss (photo) is the founder and CEO of Digital Ventures Europe, a company founded in 2013 and based in Barcelona, Spain, whose mission is to help technology companies obtain scalable solutions to expand into global markets, including ventures like Datorama, Innovid and SparkFlow. We interviewed Oded in order to find out more about the services his company provides to technology companies in Latin America and the U.S.

Lorena Hure contributed to this article.

Portada: Can you please explain who backs Digital Ventures Europe?
Oded Lida Greiss, CEO: “Digital Ventures is privately owned and backed by private investors.”

Portada: What companies does Digital Ventures invest in and work with?
OLG : “Digital Ventures portfolio is composed of two kinds of companies: partners and young startups.Partner companies, in an advanced stage, are where Digital Ventures helps to expand their business to international markets.
In This group you will find the following companies:
Datorama – Digital Ventures is their partner for expanding their business into Spain, Portugal and Latin America.
Innovid – Digital Ventures is their partner for expanding their business into Spain and Portugal.
Spark Flow – Digital Ventures is their worldwide partner for expanding their business into International markets (Excluding Latin America)
The other group is made up of young startups, where we perform as Angel investors and tutors.In this group you will find the following companies:

mmuze, Hyper contextualize marketing – a young and promising company, which uses semantic algorithm to identify which products people are talking about across the web and where.
Tuisy, Planning and Social Shopping App – a Very interesting App, which could change the way we plan our leisure activity.
Mobeac, Beacon based micro localization marketing platform.
Digitaland – High end production agency, specialized in Rich Media and experts on technology

Portada: In what areas of the Latin Digital Marketing World (namely, Latin America, U.S. Hispanics and Spain) do you see the most growth potential (from an investment perspective)?
OLG: ‘Data, Video, Mobile (cross screen) and RTB are the current trends in digital Marketing, which will keep growing and fast. Localization based marketing is yet to come, but when it does, it will change dramatically all aspects of our lives.”

Data, Video, Mobile (cross screen) and RTB are the current trends in digital Marketing, which will keep growing and fast.

Portada: In what areas of the Latin online video sector do you see the most growth potential in?
OLG: “I think online video has still long way to go in Latin America, as main players just started exploring this market. Interactive video will surely grow and DCO (Dynamic Creative Optimization) in Video.”

Portada: Please explain a bit about the background of Datorama and what problems it tries to solve for agencies and brand marketers?
OLG: “Datorama was created by two main product owners in MediaMind (currently Sizmek), Ran Sarig and Efi Cohen, who joined forces with Katrin Ribant who used to lead the Arthemis project within the Havas group.The main idea was to create a disruptive technology, which could change the way marketing professionals access and manage their data.

Smartphone with cloud of application iconsIn today´s landscape agencies and brand marketers are forced to use multiple platforms and environments such as Facebook, Twitter, YouTube, Adwords, DFA, Sizmek, Mediamath etc.Each platform generates huge amounts of data, but each one of them uses different reporting system, different data models, etc.As a result, modern marketers find themselves “drowned” in huge amounts of siloed data, in which they cannot make effective usage. The Datorama platform helps them integrate data from all these different sources and many others, into one coherent model enabling them to own their data, process and improve it, visualize it and effectively use it on a day to day basis.Being 100% focused on marketers, Datorama saves the typical headaches, usually related to the implementation process of general BI tools.”

The main idea behind Datorama was to create a disruptive technology, which could change the way marketing professionals access and manage their data.

Portada: When you invest in a company, what do you like to see regarding the sector, features of entrepreneurs etc.?
OLG: “First of all, we look at the team! A company is never more, than the people who form it. Then we look for innovation and an idea which could fit into our portfolio, complementing the other technologies we deal with.Even if Digital Ventures Europe is less than two years old, technology companies in Latin America willing to expand their operations internationally, will be able to benefit from the broad experience of team behind this company, who (according to their web site) consider themselves as pioneers in the Digital Marketing arena.”