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Video engagement is a major factor for successful advertising. A Vevo-Magna-IPG study finds co-viewing culturally relevant content on over-the-top (OTT) devices is key to ad receptivity.

Music video platform Vevo has partnered with MAGNA and IPG Media Lab, to reveal significant findings around the nuances of multicultural audiences’ video viewing behavior.

“The Anatomy of a Video Experience: A Multicultural Study” explores how audiences consume content across multiple devices and their motivations around viewing habits. Understanding these subtleties is key for brands looking for great video engagement and reach receptive audiences and better inform their planning efforts.

Viewer BehaviorThe study found that all of the U.S. audiences observed (Black/African American, Asian, Hispanic/Latino and White), shared a love of co-viewing (watching video with someone other than yourself) on Over-The-Top (OTT) devices compared to desktop, mobile, laptop and linear TV.

Longer viewing periods result from content that people find culturally relevant, specifically sports and music. On average, 37% of highly culturally relevant content viewing sessions last for one hour or more. When it comes to ad receptivity in particular, viewing music content on OTT devices is key, with over 60% of each group responding that they would be receptive to ads.

On average, 37% of highly culturally relevant content viewing sessions last for one hour or more.

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“Partnering with MAGNA and IPG Media Lab once again for this study is really valuable for our business” says Bryon Schafer, SVP of Research, Vevo, “With recent findings showing that 79% of Vevo’s CTV content is being co-viewed, it’s important for us to understand the nuances of audience behaviors in order to pass on these insights with our clients and partners. No screen is seeing a greater surge in Vevo viewership than the television, which has seen an increase of over 20% since March of this year with 61M viewers exclusively engaging on connected TV screens. Modeling user behavior against our content and go-to-market strategies keep us in tune with our global audiences. We’ve really enjoyed finding out exactly what makes viewers tune in – and stay tuned in to the content they watch.”

Video Engagement: Audience demographics

While co-viewing on OTT devices spans across all surveyed viewer behavior groups, each demographic has vast differences around why, when and how they watch content on various devices. Some of these findings include:

  • Asian audiences:
    • Older audiences are more likely to seek out informative videos for task-based viewing sessions across all devices.
    • Younger Asian audiences are more likely to watch binge-friendly genres, like music, resulting in longer viewing periods of over an hour across all devices.
  • Black/African American audiences:
    • As a whole, Black/African American audiences watch binge-worthy content for longer periods of time. However, unlike younger Asian audiences, younger Black/African American viewers tend to watch content in shorter spurts of less than 30 minutes, likely driven by higher levels of mobile usage.
    • Black/African American viewers are the most likely audience to seek out music and sports content.
    • OTT is the leading device to resonate with Black/African American viewers at their most engaged with 63% of audiences being receptive to ads on this device.
  • Hispanic/Latino audiences:
    • English-dominant and bilingual Hispanic/Latino viewers tend to have longer watch time. While Spanish-dominant audiences watch for mid-length sessions of 30-59 minutes.
    • 33% of total Hispanic/Latino viewing sessions last longer than one hour.
    • 60% of Hispanic/Latino viewers watching music on OTT are receptive to ads.

Viewer Behavior“Culture is a pervasive and essential part of every consumption and is being driven by people of color,” says Oscar Allain, VP of Cross-Cultural Strategy & Research at UM. “These consumers are critical to the growth of businesses across all sectors. Not only are they influential in driving their own cultures, but they are also shaping mainstream culture.”

These consumers are critical to the growth of businesses across all sectors.

“Our Cultural Dimensions study reinforced the idea that social media platforms have helped propagate and influence the conversation on culture.  So the merging of our datasets with IPG Media Lab’s and MAGNA’s helps to bring new multicultural insights into how we think about creating smarter strategies for data analysis, planning, creative and more,” says Deidre Smalls-Landau, U.S. Chief Marketing Officer and Global Head of Culture for UM.

Global Media platform Teads recently launched  an  online content series centered around the many ways online creativity in the ad industry is evolving and has been accelerated by COVID-19.  Portada interviewed Jonathan Lewis, Global Head of Studio at Teads, to learn about the latest innovations in digital transformation and its implications for cross-divisional team work (e.g. creative and media) and organizational processes.

Jonathan Lewis on Digital Transformation
Jonathan Lewis, Global Head of Studio, Teads

Lewis, Global Head of Studio, Teads, is an expert who has been tasked with pressure-testing legacy creative processes and accelerate digital transformation within advertising. He notes that Latin America is the best playground for early adoption of initiatives including cross divisional team work and content testing. He claims that “there is without question a greater appetite for innovation and to a degree risk in Latin America.”

Digital Transformation and Cross Division Collaboration

Asked where he sees digital transformation within advertising going in regards to cross-division collaboration in the creative process, Lewis notes that “you certainly hear more about the convergence of creative and media teams, both within client and agency shops and In the main I think this is driven by client needs. At Teads our teams work collaboratively across the spectrum of the platform and the approach we have promoted with regard to our relationships with clients during the creative process is a reflection of this. For the last 2 years we have worked a cross-division, collaborative initiative that combines client
stakeholders, their creative and media agencies with our own creative Studio, data and media insights teams to deliver a specific campaign orchestration together in one (now remote) session. This working session, called L’Atelier is a powerful validation of the value of cross division learning and understanding.
This has been especially so during the current pandemic, where Covid-19 has acted as a reset button in the lives of many and faced, as we are, with an unfamiliar world our habits and needs and desires at any given moment are pretty fluid. So, the cross-collaboration across media, insights and creative functions is essential to ensuring we deliver sensitive creative experiences and give people what they need during this time. Ensuring tonality is on point and cut through to such collaborative approaches can achieve, learning and understanding from each division.”

Faced with an unfamiliar world our habits and needs and desires at any given moment are pretty fluid.

Appropriate Tonality: The Examples of KFC and LVMH

Lewis also stresses the need for the use of appropriate tonality in these challenging times. Digital Transformation also means establishing processes and cross-divisional teams for efficient tonality feedback loops. “Simply put, when we talk of tonality we are referring to what you say, how you say, when and where you say it (the context in which the ad appears is also an important consideration with regard to appropriate tonality) and maybe whether you should be saying it at all. Things can quickly become ‘tone deaf’ to the environment in which we find ourselves. In early stages of lockdown that would include content that had people celebrating, partying, holidaying or simply referring to things that we couldn’t do any longer.” As examples Lewis cites  KFC were unfortunately caught here with the outdoor campaign promoting (finger licking) good chicken.
Appropriate tonality would include messages that are showing support and action to help in the
crises. A good example here would be LVMH who very quickly pivoted to produce hand
sanitizer. “Of course there is a thin line between genuine help and being perceived as trying to
capitalize on a bad situation. So, referring back to the first question, the close collaboration
across teams provides a more stable and reliable way to test the temperature, assess tone and
adjust in a smart and agile way.”

The close collaboration across teams provides a more stable and reliable way to test the temperature, assess tone and adjust in a smart and agile way.

Digital Transformation: Best-In-Class Content Testing…

There are a number of ways a brand can test their content, Lewis argues. “One lifted from the world of TV, of which they should be familiar, is content pre-testing. Assuming your TVC will play out in the same way on a digital device is not advisable. So being able to pre-test that content for a mobile platform and using real time emotional tracking (via a panel and accessing the users web camera) to gage, frame by frame, how users, exposed to such a creative are reacting on an emotional level, is an excellent barometer for understanding how it is likely to perform. At what point during the creative are users happy? When are they surprised? When are they disgusted and how can we use that data to inform how we deliver this TVC as a digital piece fit
for mobile.

Tonality Pre-Testing

Lewis  also advocates for a ‘tonality pre- test: “During COVID via a survey to 300 respondents we are measuring aided brand awareness, reaction to creative (relevance, sensitivity to context) and impact on perception of the brand, ” he notes.

We are also advocating a ‘tonality pre- test during COVID via a survey to 300 respondents where we are measuring aided brand awareness.

Digital Transformation: Evidence based Approach Feeds Back into the Creative Process

Evidence generated from pre-test emotional studies can be a key driver for refashioning digital creatives by using  the positive peaks in emotion to accentuate the creative, Alternatively an evidence based creative process in order to drive actions could involve the use of campaign performance data, live in near-real-time, to identify what’s working, to design tests (AB), to validate a hypothesis and to iterate. Lewis asserts that “for this, you need something akin to a remote war room with your clients to initiate a more or less constant feedback loop. This of course can be a lot of work and time consuming, you will need agile and fast working teams with the ability to understand and redesign creative output, but the payoff is that it could provide the key to a deeper understanding of what resonates with people exposed to your creative on a mobile
device.

  You need something akin to a remote war room with your clients to initiate a more or less constant feedback loop.

Check out:

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Teads, The Global Media Platform, is launching an online content series centered around the many ways online creativity in the ad industry is evolving. Through workshops, insights, fireside chats and case studies, Teads and participants will discuss new creative trends and showcase best practices. Through these activities, happening across the globe, Teads also aims to shed light on the challenges and opportunities faced by the ad industry in the current world context.

Current world crises have brought to light certain dynamics that will be key themes in the content series:

  • The need for further agility and cross-division collaboration in the creative process
  • Landing the appropriate tonality in disruptive times & testing content effectively
  • Access to real-time data and insights to constantly inform and iterate on creative executions
  • The effectiveness of evidence-based approaches to creative development

To illustrate some of the ways in which these new dynamics are being addressed, Teads will also conduct virtual Ateliers with brands and industry reporters. These collaborative, co-creation sessions break down media, marketing and creative silos to make impactful ads for mobile environments.

The COVID pandemic has pressure-tested legacy creative processes and accelerated digital transformation within advertising. We believe some of the forced adaptation will outlast the crisis and hope to explore these themes with our partners during the Month of creativity.- Jonathan Lewis, Global Head of Teads Studio

As part of the Month of Creativity, Teads is also launching its first ever Teads Consumer Health Mobile Creative Awards. The awards recognize the efforts CHC brands are making to optimize their brand messages through mobile publisher environments.  The judges will be looking for creative excellence and effective use of digital functionalities in communicating an CHC brand’s essence, positioning and key sales messages to the target audience(s).

The U.S. government has given tax payers until July 15 to file and pay 2019 income taxes. Major Tax Marketing efforts therefore have been extended for 90 days. We asked John Sandoval, Senior Brand and Latino Marketing Manager at  TurboTax owner Intuit, (and a Portada Council System member) about how he has adapted TurboTax marketing to the new social distancing environment.

Sandoval tells Portada that TurboTax’s biggest priority is maintaining taxpayers informed on how the current landscape can impact their filing situation. “Government economic incentives like the recently passed stimulus also has had an impact on millions of Americans, who may not have all the information available to fully understand how they could benefit or what it means to them.”

John Sandoval, Senior Brand and Latino Marketing Manager at  Intuit
John Sandoval, Senior Brand and Latino Marketing Manager,  Intuit

TurboTax was recently featured in Google-Youtube ads leaderboard as one of the 12 most-watched ads that encouraged consumers to stay at home. These brands adapted their message to help flatten the curve and fight the spread of COVID-19 across the U.S. The 12 ads on the platform’s list have generated more than 32 million views.  The English-language ads were created by Wieden & Kennedy and media was planned and bought by both Camelot and Wieden and Kennedy.

Latest Tax-Marketing Initiative: Stay Home PSA Ads

Sandoval feels proud of this communication initiative and particularly about the fact that it was aired and communicated in Spanish supporting Turbo Tax multicultural marketing initiatives (see ad below).

Sandoval adds that wile he has “seen some great companies run ads addressing the current situation on English-language TV, many of them have not complemented their efforts in Spanish-language TV.” “Our efforts speak to our commitment to the Latino consumer segment. In addition, we have a robust content strategy that provides in-language relevant information to all Spanish speaking customers, so they are up to date with all recent tax changes.” “Knowing that our consumers are doing so many things for the first time at home due to the current environment, we wanted to empower the community that “doing taxes” could be one of them.”

New Approach to Day-To-Day Tax Marketing

Sandoval tells Portada that his approach to day-to-day marketing has changed over the last few months. “What we have learned during the current health crisis is that consumers expect brands to tap into their humanitarian side and give back to consumers in this unprecedented time. It has been very uplifting to see companies like Zoom donating video communication services to schools so that children can continue learning; or Gap pivoting its resources so that their factories can focus on producing surgical masks as opposed to clothes; or Anheuser-Busch making hand sanitizer alongside their beer.”

What we have learned during the current health crisis is that consumers expect brands to tap into their humanitarian side.

Messaging in Times of Social Distancing…

“Our messaging has always been connected to offering the ability to file at your convenience, while leveraging the expertise of our credentialed bilingual CPA’s and Enrolled Agents to file with confidence. During social distancing, this message has become more relevant than ever before. Many consumers will have to file their own taxes this year for the first time ever, and others will still need the support and guidance of tax experts, ” Sandoval asserts.

It has been very uplifting to see companies like Zoom donating video communication services to schools; or Gap pivoting its resources so that their factories can focus on producing surgical masks as opposed to clothes; or Anheuser-Busch making hand sanitizer alongside their beer.

with Changing Patterns in Media Consumption.

“Media consumption is also shifting given the change in consumers’ daily routines, cancellation of live events, and greater need than ever before to stay connected to one another”, Sandoval claims.At Intuit, we are constantly evaluating the different channels we use to communicate with consumers. Having real-time data allows us to be nimble and adjust our strategy and message to ensure we are being a valuable partner and a resource to all Americans, while being sensitive to the current situation we are all living. For example, with many Americans turning to linear TV news more frequently and for longer duration to stay abreast of the constant changing environment we’ve made sure our properties flex to meet our customers where they are.

With many Americans turning to linear TV news more frequently and for longer duration to stay abreast of the constant changing environment we’ve made sure our properties flex to meet our customers where they are.

Feature Image: Photo by Serpstat from Pexels

COVID-19 is already having a huge impact on marketing, advertising and media.  How are advertisers reacting to COVID-19? How will different media types ad revenues be impacted by the coronavirus health crisis? Portada got insights from brand and media agencies of the Portada Council System in order to gain some clarity. The answers to 7 crucial questions.

1. How are advertisers reacting to COVID-19?

“In this period, we know that consumers focus on basic needs and expect brands to supply and deliver them reliably. Consumers don’t want brands to stop advertising, but it must not be exploitative or insensitive,” Joseph Kiwanuka, Senior Manager, Cross-Cultural Connections, at UM tells Portada.  A CPG brand marketer in the Portada network says that since the start of the coronavirus crisis, “marketing practices have remained consistent, one insight consistently being practiced is empathy. Messaging reinforces reassurance and value,” he adds.

2. How are brand marketers adjusting marketing expenditures?

Some corporations are freezing or postponing their plans  (e.g. Turbotax as the tax deadline has been postponed to July 15). UM’s Kiwanuka notes that,some of our clients are being tasked with pausing media campaigns and/or turning back media dollars to their corporations to help alleviate the impact to sales. Many matters regarding media budgets are still up in the air and it is still unclear as to the direction that media budgeting for the rest of the year will go. We are taking things a day at a time.”

Many matters regarding media budgets are still up in the air and it is still unclear as to the direction that media budgeting for the rest of the year will go.

3. How are different ad-categories being impacted?

The impact on business and marketing activity will vary across industries, depending on how much demand How are Advertisers Reacting to COVID-19?and investment will be delayed as opposed to destroyed during this crisis. MAGNA, a centralized IPG Mediabrands resource that develops intelligence,  expects the impact to be severe for the travel, restaurant, and the theatrical movie industry, significant for retail (check out Macy’s announcement to furlough 130,000 employees), finance and automotive, moderate for packaged food, drinks, personal care, insurance and pharma, and potentially positive for e-commerce and home entertainment. While the overall impact of the coronavirus on advertising will undoubtedly be negative (more details below), some sectors are actually starting to profit from the increased demand of families for home entertainment.  “We are in a unique position during this crisis since we are the market leader in providing families online education at home. Day to day efforts include accelerating campaigns/creative to be in market sooner and even revising some original copy to align with current events,” a brand marketer in the online education sector tells Portada.

We’re in a unique position during this crisis since we’re the market leader in providing families online education at home. Day to day efforts include accelerating campaigns/creative to be in market sooner.

4. Advertiser COVID-19 Reaction

MAGNA released its revised March 2020 Ad Forecast last Friday and expects all-media full year ad sales to decrease by -2.8% this year as the spending cut from most industry verticals will be mitigated by the incremental political spend ($4.9 billion, up +26% vs 2016), and a V-shaped rebound in the second half (Magna). It remains to be seen if this forecast is realistic, as there is a significant downside risk (see question 7 below).

5. Which media types will be particularly hard hit?

How are Advertisers Reacting to COVID-19?Linear ad sales will suffer the most.  MAGNA released its revised March 2020 Ad Forecast last Friday and it expects media suppliers’ total linear (National and Local TV, Radio, Print and OOH) ad sales to decline by -12% (-20% in the first half, -2.5% in the second half). The decline forecasted by MAGNA would be larger were it not for the political advertising revenues (2020 elections) to be obtained by linear TV, radio and print outlets later this year. Media vendors’ linear ad sales will shrink by -12% (incl. political) this year compared to approx. -4% per year in recent years. The decrease in advertising sales will reach -13% for national TV, -12% for OOH, -25% for print and -14% for radio. The outlook will be slightly more positive for broadcasters and publishers when including digital ad sales. Local TV’s non-political ad sales will also decline massively but political spending (almost US $5 billion, +26% vs 2016) will stabilize full year revenues (+1%).
The sharp decline in ad dollars is not necessarily a reflection of lower linear media usage in the last few weeks. In fact, the opposite is true: for instance in the multicultural space, Spanish-language news viewing increased as much as 50 percent last week among Hispanic adults 18-34 compared to the week prior and 123 percent versus last year. Hispanics over the age of 50 are already heavy news consumers, but their viewing has increased as well (29 and 46 percent, respectively). In addition, for the week of 3/16 -3/22 linear TV usage had as much as 182 percent increase among Asian American teens, compared to the same day the prior week.

The other major loser is experiential marketing as mass gatherings are out of the picture in the next few months. One brand marketer interviewed by Portada who wanted to remain anonymous told us that  “investment is mantained in all channels except experiential.”

Investment is mantained in all channels except experiential.

6. Digital Advertising: More Resilient

How are Advertisers Reacting to COVID-19?At this stage, the total market decline anticipated (-3% or -$6.2bn vs 2019) remains less severe than the decline experienced in 2008-2009 (-20% or -$33bn vs 2007), mostly because of the weight and resilience of digital advertising today. Magna expects digital advertising to be more resilient at +4% (-2% in the first half, +10% in the second half). Digital media ad sales will grow by +4% this year and re-accelerate to +7% next year. Search will slow down to +4.5% growth while social and digital video (including Connected TV) will continue to grow by high-single digits. 

It has to be said that at least in the short term digital advertising, see above  -2% in the first half of 2020,  will be negatively impacted. Third party revenue generating platforms have begun altering their payment processes. Altice-owned Teads and ad tech company GumGum Inc have sought changes to their payment arrangements with publishers, with Teads invoking force majeure on contractual arrangements and GumGum proposing extended payment terms.

Search will slow down to +4.5% while social and digital video (including Connected TV) will continue to grow by high-single digits.

7. Is the advertising forecast realistic? “V” vs “U” shaped recovery

According to Magna, “at this stage, both the macro-economic outlook and the corresponding advertising forecast present a high degree of uncertainty and significant downside risk for 2020. The key question is how long the social distancing imposed demand shutdown will be. The U.S. economy has never been through a period like this in modern economic times. Right now, governments are substantially repressing economic demand through social distancing rules.

Right now, governments are substantially repressing economic demand through social distancing rules. The key question is how long the social distancing imposed demand shutdown will be.

While in Europe substantial efforts are being made to make sure  that companies don’t go bust and employees don’t lose their jobs, that is not true for the U.S. despite the recently signed U.S. 2 trillion fiscal plan. This will become even more of an issue should the shutdown be expanded beyond April 30. Should the social shutdown be expanded to the late spring and summer, the economic and advertising recovery will be U shaped rather than V shaped. Therefore, the 2020 decline in advertising will be larger than the one in the Magna forecast.

Once the virus  is under control the economy needs to be available to hit the ground running and that means that most employees need to remain employed to keep processes and know-how at their companies.
Another caveat poised by analysts is about the quality of the data regarding economic activity (and advertising demand). Most economic data is based on surveys. Are consumers and businesses going to be filling out surveys in this environment? Will data be reflecting accurate information or meaningless noise?

 

YouTube is the leading platform for esports videos on demand (VOD), according to 2019 data provided by Stream Hatchet. Meanwhile, Facebook is the number one go-to platform for users consuming mobile streaming. This monthly esports data column provides a quick update of the most important esports consumption behavior, particularly as is relates to streaming.

For prior esports updates, click here.

The most relevant findings of Stream Hatchet‘s 2019 Game Streaming Report

  • In terms of VOD, YouTube has shown to be the most relevant platform. “As the ‘streaming wars’ heat up, they have the opportunity to be the one-stop-shop for all video gaming content,” the study states.
  • Facebook seems to also have found a strong footing in the esports streaming market. The social media platform has taken over the mobile streaming audience while leaving the fight over the same viewers on PC to Twitch, YouTube and Mixer.
  • Still, Twitch continues to be the platform that gets the highest amount of hours watched. The Amazon owned streaming platform has a share of more than 70% of the total Western streaming market.
YouTube VOD
Photo via Stream Hatchet.

Top Games

      • For a long time now, Fortnite has been the most dominant game for streamers in the market. This game seems to have created a very loyal following audience similar to popular titles like CS:GO and League of Legends.
      • Not to far from there, League of Legends has managed to maintain a consistent viewership throughout the year in terms of casual, league and tournament viewership. This continues to show that this title has incredible longevity and tailwinds behind it.
        2019 was a very successful year for the game with record-setting World Championship in terms of viewership. And with interest in the game increasing with Riot Games’ announcement of the release of new games related to the League of Legends universe on the game’s tenth anniversary,” stated Yoshio Osaki, President / CEO at IDGConsulting.
      • Both games have found their strengths and manage to keep exploiting them. League of Legends consistently puts on high-quality tournaments and competitions that keep the game popular in the community while Fortnite has created a game that allows streamers to be content creators which adds a viral element to the game.

 

Teads, The Global Media Platform, unveils inRead Social, a new product enabling advertisers to extend social media campaigns to Teads’ platform, which has more than 500 reputable publishers in Latin America. inRead Social is designed to be a powerful complement to the brand’s social media activations.

By leveraging inRead Social as an extension to existing social media campaigns, brands can now benefit from Teads’ significant deduplicated reach versus social platforms. This format also makes it possible for professionally-produced web content to get funding that until now had only been used for social media.

InRead Social
Eric Tourtel, SVP of Teads Latin America.

In this regard, Eric Tourtel, SVP of Teads Latin America, noted, “Teads was created to connect brands and publishers with the purpose of developing a sustainable media ecosystem. Today, Teads has partnered with 93% of the 200 leading Comscore publishers in Latin America, this benefits publishers, brand,s and consumers, since it helps fund quality journalism in a world where digitalization has forced the media to face a profound transformation in an industry where monetization has been and continues to be a great challenge.”

It helps fund quality journalism in a world where digitalization has forced the media to face a profound transformation in an industry where monetization has been and continues to be a great challenge

Teads provides 21.2 million incremental unique users beyond Facebook and 91.2 million incremental unique users beyond Instagram in Latin America. In the first 100 days of launch, Teads ran more than 100 video campaigns with this product from leading brands across the globe. On average, Teads in-view time for inRead social campaigns was 7.6 seconds (as verified by MOAT) and delivered approximately 5x higher attention than Facebook or Instagram while driving superior results like reduced Cost per Completed View (up to 25x observed in some instances).

Greater Connexions

The quality of the attention is higher in premium environments than in social networks. One of the reasons Teads outperforms social platforms is because users scroll too fast in social feeds as opposed to premium publisher environments where they are actively engaged with the content being consumed. Due to the strong in-view times compared to social feeds, Teads also guarantees higher video completion rates (VCR).  In one study, for a global sportswear brand, Teads inRead Social format outperformed social VCR benchmarks by 16 percent. Teads inRead social is also cost-efficient, as it can now outperform cost-per-completed view (CPCV) and cost-per-click (CPC) by more than 3x on average.

We often test new formats to reach our audiences.

inRead Social
Elisabetta Corazza, Head of Digital at Danone.

Elisabetta Corazza, Head of Digital at Danone said:  “Innovation is a core value for all of Danone’s products and digital advertising strategies so we often test new formats to reach our audiences.  We leveraged Teads inRead social in campaigns for Actimel and HiPro, and saw great success. The product allowed us to reach new audiences faster and extend our digital media strategy by complementing what we already do on social platforms. It really surprised me how seamless it was to extend and expand the user base with a few clicks while maintaining the quality of our creative. Our results achieved more than 66 percent CTR above benchmarks for Actimel’s campaign and over 137 percent for Hipro’s campaign.”

A New Alternative

“Social giants like Facebook and Instagram make it easy for advertisers to spend the lion’s share of budgets on campaigns within their platform because their vast data sets and global reach are an attractive offering. It’s time for brands to have a new alternative in the marketplace where they can reach net new audiences while achieving better in-view time and greater cost efficiency. We’re incredibly excited to bring inRead Social to Latin America so that advertisers can reap the benefits of reaching highly engaged users in premium and brand safe publisher environments,” added Tourtel.

It’s time for brands to have a new alternative in the marketplace where they can reach net new audiences while achieving better in-view time and greater cost efficiency.

Esteban Renaud
Esteban Renaud, Head of Cadreon for Latin America.

Esteban Renaud, Head of Cadreon for Latin America, added: “Through our programmatic product ‘Social Creative Extension,’ inRead Social has allowed us to extend the reach of social media ads; getting to audiences of higher value, maximizing performance as well as improving in-view time and campaign reach in a brand safe environment”

The format is already available through Managed Service and Teads Ad Manager, the exclusive Teads platform for purchasing inventory, a one-stop-shop for monitoring campaigns.

Short term it will likely have an impact and it may also  accelerate trends that are already under way. How will the coronavirus impact marketing? Four things to take into account.

1. Short term: Uncertainty and Risk Aversion…

The coronavirus may soon be contained and ultimately not have a major impact on economic activity levels, similarly to the 2003 SARS outbreak and the 2014-2016 Ebola outbreak. In the short term, however, things are likely going to get worse before they stabilize. That’s because virus outbreaks, by definition, initially have a very high growth rate of positive cases.  Uncertainty rules.  “I think the reason we were not specific was just because I think at the moment, it’s really just unknowable,WPP CEO Mark Read, said during the company’s earnings call last Thursday February 27, when asked about the business impact of coronavirus on WPP’s China business. “It’s more unknowable today than probably it was Friday, if we had this meeting Friday of last week, we may [have] given you a different answer then we give you today.” As COVID 19 cases grow outside of China, the uncertainty is also increasing in the rest of the World, including the rest of Asia, North America and Europe (the main marketing hubs).
Not surprisingly, all major agency holding stocks have taken hits along with the broader market last week. With WPP’s shares falling 15%; IPG is down 5%; Omnicom is down nearly 4%; Dentsu Aegis fell 2.5%; and Publicis Groupe down 5.6%. In the real economy,  global tourism and retail have been hit particularly hard, as Chinese tourists provide a major source of income for many markets.

2. Coronavirus Impact on Marketing: More emphasis on Virtual – Digital Marketing

In the short term companies are starting to restrict travel and encouraging remote work (e.g. Amazon told its employees to avoid all non essential travel for now including within the U.S.) Facebook, on its part,  last week cancelled a global marketing conference in San Francisco’s Moscone Center. Activations and sponsorships at live events may be impacted negatively as marketing, including event marketing will become more virtual. This is not good news in a year where analysts were expecting to see an uptick in media investments from marketers eager to capitalize on events like the 2020 Tokyo Olympics.

The virus may also accelerate a trend that was happening anyway. Executive meetings and virtual events over hangouts will increase. For an example check out Portada’s Council System of brand marketers, which conducts 12 brand decision maker virtual workshops a year.

3. Driver for E-Commerce…

In parts of China, major retailers like Starbucks, Uniqlo, Nike and Apple have temporarily shuttered their stores, while small and medium-size retailers are being hit particularly hard as foot traffic dwindles. This may happen in the U.S. in areas that have been particularly negatively affected by the outbreak. Reduced in-store activity will be a driver for increased e-commerce activity and e-commerce marketing. The big caveat here is if the outbreak creates serious supply chain issues (at producers, shipping and overall logistics e.g. Apple and Microsoft warning of supply chain problems last week), therefore limiting the amount of goods that can be purchased by online buyers.

…particularly Online Grocery…

Housebound consumers in China are turning to online groceries for their daily food supply. According to French retailer Carrefour, vegetable deliveries increased by 600% year over year during the Lunar New Year period. Chinese online retailer JD.com reported that its online grocery sales grew 215% year over year to 15,000 tons during a 10-day period between late January and early February. Concerns about food delivery due to possible food contamination have spurred recent innovation in contactless pickup and delivery services by companies such as McDonald’s and Starbucks. McDonald’s has implemented contactless pickup and delivery of Big Macs, fries and other menu items across China as the outbreak has unfolded. Customers order remotely – on mobile phones or by computers in store – and employees seal the meals in bags and put them in a special spot for pickup without human contact, McDonald’s says on its website.

4. Coronavirus Impact on Marketing: Boost to At-Home Entertainment, Video Streaming and Gaming

If employees are forced to stay at home more, it will also impact how consumers spend their leisure time as they may have to avoid public gathering spaces, like movie theatres, concerts and gyms, leaving more time for them to binge on home entertainment and video services. Advertising revenues of companies that heavily bet on video content and advertising ,e.g. Roku, Youtube, Netflix and others should benefit from a public that’s stuck at home.

Mitú, a mlti-channel YouTube network targeting the LatinX consumer has been sold to Latido Networks. How much did Latido pay after investors poured more than US $50 million into Mitú over the last 8 years? What is the rational for the acquisition? And what does the transaction say about the growing LatinX advertising market?

1. To whom was Mitú sold to?

The company that has bought Mitú is a relative newcomer to the media sector: Latido Networks is  a multiplatform media company that creates content for LatinX millennial and Gen Z viewers, it owns the Latin music-focused YouTube multi-channel network VidaPrimo, and recently acquired a minority stake in the double digits in podcast company reVolver Podcasts. GoDigital Media Group — Latido’s parent in audio also owns the indie label Cinq Music, digital rights management company AdShare, and digital supply chain company ContentBridge. After the acquisition, Mitú will coexist alongside Latido Networks — the company’s media division that comprises a 24-hour connected TV channel called Latido Music.

2. What is the price of the transaction?

Sources at Latido did not want to disclose the price of the acquisition. However, its a safe bet to say that this has been a fire sale that provides Mitú a lifeline of sorts. Mitú has had difficulties finding profitability over the last years, in fact there are reports that it had been failing to pay YouTubers that were part of its multi-channel network their earnings as far back as last August and September, although creators now tell that payments have restarted in recent weeks. Multi-channel networks were very hot from the early years to the mid years of the last decade (e.g. Warner Media’s acquisition of Otter TV for US $ 1 billion and Verizon acquiring Awesomeness TV in 2016 for US$ 650 million). However, these companies were able to scale at a rate Mitú has not been able to.

3. What is the rationale for Mitú’s sale?

“It’s very much a “zipper” concept, meaning they provide much of what our other brands (most specifically Latido) were seeking to build, and we have the infrastructure and media impressions that will help Mitú get even more out of its brand reach”, a source at Latido Media tells Portada. Mitú has an engaged audience in the U.S., in English, a strong sales and sales support team. Latido has a Spanish-speaking audience that skews towards Latin America, (not U.S.), wide media distribution particularly in connected TV and global content production. Un-deduplicated audience numbers are 16 million U.S. monthly for Mitú, while Latido and Vida Primo YouTube network have more than 25 million in the U.S.

4. How much money did investors put to work in Mitu since 2012?

More than US $50 million. The high growth rate of the online video (advertising) market has been luring investors for the last decade. also in the multicultural space. In 2012, MItú got funding from a group of investors led by the Chernin Group.Then in November 2018, the company got an additional US$ 10 million in new funding led by San Francisco-based LEAP Global Partners along with participation from prior investors including Upfront Ventures. Previously, Mitú had raised $42 million from investors including Upfront, Comcast, WPP, Verizon Ventures, AMC Networks, Chernin Group and Awesomeness (now owned by Viacom).

5. How large is the LatinX Digital Advertising Market?

“Media companies simply cannot be relevant going forward without a strong foundation in the United States LatinX community,” Jason Peterson, the CEO of GoDigital Media Group — Latido’s parent company — said in the press release which announced the acquisition. Portada estimates,  that digital advertising in English-language media targeting Hispanics (predominantly the LatinX market) rose to US $1.07 billion in 2019. Approximately 80% of that amount is sold by Google and Facebook, leaving approximately  US $210 million for the other players. The changing profile of the identity of U.S. Hispanics is reflected in the evolving structure of advertising expenditures (check out our recent Insights Report-How brands engage U.S. Hispanics: New segmentation approaches),  digital advertising in English-language media targeting Hispanics is growing at a high rate,  while advertising in Spanish-language media is decreasing at a higher rate than overall advertising targeting Hispanics.

We talked to Eric Tourtel, SVP of Teads Latam about the story behind the recently-announced strategic partnership with Precision, the programmatic division of Publicis Media.  We also discussed the key buzzwords and trends of the near future, and why Teads is ready to tackle them head-on with a revolutionary new tool. 

Last year, Teads closed a deal with Oracle Moat that allows buyers to select any custom billing point of viewability and transact on any viewability requirement. Portada also announced the new partnership with Precision, the programmatic area of Publicis Media, in Latam. Teads is the fast-growing platform that invented outsream video marketing. Now, they are changing the game again on their way lower into the funnel. To find out more, we caught up with Eric Tourtel, SVP of Teads Latam. Here’s all you need to know about the special nature of this partnership. Plus, learn how the company gets the ball rolling when it comes to data and AI.

 

The Importance of Having Allies: The Teads + Precision Partnership

Teads works with all the agencies. However, the partnership with Publicis’ programmatic area is unusual because it has a more significant qualitative component. “We’re going deeper, sharing more information. We have enormous amounts of first-party data and a very strong insights team,” said Eric Tourtel to introduce Portada to the story. As he explained, Teads started at the top of the funnel with good branding results after the launch of the innovative InRead video ad format. then moved to engagement and consideration, but the company has just recently started to focus more on performance.

Not only do we see who the users are, but we also see what they’re reading.

Now, Teads is able to fully audit the consumer journey. In Latam, the company has grown so much that it now reaches 90% of Mexican internet users, for example (source). “We find them within our network from 15 to 20 times per month. Imagine the gargantuan proportions of information we get,” shared Tourtel. “Not only do we see who the users are, but we also see what they’re reading. More than noting which URLs they’re visiting, we’re paying attention to the content they look for in those websites.” Consequently, sharing such information with Publicis will make for a very strategic partnership. According to Tourtel, most of the other partnerships are about price, volume, and discount.

 

Sharing the Teads Potential

“What makes this partnership special,” remarked Tourtel, “is the openness with which Teads will share its platform which most agencies aren’t aware of.” Thus, he had to organize intensive training in Miami with the directors of Precision offices all over Latin America. “We had to make sure they understood our platform’s potential,” told Eric. “We’ll have at least one training session per quarter in order to hear their feedback and adapt to their needs. This doesn’t happen at any other Demand-Side Platform.”

As Tourtel mentioned during our conversation, Teads might not be a very complex company but it is a very complete provider. It used to focus solely on video, but it has now evolved lower into the funnel to offer performance solutions. “Teads’ platform is different from DSPs in that it’s exclusively designed exclusively for Teads’ transactions,” informed Tourtel. “It’s all connected at a data level, as well as at a reach level. We are full-stack: an ad-server, SSP, exchange, buying interface…” In short, partnering up with Teads sounds like a very good idea.

We’ve grown together, that’s why collaboration flows more easily than with other players.

The other special aspect of the partnership was the story behind it. There’s a bond with Publicis that goes way back. “We have a lot of history together,” shared Eric. “I started Teads Latam six years ago and the first agency that took a leap of faith and talked big numbers with their clients for us was Starcom Miami. We’ve grown together, that’s why collaboration flows more easily than with other players,” added Tourtel.

 

Guaranteeing Viewability is no Longer Impossible

The main problem video marketers face is that nobody wants to watch video ads. They’re invasive, annoying, and get in the way between consumers and content. This is a real problem for Facebook and YouTube, but Teads got rid of the invasion factor. And so innovation played an important part in Teads’ process of coming up with a new format that was entirely different from a pre-roll.

The result was outstream video advertising, and it revolutionized video marketing. More consumers are now voluntarily watching ads. “We invented the InRead format,” said Tourtel. “It started with a video between two paragraphs. It’s not covering any content, so it’s not an intrusion, you can skip it if you don’t want to watch.”

Marc Pritchard, CEO of P&G has recently declared that his company’s ads have an average exposure time of 1.6 seconds on Facebook, compared to 13 seconds on Teads,” pointed out Tourtel. ”That’s because we display ads exclusively in profesional articles. We’re not relying on people who scroll down their feed quickly to see if something grabs their interest.”

 

How Teads Does It

We’re not relying on people who scroll down their feed quickly to see if something grabs their interest.

If you have the right format and you display it in the right place, it has to work. However, if you add to that an artificial intelligence that gathers precise data and continually learns how to classify it, that’s a winning combo. “Five years ago we built a team that created our AI,” told Tourtel. “We gave it one single question. ‘Knowing what we know about this user, what are the chances that this impression will turn into a full view?’.

In fact, technology at this point is a must. “When we started we did all of this manually, but as we grew into the third biggest digital company in Latin America this became impossible, so we created our AI.” Every time there’s a full view, Teads’ AI team looked at their whole file and then looked for similar profiles. Then, the AI gets better after each completion and is able to predict conversions more accurately. 

 

Brand Safety Can Also Be Guaranteed

Teads is proud to say that, apart from offering very high viewability rates, the company has never faced any brand safety-related issues. Teads uses Grapeshot, a well-known software that scans pages to avoid placing ads next to unwanted content that could harm the brand. “But we know Grapeshot isn’t perfect, so we added our own technology on top of that,” told Tourtel. “Our AI helps us read and classify articles. We also avoid breaking news pages because that’s where they show the horrible stuff.” Furthermore, Teads’ ads only appear on reputable publishing media, where journalists submit articles to an editorial manager for approval before they’re released. “It’s not like we’re a social network with 400 hundred people posting every minute,” he added.

Facebook owns social. Google owns search. LinkedIn owns professional relations. We intend to own media and press.

Nonetheless, explained Tourtel, the tricky part is knowing where to stop, as the definition of brand safety is a very subjective matter. “Brand safety means something different to each brand,” he mentioned. “Sometimes a brand will choose not to appear near the word death, let’s say. So you block any instances where the Word death appears, even if it’s something positive that doesn’t harm the brand at all. Imagine a story about an airplane accident with zero deaths, that’s very good news, but you have blocked the word death and thus you have reduced your reach and increased the cost.”

 

What’s Next for Teads?

Where is the company going and how will it use this potential? “Last year, we decided to regroup a bit,” answered Tourtel. “We were diversifying too much, so we went back to our core: media and newspapers. “Facebook owns social. Google owns search. LinkedIn owns professional relations. We intend to own media and press.”

While Teads has relied on acquisitions in the past, it’s now focusing more on building a strong platform that places them closer to the bottom line. “We own all our inventory and all our data,” explained Tourtel. “This gives us enormous freedom and a great ability to adapt because we’re not depending on any other companies with other priorities that could slow us down.”

AI and Reach on Target

The buzzwords going around are AI and data. Analysts and researchers are preparing for how the future of the industry is resting on those two vast words. Therefore, Teads has a new deal in the works with Nielsen that will allow them to take their innovative offering a step further. “Right now, when you sell the segment of 18-42 year-old women, you’re charging for 30-50% of reach on target,” he explained. “Everybody strives for 100%, but that’s like the holy grail. But soon we’ll be able to charge only for those 18 to 42 year-old women Nielsen confirms we’ve impacted on.”

This product will solve most of the problems we’re facing in digital every day.

Just like the InRead format solved viewability issues, Teads’ will boost performance via look-alike modeling, machine learning and massive amounts of first-party data. “We noticed that CTRs of O.01% are normal in the market while our CTRs range from 1% to 3%. We said, ‘We should sell clicks!’ and we came up with this product that will solve most of the problems we’re facing in digital every day.”

 

See a Trend? Own It

The trends are clear: according to Eric Tourtel, clients want transparency, brand safety, and social responsibility. “Brands are pressuring social media to take responsibility for the content they show, to avoid fake news and hate speech,” he pointed out. “We already have these priorities under control. Now, data will help us offer a more precise product. You’ll no longer buy what you don’t need and you won’t lose anything.” This way, the company will offer a full-funnel view of users’ purchase journeys.

 

What: We spoke to Seraj Bharwani, Chief Strategy Officer at AcuityAds, about the results of the consumer attention study conducted by AcuityAds and Portada, titled “Consumer Attention: the New Currency”.
Why it matters: Video is one of the leading advertising formats, to the extent that 99% of marketers use it as part of their marketing initiatives. However, video exposure doesn’t guarantee attention. In this exclusive interview, Bharwani talks about how to improve attention rates and thus achieve increased performance and effectiveness.

We are living in an era in which it seems everyone has a fast-forward button. Our attention is more fragmented than ever, and everywhere we look there is an ad looking for us to engage. Video is one of the main formats brand marketers use to seek the consumer’s attention online, but how can they make sure viewers are paying attention? According to a survey conducted by AcuityAds and Portada, 99% of marketers use videos as part of their digital marketing strategy, but only 12% of participants said their videos get the consumers’ attention.

The survey was answered by 160 Latin American brand marketers, as well as media buyers & planners from different agencies, in July-August 2018. The main takeaways of the survey were:

  • Shorter videos may increase attention, but they don’t necessarily increase campaign performance.
  • Viewability does not guarantee attention.
  • Looking for both attention and engagement at the same time does not work.
  • Media execution should be a priority.

We conducted an interview with Seraj Bharwani, Chief Strategy Officer at AcuityAds, in order to know more about the difficulties of getting the consumer’s full attention through video and the best ways to improve attention rates.

Portada: How has the video format evolved in the past 5 years?

Seraj Bharwani: Pre-roll and mid-roll video ads (with 15 and 30 seconds in duration) were widely available digital ad formats until 2013. Most advertisers found it convenient to repurpose their existing :30 TV spots into pre-roll creative for digital execution. With the emergence of broad-reach video and social platforms like YouTube and Facebook, and cross-device content syndication especially mobile, it became progressively clear that :30 was too limiting for the diversity of use cases on devices and screens for on-the-go, multi-tasking, and concurrent-viewing audiences.

Over the past 5 years we have seen the emergence of promoted video in video galleries (user-selected), skip-stream (option to skip), choice-roll (option to choose one of several ad choices), out-stream (auto-play in-article), native, in-feed (social) and other formats. These formats deliver on a variety of different advertiser objectives.

 

Portada: What are your predictions for the leading elements and formats in 2019?

S.B.: After years of delivering repetitive ad interruptions, both publishers and advertisers are recognizing that viewer irritation, if not curtailed, will eventually destroy ad-supported media in favor of ad-free programming.

In 2019, we will experience a resurgence of user-controlled video advertising that gives viewers the choice to select an ad (user-initiated viewing) and/or skip the ads that are not relevant. YouTube’s TrueView and AcuityAds’ SkipStream® and selected outstream/native video ad formats are good examples of user-friendly ad experiences that give users the option to skip or scroll. AcuityAds’ tracking data shows that viewers who opt-in to view an ad generally watch it through to completion.

 

Publishers and advertisers are recognizing that viewer irritation, if not curtailed, will eventually destroy ad-supported media.

 

Portada: Per the survey results, what’s the difference between attention and engagement? Once you improve attention, what’s the best way to start looking for engagement?

S.B.: Attention and engagement are two distinct consumer behaviors. Attention is defined as time spent watching a video ad and is usually measured by tracking percent of viewers watching the ad through to completion. On the other hand, engagement is a measure of specific consumer actions (in-stream or post-view) including clicks, likes, shares, comments, rewinds, and related behaviors. Optimizing for attention and engagement at the same time is a zero-sum game— if you optimize for Attention, it will degrade Engagement and vice versa.

Multiple studies including our own research in partnership with Nielsen and Millward Brown have shown a high correlation between attention and brand equity (i.e. lift in brand awareness, favorability, and consideration). By contrast, high engagement usually translates into greater organic reach through consumer conversation and sharing, and more transactions if the video ads (or the video player) are overlaid with merchandising and shopping features.

 

Portada: What’s the essence of a successful video advertising campaign? What should clients or providers do to make more effective videos?

S.B.: A video campaign that enhances brand equity and also delivers on short-term sales/transactions would be considered highly successful. Achieving both objectives is generally difficult and requires a combination of great creative assets, custom-branded video player & user experience, high-quality contextual placement, audience propensity scoring & precision targeting, and advanced decision science to optimize in real-time.

 

Portada: According to the survey results, half the decision-makers would pay 20% more for a 100% viewing rate. How does AcuityAds guarantee improved viewability and attention rate?

S.B.: A priori consumer propensity to engage with specific content, ads, or brands is a prerequisite to capturing and retaining viewer attention. AcuityAds uses proprietary consumer interest (from social data), intent (from site-search data), and viewing (from in-player data) with its advanced decision science algorithms to establish user propensity to watch before serving an ad.

The company also has the ability to optimize performance by benchmarking for consumer attention against a database of over 500+ million video ads tracked since 2007. The measurement platform brings proprietary True Reach® (capturing both paid and earned viewership) & Share of Attention® (a brands share of voice & attention relative to competition), metrics unique to the advertising industry.

Portada: According to the study, shorter videos may increase attention, but not necessarily effectiveness. What’s your interpretation of this?

S.B.: Both short and long-form video ads have their rightful role depending on the goals and objectives of a given digital advertising program. Using a sample of over 180 video ad campaigns (over the past couple of years), we have demonstrable evidence that 30-second and longer, story-telling ads deliver far greater brand awareness, favorability and purchase intent than shorter format ads, under 15-sec in duration.

Having said that, if a brand is well-established in a market with substantial equity (85%+ awareness), it can use shorter format ads to keep the brand top-of-mind and achieve high brand recall.

 

 Video ads are like a Swiss-Army knife that can be used to address multiple brand objectives.

 

Portada: Can you provide an example of a successful campaign that you’ve worked on?

S.B.: Wrigley’s Extra gum (Sarah & Juan) campaign that was launched a few years ago using a 2-minute video ad (with subsequent short format ad releases) is a great example of a strategic and well-executed campaign that enhanced brand equity for the Extra brand and also delivered sustained lift in sales and market share for the brand in a hotly contested chewing gum/candy industry in the US.

 

Portada: What are the basic mistakes to avoid?

S.B.: Video ads are like a Swiss-Army knife that can be used to address multiple brand objectives. Advertisers therefore have the tendency to pack a bunch of objectives/KPIs concurrently into a single campaign which is a big mistake. Having a clear focus on the most critical KPI at a time is essential to achieving success with digital video advertising.

To download the full report in Spanish, please click here.

What: We talked to Robert Velez, Director, Multicultural Advertising Sales at Vevo, about the company’s strategies to approach multicultural audiences in the US, and particularly Hispanics.
Why it matters: Talking to multicultural audiences is a great opportunity to expand a brand’s reach; however, several tactics should be taken into account when addressing multicultural needs.

The hitherto unparalleled growth of the US multicultural population, together with the proliferation of new media channels offering content to the consumer, has brought never before seen challenges to address the consumer in an effective, differentiated way. We had a chance to sit down with Robert Velez, Director Multicultural Advertising Sales at Vevo, during this year’s #PortadaNY summit, to ask about his impressions on the multicultural opportunity and the state of the issue around it. The transcript has been edited lightly for clarity and length.

Portada: Can you briefly describe your role at Vevo?

Robert Velez: I’m at Vevo to lead the multicultural sales strategy. The company identified this as an area of opportunity and they wanted to start building up the department to make sure that we are addressing marketplace needs and helping clients looking reach multicultural consumers.

Portada: What do you think Vevo contributes to the conversation on Hispanic marketing opportunities? What untapped potential can Vevo deliver on?

RV: Look to Vevo for multicultural audiences at scale with premium content in a brand-safe environment. Vevo offers a solution in reaching US Hispanics —young, Millennial, and bilingual— as well as a broad range of multicultural people. So it’s not just Hispanics, we can also deliver the African American and Asian audience segments on a huge scale.

It’s very hard to get both quality content and scale in the marketplace together. You can usually get one or the other, but not both.

It’s very hard to get both quality content and scale in the marketplace together. You can usually get one or the other, but not both. I dare anyone to challenge us and tell us that there is someone out there doing what Vevo is doing. I think we all kind of get stuck between Univision and Telemundo as being the two top players in the marketplace. And they were, for a long time. But now there are other options out there for brands and consumers. Consumers, especially, are gravitating towards other platforms. So, really what I want to accomplish is to make Vevo into a household name within the multicultural space, where people can think multicultural and think Vevo at the same time.

Portada: Why is there such a disconnect between brands and multicultural marketing today?

RV: Perception is lagging. For example, in the past, the industry tried to merge general market and multicultural marketing and call it the “total market” approach. That really backfired. People thought “I can reach these population segments with just one creative.” And years later we found out that, oops, that actually doesn’t work.

People want to be spoken to. They want brands to take the time and kind of hint at those cultural identities within their creative – we have to reach that consumer and make a connection. It makes sense to have different creative for different segments of the population, because that’s what’s going to make consumers engage more. Overall, general market and multicultural should work together. The Vevo platform does a tremendous job in reaching both in different ways – but they work together. 

Portada: On the other side, how deeply do you go into micro-segmentation; for example, by country of origin, or first generation versus second-generation multicultural consumers?

RV: It makes sense only if it makes sense for the brand to want to do it that way. Say they want to reach a Hispanic consumer, but more specifically someone who originated from Peru. It could be a brand that is established in Peru already and is now trying to come here to the US. They would first try to reach out to Peruvian consumers in the US because they know they recognize their brand from back home. Outside of those edge cases, we’re not really at the point where we have to get that detailed in terms of whom we’re reaching.

And there are going to be segments that we create. Right now, Hispanic is the overarching segment, and within that there is going to be Mexican-origin because they represent a big percent of the population. We might have Caribbean and Latin American as well. But at the end of the day, brands are going to want to reach as many people as possible and cast the widest net.

Portada: Can you give us a sense of how you use data to help different partners serve different sectors? How big is the platform?

RV: We layer in the data that we have as well as work with third-party partners to filter consumers and make sure we are reaching the right audience. Vevo has so much scale…, we reach one-third of the population every month.

Portada: How are you ensuring brand safety?

RV: Vevo implements its own 21-point criteria rating system aside from YouTube’s standards. With a manageable library of 350,000 pieces of content, we leverage both human and AI review systems to rate our content. These criteria map back to TV content ratings, allowing advertisers to transact against the brand safety levels they are most comfortable with.

We regard brand safety at the highest level, because we know how delicate the situation usually is. If we think that a video is not going to fly with a client, we’ll tell them about it. The client will have to opt-in to get that video; we won’t serve the ad just to say that we delivered. 

Portada: What is the relationship between artists and Vevo? 

RV: Music videos are the visual representation of an artist’s music and Vevo is the promotional vehicle for those music videos. Vevo is not only a platform to host and monetize their content, but it fosters the connection between artists and fans. Beyond just YouTube, Vevo uses our original content, social and other distribution platforms to generate awareness and excitement for artists throughout every stage of their career.

What: Lizzie Seedhouse, SVP, Digital for USL, and Josh Keller, VP of Business Development for the USL, talked to Portada about the relevance of video to connect with fans and leverage brands’ sponsorships.
Why it matters: USL sealed a partnership with WSC Sports, to harness WSC’s technology platform to automate and simplify USL’s video creation capabilities.

Just one month ago, the United Soccer League (USL) announced a partnership with WSC Sports, the leader in AI-powered sports video content, to harness WSC’s technology platform to automate and simplify USL’s video creation capabilities.

The new technology would serve the second division soccer league to create automated video highlights for more than 500 games of the regular USL season and playoff games, allowing for easily customizable highlights packages and individual player highlight reels.

Lizzie Seedhouse, SVP of Digital for USL.

“Video content is the key to engaging any digital audience,” Lizzie Seedhouse, SVP of Digital for USL, tells Portada. According to USL’s analytics, their fans are no different. In fact, they are used to a higher level of accessibility to clubs, players and content, which becomes one more reason for the league to provide newer video content.

Video content is the key to engaging any digital audience.

“To accommodate the need for access and enjoy the game remotely we leverage video content and our digital platforms to give fans a taste of game-day experience inside and outside of the 90-minute game,” adds Seedhouse.

Every team will have the opportunity to opt-in and use WSC for editing, curating and publishing footage from any games that their club has played in. Also, each club will then have the freedom to tie partnerships and sponsors to the content they produce; “giving them an almost unbounded mass of content that they can monetize,” explains Seedhouse.

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Sponsorship Opportunities

Josh Keller, VP of Business Development for the USL, believes that “the great thing about WSC is the ease with which sponsors can activate their sponsorship with teams. The technology can identify numerous ‘sponsorable’ assets, which gives the team more assets to sell and execute on and makes it turnkey for activation.”

The technology can identify numerous ‘sponsorable’ assets, which gives the team more assets to sell.
Josh Keller, VP of Business Development for the USL.

The ease of distribution to pre-determined platforms can allow USL to geo- or demo- target based on content. This means that the system can create highlights of specific players to help reach targeted fanbases.

As a result, Keller says this new video content represents an additional dynamic inventory to sell. “The scale with which the platform can build new inventory is far more efficient than having internal staff to do this.”

Publishing Platforms

The other key to generating content is where to publish it. The USL is betting on social media, given that there is where it can find its fans spending most of their time, especially on Instagram.

Video content posted to their Instagram account gains approximately 40% of all video views on USL’s social media (Instagram, Twitter, and Facebook) so far this season. But, the league still looks to keep a multi-channel video distribution strategy.

“We look to create and serve platform-specific video content that meets the needs of our fans in that moment in time and not take a ‘one size fits all approach’ to video content,” details Seedhouse.

 

A summary of the most exciting recent news in online video in the U.S., U.S.-Hispanic and Latin American markets. If you’re trying to keep up, consider this your one-stop shop.

US/US-HISPANIC MARKET

Univision has partnered with Videology, a leading software provider for converged TV and video advertising. The cross-screen planning, forecasting and measurement capabilities that Videology offers will bring added media value to UCI, which continues to offer more content on more digital platforms, while it diversifies the range of its programming.

Facebook has signed deals with Vox Media, BuzzFeed, ATTN, Group Nine Media to create shows for its video service geared toward Millennials, which will feature long and short-form content with ad breaks.

According to sources, AT&T‘s live online video service DirecTV Now lost 3,000 customers in February, and its subscriber growth was roughly flat in March.

Ooyala released its 2017 State of the Media Industry Report, finding that immediacy, individualization, and interactivity are key to effective video campaigns, and that immersion is becoming increasingly important.

Tubular has released its ‘State of Online Video Report Q1 2017’ revealing that top media publishers drive 86 percent of growth in video views on Facebook. 

According to BMO Capital Markets‘ new research, over-the-top video advertising marketplace is accelerating rapidly and is taking share from both desktop and mobile, and OTT video ad spending will grow by 300% and will account for roughly 20% of all video ad dollars served by the company this year.

Vimeo has announced that subscribers with Vimeo Business accounts will be able to employ cards and end screens, which can be used to share additional information and direct consumers to external sites.

LATAM MARKET

Aldea Solutions and Telefónica have reached a 5-year cooperation agreement for the use of Telefonica Open Cloud to support its Online Video Platform.

Brazilian firm Positivo Tecnologia announced a partnership with data management platform Hands to offer more assertive digital ad campaigns in their mobile devices, which now will cluster the audience using geolocation, browsing history, and wifi hotspots.

Brazilian content platform Snack and Tubular Labs ranked the Brazilian fan pages on Facebook in April: the top three were Bolsa de Mulher (273 million views), focused on female content, followed by the sports page Esporte Interativo (196 million views) and the recipes video channel TasteMade Brazil (180 million views).

 QYOU Media has partnered with subscription service provider, WhereverTV Broadcasting Corporation in the line-up for WhereverTV Latino, a new service launching in Mexico this summer that caters to the growing appetite for digital TV in Mexico.

Canada’s Aldea Solutions has reached a five-year agreement with Telefónica and its partner Huawei to support its online video platform in Mexico.

We recently published articles about the plans of key buy side executivesmedia honchos  and sports marketers for the year that just started.  Now here is what Portada is planning  for 2017 in order to meet the growing demand of our audience in traditional and new content areas. Below the exciting expansion we are planning with our valued partners.

1. What Portada’s 2017 Expansion Means for our Audience…

-Increased coverage of the digital marketing (r) evolution throughout the Americas and what it means for brand marketers. We hired additional reporters and analysts so that our audience gets the intelligence and insights it needs on the below topic areas:

Video Marketing (btw: check out our recently published 2017 Video Marketing Guide!)
– Adoption of Marketing Technologies from a brand marketers perspective.
Data MarketingProgrammatic Marketing (with the advice of  our character “Programatico Lopez”), and Influencer Marketing.
Retail MarketingTravel Marketing, E-Commerce and  Conversion
– More content on Innovation and Entrepreneurship on our Entrepreneurship and Innovation channel.
– Publication of additional premium research reports
– Interactive Databases of Marketers targeting the U.S. and Latin American consumers. (separate databases).
– Of course Portada will continue to be the destination of choice covering all news and insights impacting U.S. Hispanic and Latin American Marketing.

 

2. Launch of the Sports Marketing Platform

SoccerLaunch of Portada’s Sports Marketing Platform in mid-february, more defining content on what moves marketers to invest in the exciting sports space (with particular emphasis on soccer). The new sports marketing platform complements the  annual sports marketing guide as well as the Sports Forum in September. (Watch out for the announcement of our Sports Marketing Board with key brand marketers targeting the U.S. consumer through sports in 3 weeks!).

3. Benefit from Portada Events

Portada events provide inspiration, fresh thinking and practical focus on the topics that matter as well as enviable networking opportunities.   Attend our landmark events in Miami (PortadaLat), New York City (#Portada16  which includes the 11th Annual Hispanic Marketing and Media Conference and the Sports Marketing Forum, Mexico City and the U.S. West Coast.).

4. What our Growth Means for Our Advertising/Marketing Partners

  • Direct Contact with Brand Marketers. More Brand Marketers involvement than ever (watch out for announcement of our expanded editorial Board as well as the Sports Marketing Board to be announced in late-January!). One to one Interaction with major brands at our landmark annual events in Miami, New York City and Mexico City. Customized events and more…
  • Lead-Gen through White Papers and Webinars using the Portada platform to connect with an audited audience of more than 140,000 marketing and business professionals around the Americas.
  • Partnership with the ANA Association of National Advertisers for Special Multicultural Thought Leadership Supplement to be included in Portada’s Annual Print Issue (Pub Date. March 28,2017).
  • Expanded native marketing offering. Many marketers have partnered with us to integrate their messages in our editorial through partner messages (examples here and here). This provides an organic way for our partners to be part of Portada’s highly regarded content.
  • 360 approach: Major events, customized events, digital and print integrations.
  • Expansion of the Entrepreneurship and Innovation Vertical

 

To learn how Portada can help your brand reach its marketing objectives in 2017, please contact Business Development Director Bob Oliva bob@portada-online.com  or call him at (305) 546-15-15.

We just published articles about the plans of key brand, agency and media executives for the next year. We also want to let our audience and marketing partners know what Portada is planning  for 2017,  the second year of our investment and expansion phase initiated earlier this year with the launch of new websites and new hires.  To fine-tune our strategy we asked our readers and advertisers what they want to see more of. And below is what we are planning.

1. What Portada’s 2017 Expansion Means for our Audience…

-Increased coverage of the digital marketing (r) evolution throughout the Americas and what it means for brand marketers. We hired additional reporters and analysts so that our audience gets the intelligence and insights it needs on the below topic areas:

Video Marketing (btw: check out our recently published 2017 Video Marketing Guide!)
– Adoption of Marketing Technologies from a brand marketers perspective.
Data Marketing and Programmatic Marketing (with the advice of  our character “Programatico Lopez”).
Social/Influencer Marketing and Native/Branded Content.
Retail MarketingTravel Marketing, E-Commerce and  Conversion
– Publication of additional premium research reports early next year.
– Interactive Databases of Marketers targeting the U.S. and Latin American consumers. (separate databases).
– Of course Portada will continue to be the destination of choice covering all news and insights impacting Hispanic and Latin American Marketing.

More content on Innovation and Entrepreneurship on our Entrepreneurship and Innovation channel.

2. Launch of the Sports Marketing Platform

SoccerLaunch of Portada’s Sports Marketing Platform in mid-february, more defining content on what moves marketers to invest in the exciting sports space (with particular emphasis on soccer). The new sports marketing platform complements the  annual sports marketing guide as well as the Sports Forum in September. (Watch out for the announcement of our Sports Marketing Board in January).

3. Benefit from Portada Events

Portada events provide inspiration, fresh thinking and practical focus on the topics that matter as well as enviable networking opportunities.   Attend our landmark events in Miami (PortadaLat), New York City (#Portada16  which includes the 11th Annual Hispanic Marketing and Media Conference and the Sports Marketing Forum, Mexico City and the  U.S. West Coast.).

4. What our Growth Means for Our Advertising/Marketing Partners

  • Direct Contact with Brand Marketers. More Brand Marketers involvement than ever (watch out for announcement of our expanded editorial Board as well as the Sports Marketing Board to be announced in mid-January!). One to one Interaction with major brands at our landmark annual events in Miami, New York City and Mexico City. Customized events and more…
  • Lead-Gen through White Papers and Webinars using the Portada platform to connect with an audited audience of more than 140,000 marketing and business professionals around the Americas.
  • Partnership with the ANA Association of National Advertisers for Special Multicultural Thought Leadership Supplement to be included in Portada’s Annual Print Issue (Pub Date. March 28,2017).
  • Expanded native marketing offering. Many marketers have partnered with us to integrate their messages in our editorial through partner messages (examples here and here). This provides an organic way for our partners to be part of Portada’s highly regarded content.
  • 360 approach: Major Event, customized event, digital and print integrations.
  • Expansion of the Entrepreneurship and Innovation Vertical

 

To learn how Portada can help your brand reach its marketing objectives in 2017, please contact Business Development Director Bob Oliva bob@portada-online.com  or call him at (305) 546-15-15.

At #Portada16 Sports marketing experts and brand marketers spoke about how they can make the best use of homemade video content generated by sports fans.

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Neha Misra, vice president of strategy and analytics at Mbuy.

“Sports are all about emotions, and so is marketing,” explained Neha Misra, vice president of strategy and analytics at Mbuy, during Portada’s Hispanic Sports Marketing Forum in New York City on September 14.

But brands have been facing the challenge to adapting to new platforms and also to learning the way to really making the most out of them. Doing this comes with the promise of reaching more fans worldwide.

“Video is going to be huge, no matter where it comes from, it will be huge,” said Kyle Harris, EVP at The Mundial Group.

But, ¿what happens when every fan becomes a content creator through its own videos filmed with its cameras and cellphones?

It is not a new thing anymore that personal and amateur recordings go viral and get million views worldwide; without a marketing strategy behind it, or the huge investment that comes with it.

Sports brands are embracing user generated video content because they see how it can help them make their own market grow.

Andy Wasef, managing director, digital & consulting strategist for ESP Properties, explained how brands not only don’t have to worry about it, but how this content even helps them spread their work.

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Andy Wasef, managing director, digital & consulting strategist for ESP Properties.

 

“As right holders we should encourage (fans making and sharing videos) as much as possible,” he says. The truth people will enjoy watching some minutes of personal videos, but because of its quality “no one would rather watch a whole game with somebody else’s shaky hand.”

Snapchat, Periscope and other live platforms, Wasef ads, are actually helping brands like ESPN market their properties.

This is exactly the opposite of what happened with Napster in the music industry. Sports brands are embracing this type of content because they see how it can help make their own market grow.

Heineken, for example, started asking their consumers to share videos of them enjoying a soccer game with the brand’s beer during World Cup 2014. The reaction was very positive, admits Edwin Hincapie, multicultural marketing manager for Heineken. “It helped us to know more about our consumers, and we also had some great stories.”

“But because we are an alcoholic beverage we have to be very careful of not connecting our brand with underaged consumers,” he ads.

Now, instead of asking followers to record their own videos, Heineken is producing its own behind the scenes productions “where we can take the fans to a place they wouldn’t have access to without us.”

While Heineken got some great content from fans and now stopped this contributions, ESPN is still finding worthy input from this practice.

Each brand has its stages, but they all have found that at one point, instead of fighting social content, promoting their followers to create content and share it trough their network using social media is useful both for connecting with them and getting to know them. By doing this, they have managed to convert a possible threat into an ally.

 

New technology in the marketing space means that digital advertising campaigns demand more accuracy and turn-key audience access than ever before. In a world where video has eclipsed classic display ads as the more premium method of engaging digitally-connected Hispanics, a whole new set of programmatic tools have come into play, and agencies and advertisers alike have taken serious notice.

David Chitel
David Chitel

When it comes to targeting Latino audiences through video marketing, NGL Media, a company co-founded by CEO, David Chitel, and actor John Leguizamo, has become the leading Hispanic programmatic premium video supplier in the industry servicing Fortune 500 advertisers, DSPs and Agency Trading Desks alike.

Proprietary Technology for Easy Access to Premium Video Impressions At Scale

NGL Media’s proprietary technology, which is implemented via direct-to-publisher relationships, is the foundation for its premium in-stream and out-stream video impressions served across hundreds of Hispanic-endemic distribution partners spanning Desktop and Mobile.  What makes NGL Media so unique is the exclusivity of its offering combined with scale, third party verification and 100% focus on delivering the Hispanic digital audience in-language, in-culture and in-context through video.

“Over these past few years we’ve heavily invested in bringing our video technology in-house to have full control over our inventory across Desktop and Mobile.  It’s what’s allowed us to scale and optimize our ‘video everywhere’ offering, while providing demand side partners with turn-key programmatic access through whatever platform they prefer,” said Chitel.

NGLM LogoNGL Media leads the way in the U.S. Hispanic market in providing Trading Desks and DSPs with programmatic access to its premium video inventory delivering against critical KPI goals such as “viewability,” coupled with the scale and exclusivity advertisers are seeking.  In addition to accepting third-party verification tools such as Double Verify and Integral Ad Science, NGL Media actively subscribes to MOAT, Nielsen OCR and comScore Video Metrix to ensure its video inventory quality is consistently best-in-class exceeding industry benchmarks.

Pioneering Ahead of The Curve Solutions for Connecting with US-Hispanic Audiences

As an industry veteran, Chitel has devoted much of his professional life to pioneering ahead of the curve solutions for connecting with US-Hispanic audiences.  Before founding NGL Media, he and Leguizamo co-founded, iCaramba.com, one of the first Latino social networking communities.  He grew that into LatCom Communications, which offered 360-degree integrated services for targeting Latinos across a variety of platforms.  He sold LatCom to Batanga Media in 2006.

“NGL Media is a logical extension of all of the work I’ve done in New Generation Latino media and entertainment space throughout my career.  Advertisers are looking for ways to slice and dice the Hispanic market using data and all of the different buying platforms available today.  Our programmatically accessible inventory makes it more turn-key than ever to engage the digitally-connected Latino audience through video at scale at the click of a button.”

Private Marketplaces (PMPs) Allow for Better Matching Against Specific Targets and KPI Goals

“Our partners have seen the most success behind setting up Private Marketplaces (PMPs) that give them preferred access to more premium Hispanic video inventory at scale vs. bidding in the remnant open marketplace.  PMPs also allow for better matching against specific targets and KPI goals across platforms, which is why the majority of our clients prefer working with us in this way,” said COO Ben Leff.

In addition to being the leading U.S. Hispanic programmatic video supplier, NGL Media has expanded its offering to include “programmatic TV,” and has already begun executing buys.

“TubeMogul has historically been very close partners with NGL Media within our digital programmatic business.  They have been a go-to source for premium Hispanic video, and we’re eager to expand our relationship with them as the demand for programmatic TV grows,” said Oscar Rondon, Senior Director, TV Strategy & Business Development at TubeMogul.

End-To-End Programmatic, Managed Media and Branded Entertainment Solutions

“Although it’s early days for ‘programmatic TV,’ we like to say we’re the leading ‘progra-manual TV’ supply side solution in the U.S. Hispanic space.  It’s a logical extension of our business, and we’re very encouraged by the response we’ve received thus far,” said Chitel.

images (3)“NGL Media is the leading Latino video marketing company of its kind offering end-to-end programmatic, managed media and branded entertainment solutions across the entire advertiser value chain.  Market needs and dynamics have shifted, and NGL Media has shifted with them.  I believe we’re the best positioned in the Hispanic video space to continue evolving as we have across such a wide spectrum,” concludes Chitel.

(Sponsored Content)

Join us at PORTADA Mexico!

What: Brightcom (formerly known as Ybrant Digital), a global ad tech and multi-channel media company, announced today that Medula, a media company focused on U.S. Hispanic and Latin America markets, will lead and manage all of its programmatic digital advertising across its Owned & Operated properties.
Why It Matters: The partnership will help Brightcom in its effort to open itself up to global advertising partners for cross-country audiences and cross-screen ad sales strategies, and , and provide Brightcom with access to Medula’s Spanish language properties.

brightcom-lycos_v2Recent Census bureau data in the U.S. shows that the US-Hispanic population will make up 21% of the country’s population by 2030, and advertisers are racing to acquire the best set of tools to reach these powerful consumers.

As a part of that effort, Medula is now teaming up with Brightcom to take advantage of its multi-channel programmatic products, in order to optimize monetization of its digital inventory for online Hispanics on all devices and levels, including display, video, mobile and social media advertising. Medula’s properties include more than 300 top tier sites including Clarín, La República and La Tercera among others as well substantial U.S. Hispanic traffic.

Brightcom to Provide “Synergistic Uplift of Cross-Device CPMs for Medula”

In a competitive Latin American video market, Brightcom’s mission is to make it easier for publishers, advertisers and other clients to maximize yield across video, display and mobile channels. Powered by Lycos, the company provides proprietary multi-channel advertising products and programmatic advertising solutions and capabilities.

Medula, on the other hand, has proprietary ownership of the largest editorial houses in Latin America as well as the US-Hispanic market. Nonetheless, together, Google and Facebook command more than three quarters of the Video Advertising Market, with publishers and publisher representatives, like Medula, holding a 25% share.

According to Facundo Maldonado, Brightcom’s Managing Director of Latin America & US Hispanic, Brightcom was drawn to the fact that Medula was completely focused on Latin America, and highlighted the owners are media leaders in their respective countries.

“Medula has been an innovative and highly strategic partner of medulaours, epitomizing the modern media company. We expect that when operated in unison, programmatic and direct sales will feed off each other to incrementally raise demand and fill rate for Medula’s inventory,” said Maldonado. “Our programmatic infrastructure, modern ad server, demand facilitation team and family of programmatic buying styles will create a synergistic uplift of cross-device CPMs for Medula.”

Programmatic as Complement to People-Powered Analysis, Insight

Maldonado also made it clear that while the deal is significant for the technological targeting tools that it affords both of them, the human element is still key to reaching key audiences, regardless of the fact that clients will now buy programmatically: “In the end, programmatic is not technology powered.  It is people powered.”

Maldonado went on to explain that “Brightcom will lead on traditional sales, serving agencies and brands throughout the region, and now clients will start to buy programmatically.”

Our programmatic infrastructure, modern ad server, demand facilitation team and family of programmatic buying styles will create a synergistic uplift of cross-device CPMs for Medula.

But does programmatic mean eliminating the human element that goes into the buying process? Maldonado clarified that while many see programmatic as a way to automatize the buying process, Brightcom considers it an added resource on top of data analysis and insight mining to improve results.

Maldonado emphasized that all approaches to buying require a comfortable and direct relationship between the publisher and the agency or trading desk. In terms of encouraging clients to get on board with programmatic, he admitted that the effort “requires a lot of transparency and evangelization.”

Of course, this challenge is not unique to Brightcom, as mounting pressure to develop unique and differentiated technology for reaching key audiences is shaking up the Video Marketing sector.  In the end, Maldonado sums it up in a short sentence: “Our main challenge is to be closer to our clients.”

Join us at PORTADA Mexico!

Looking forward to see you at the Latin Online Video Forum which kickstarts #Portadalat next Wednesday June 3 in Miami’s Hyatt Regency Hotel.  Tickets to the Online Video Forum are only US$ 199! (US$ 699 for the Combo ticket together with the LatAm Summit).

The  agenda is designed to address and resolve key questions on Hispanic and Latin American Online Video Marketing, including:
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  • What works when: Pre-roll, Rich Media, Product Placement
  • Programmatic Video Buying
  • Inventory: Local vs. Regional
  • The Latin MCNs: Putting together creators, content and advertisers all across the Latin world
  • Viewability: How Advertisers can get more out of their Online Video Budgets
  • TV Everywhere: Beyond Monetization through Advertising: Transactional and Subscription Models
  • The crucial role of Online video story-telling
  • Fraud and what to do to bring it down

Some of the key players who will explore the above questions:

    • Pablo Silva, Director, Product Innovation at Viacom
    • Andrea Santiago, Director Client Services, Nielsen
    • Joann Chea, Head of Socialyze, Havas Social Media Division
    • Carlos Espíndola, Gerente eHub Latinoamérica, 3M
    • Adriana Grineberg, Head of Operations Miami, Facebook
    • Verónica Chanrai, VP Regional Digital Director, Latin America, Starcom MediaVest
    • Maya Kosovalic, Digital and Media Communications Manager, L’Oreal
    • Eric Tourtel, Senior Vice President Latin America, Teads.tv
    • Jan Riemens, CEO, Zoomin.TV
    • Fabienne Fourquet,CEO and co-founder, 2Btube
    • Ulysses Alvarado, Founder & CEO, Tu Vision Canal
    • Lynn Ponder, Founder, WebcityGirls
    • Jeannette Kaplun, Founder and Chief Content Officer, Hispana Global
    • Luiza Ricupero Negret, VP, StyleHaul Mundo
    • Jayson Dubin, CEO & President, Playwire Media