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Dynamic Video Overlays: Finally, Ads That Don’t Make You Want to Scream

By
Pesach Lattin
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0

As always let’s cut the fluff and get right to the really yummy juicy bits. Meet Aperture, Origin’s latest brainchild that’s about to turn the CTV advertising world on its head. Imagine your CTV ads not just sitting there, but leaping off the screen, doing a little dance, and actually engaging with viewers. No, this isn’t some sci-fi fantasy—it’s the future of dynamic overlays, and it’s here now.

Since 2019, Origin’s been the silent genius behind some of the slickest CTV ad formats out there. Their Ad Studio and Slingshot formats had the industry buzzing. But, as any creative visionary knows, resting on your laurels is for losers. And Fred Godfrey made it clear to me, he’s no loser. Enter Aperture, the zero-code wizardry that turns your static CTV ads into dynamic, data-fed masterpieces without requiring a PhD in computer science. It’s like giving your ads a shot of adrenaline—suddenly, they can say what they want, when they want, to whom they want.

Imagine being able to tweak your ad on the fly. Local weather updates for travel ads, daily deals for retail, countdowns for entertainment—you name it. Aperture’s overlays aren’t just flashy; they’re smart. They dynamically change based on data, making sure your message is always relevant and timely. Think of it as your ad’s personal stylist, always making sure it looks its best.

So, let’s paint a picture here. You’re watching your favorite show, and an ad pops up. But this isn’t your run-of-the-mill, mind-numbing commercial. No, this ad is alive. It’s telling you about last-minute hotel deals because it knows you’ve been browsing travel sites. It’s showing you local weather forecasts and flight times because it knows exactly where you are. It’s practically packing your bags for you. This isn’t magic; it’s Aperture at work. It’s the ultimate wingman for your CTV ads, always ready with the right line at the right time. And this isn’t just for travel.

Think about consumer goods. Your ad can highlight today’s hot offers or showcase brand partnerships, making sure your audience sees the freshest content every time they tune in. Retailers, this is your dream come true—flashing those irresistible local store locations and special sales right when viewers are cozy on their couches, credit card in hand. Entertainment brands can hype up celebrity appearances and special events, turning passive viewers into active participants.

Even car dealerships get in on the action with weekly specials and local dealership info, putting potential buyers in the driver’s seat before they even set foot in a showroom. The possibilities are endless, from split-testing different shoppable CTAs to extending desktop and mobile campaigns seamlessly into the CTV space.

But let’s not forget the real star here: Fred Godfrey, Origin’s CEO and the mad genius behind Aperture. “Aperture’s potential is about enhancing, not competing with, your core message,” says Godfrey. Other products might scream for attention with interactive units and squeeze-back ad experiences, but Aperture is the cool, sophisticated operator. It’s there to reinforce your message, blending so seamlessly with your creative that viewers won’t even know it’s a separate layer. In a landscape where viewers are increasingly ad-averse, this approach is a game-changer. No more disruptive, in-your-face tactics. Instead, Aperture’s overlays provide value, making ads feel less like interruptions and more like enhancements to the viewing experience.

Now, let’s take a look at the competition because Aperture isn’t the only game in town. GumGum, the contextual-first digital advertising heavyweight, recently announced it’s snagged additional patents on ad-insertion technology for overlay ads. These aren’t just any patents, folks. We’re talking U.S. Patent No. 11,356,746 for “Dynamic overlay video advertisement insertion” and U.S. Patent No. 11,284,130 for “Dynamic insertion of content within live streaming video.” GumGum’s SSAI software automates the ad-insertion process, making it scalable and efficient. It’s like the difference between handcrafting each piece of a puzzle and having a machine churn them out perfectly fitted.

Phil Schraeder, CEO of GumGum, gets it. He knows today’s viewers, especially the elusive Gen Z, are increasingly rejecting traditional TV ads. They either skip them or ignore them completely. Overlay ads, placed seamlessly within the content, offer a solution by being less disruptive and more engaging. Schraeder’s team knows that keeping the audience’s attention requires innovation, and these patents are a testament to their commitment to staying ahead of the curve.

Meanwhile, Vevo, the world’s leading music video network, has also thrown its hat into the ring. Partnering with TripleLift, one of the biggest ad tech platforms globally, Vevo has launched dynamic overlay ads for its linear-programmed TV channels. These overlays are powered by TripleLift’s In-Show technology, integrated by the video infrastructure platform Zype. The result? Contextually relevant overlay ads that don’t just run alongside the content but blend into it, offering precise audience targeting without disrupting the viewing experience. Natalie Gabathuler-Scully, Vevo’s SVP of Global Revenue and Distribution Operations, emphasizes that as digital and TV converge, they’re offering brands more advertising opportunities on the biggest screen in the house without compromising the consumer’s lean-back experience.

Vevo’s approach is particularly interesting because it taps into the growing popularity of FAST (Free Ad-Supported TV) platforms like Pluto TV, Samsung TV Plus, and The Roku Channel. By offering genre-specific, decade-focused, or event-based channels, Vevo ensures that its overlay ads are not only contextually relevant but also highly engaging. TripleLift’s In-Show ad formats make it easier for brands to engage the right audience at the right time, showing what the future of brand-supported TV could look like: better for audiences, programmers, and marketers.

Then there’s Innovid, another major contender in the ad tech space, known for its advanced creative solutions for video advertising. Innovid’s platform offers a suite of interactive and dynamic ad formats, providing a robust alternative to Aperture. They’re big on personalization, leveraging data to create hyper-relevant ads that engage viewers. Innovid’s focus on measurement and analytics also gives them a competitive edge, helping brands understand the impact of their campaigns in real-time and adjust their strategies on the fly.

While these competitors bring formidable technologies and strategies to the table, Aperture’s zero-code approach and its seamless integration into existing ad creatives set it apart. It’s not just about being dynamic or data-fed; it’s about being incredibly user-friendly and non-intrusive. Aperture’s overlays don’t scream for attention; they whisper relevant information at just the right moment. This elegant blend of simplicity and sophistication is what makes Aperture a standout in a crowded field.

In the end, the race is on to see who can most effectively transform the CTV advertising space. GumGum’s automation, Vevo’s contextual integration, and Innovid’s personalization all offer unique advantages. Yet, Aperture’s ability to seamlessly enhance without overwhelming might just be the secret sauce that sets it apart. As brands and agencies continue to seek innovative ways to connect with audiences, the battle of the dynamic overlays is just heating up. And with Aperture leading the charge, it’s clear that the future of CTV advertising is not just bright—it’s dynamic.

How The Trade Desk Became the Ghost in the Marketing Machine

By
Pesach Lattin
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0

Enter Olivia Kory, the Head of Strategy at Haus: “The Trade Desk has to be the most successful company that no marketer I know is using.”

That’s like saying the Pope is Catholic – an obvious statement, yet somehow still shocking.

Eric Benjamin Seufert of Heracles Capital swoops in to provide some clarity: TTD, despite its massive size, is apparently playing in a different sandbox than Google’s gargantuan Network business.

Here’s the kicker – Eric breaks it down, pointing out that while Google’s Network raked in $31.3 billion in 2023, TTD is sitting pretty with $1.9 billion. And TTD’s strategic focus? Retail media and CTV. So, what’s the deal with the open web? Eric’s tweets unravel the open web’s sad story: it’s in a state of systemic decay. Translation? Banner ads are the walking dead. And if you’re a DTC brand looking for that sweet, sweet ROI, the open web is not your promised land.

It’s more like a haunted house – spooky, a little outdated, and definitely not where you want to set up shop.

Adam Heimlich at Chalice Algo decides to chime in with a question that makes you wonder if you’ve been missing a crucial page from the ad tech manual: why does Eric separate CTV and retail campaigns from the “open web”? It’s like trying to distinguish between artisanal toast and regular toast – confusing, yet somehow important to those in the know. Heimlich’s frustration is palpable as he points out that “open web” has morphed into this nebulous blob of ad tech jargon that nobody can quite pin down. It’s as if the term has been stretched and twisted until it’s about as meaningful as “synergy” in a corporate meeting.

Heimlich doesn’t stop there. He goes on to argue that everything should fall under the OpenRTB auction protocol. It’s all the same circus, just different clowns, right? Why the need for these artificial distinctions? The debate then spirals into a semantic black hole, akin to a group of hipsters in a Brooklyn coffee shop passionately arguing whether vinyl really does sound better than digital. Spoiler alert: nobody wins, and everyone leaves a bit more confused than when they started.

As the Twitter debate rages on, it becomes clear that ad tech is as much about marketing lingo as it is about actual technology. Terms like “open web” get thrown around with the casual precision of a hipster using a typewriter – it looks cool, but does anyone really understand what’s being typed? Meanwhile, Heimlich’s valid question hangs in the air, unanswered, like the eternal mystery of why avocado toast costs so much. It’s a reminder that in the ever-evolving world of ad tech, clarity is often the first casualty.

Another user, channeling the spirit of a seasoned carnival barker, threw in his two cents and then some. He pointed out that if he owned a CTV platform, he’d make damn sure it wasn’t lumped in with the open web. This isn’t just about semantics, folks; it’s about survival in the cutthroat world of ad tech. CTV commands higher CPMs – and rightfully so. It’s the difference between dining at a Michelin-starred restaurant and grabbing a soggy burrito from the gas station. Both technically feed you, but one experience leaves you feeling like a king while the other just leaves you with heartburn.

The logic is simple: CTV, with its glossy high-definition allure and prime-time positioning, is the gourmet meal of the advertising world. Advertisers drool over its potential to captivate and convert audiences who are lounging comfortably on their couches, popcorn in hand. In contrast, the open web is like the microwave dinner you heat up because you’re too tired to cook – it’s functional, but it doesn’t exactly scream luxury. CPMs, or cost per thousand impressions, are the currency here, and CTV’s higher rates reflect its premium status. Advertisers are willing to fork over more cash for the chance to appear on the big screen, rather than a banner ad squeezed between cat videos and clickbait.

The conversation, like a roller coaster designed by Escher, twists and turns into new territory. Enter Rob Leathern, an old friend and fellow ad tech aficionado, who notes that most people don’t bother to differentiate between “web” and “internet.” It’s a fair point. To the average user, the terms are interchangeable, like “couch” and “sofa.” But in the labyrinthine world of ad tech, these distinctions matter. It’s the difference between understanding that the web is a subset of the internet, and assuming that everything online falls under one giant, amorphous digital blob.

Leathern’s observation underscores a fundamental issue: the ad tech industry’s penchant for jargon often leaves outsiders scratching their heads. The term “open web” gets bandied about with the frequency of a buzzword at a Silicon Valley pitch meeting, but its precise definition remains elusive.

Is it just websites and banner ads? Does it include apps? What about mobile versus desktop? These questions swirl around the conversation like leaves in a gust of wind, leaving a trail of confusion in their wake.

Adam Heimlich, ever the contrarian, points out that to most folks, anything they can’t access when the Wi-Fi is down falls into the same category.

But, oh, the nuance! CTV isn’t just the web; it’s a shiny new playground where the ad dollars flow like wine at a Roman orgy.


Retail media, on the other hand, is a different beast entirely. As Heimlich points out, much of it happens on the open web, but it comes armed with targeting data that adds a twist. This raises the question: is it truly the open web, or is it something more sinister? It’s like a Trojan horse – it looks familiar on the outside, but there’s a lot more going on beneath the surface.

This targeted approach makes retail media a powerful player in the ad tech game. While it may seem like just another part of the open web, the depth and precision of its targeting capabilities set it apart. It’s not just about placing ads; it’s about strategically reaching consumers with laser-like focus, turning the familiar landscape of the web into a battleground for consumer attention. This stealthy, data-driven strategy makes retail media both intriguing and a bit unsettling, as it redefines what we thought we knew about online advertising.

Back to the sad reality of banner ads. They’re the forgotten relics of a bygone era, much like MySpace or Blockbuster. Eric Seufert’s lament about the decline of Google’s Network business underscores this point. It’s not just that banner ads are declining; it’s that the entire model of open web advertising is losing its luster.

As Doug Lauretano of Civic Science Advertising wisely notes, the term “open internet” is often used as a buzzword, a way to virtue signal in sales pitches. It’s like saying “organic” at Whole Foods – it sounds good, but does anyone really know what it means? The ad tech world loves its jargon, and the open web is just the latest casualty in this linguistic bloodbath.

In the end, the conversation about The Trade Desk and the open web is a microcosm of the ad tech industry’s larger identity crisis. It’s a world full of innovation, but also full of confusion. And while TTD continues to rake in the cash, the DTC marketers are left scratching their heads, wondering if they missed the memo.

So, here’s to you, The Trade Desk – the valedictorian nobody talks about, the unsung hero of the programmatic playground. Keep doing you, even if the DTC crowd doesn’t get it. They’ll come around eventually. Or not. Either way, you’re laughing all the way to the bank.

Welcome to the Brave New World of Call Centers – Now with 99% Less Human Interaction!

By
Pesach Lattin
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0

Guess What? Frank Casale, the grandmaster of outsourcing, has just unveiled his latest white paper, “The Call Center of the Future,” and it’s as if he’s inviting us to a dystopian amusement park where the rides are run by robots. No, seriously. Imagine your friendly neighborhood call center, but instead of humans, it’s packed with AI bots that never tire, never eat, and wouldn’t know a coffee break if it bit them. Spoiler alert: customer service is about to get a whole lot weirder.

Casale, the visionary who coined the term “Digital Labor” back when people were still figuring out what a hashtag was, is here to announce that the future has finally arrived. And it’s dressed in ones and zeros. Picture this: a call center where your complaints are handled by AI agents who don’t just work around the clock—they redefine the concept. These bots are not just taking your calls; they’re crushing the customer service game with the efficiency of a caffeine-fueled octopus.

For us mere mortals, this means the end of those dreadful hold times where you contemplate the meaning of life while a muzak version of “Eye of the Tiger” plays on repeat. No more losing context mid-call as you’re transferred from one befuddled human to another. And gone are the days of screaming “REPRESENTATIVE” into the abyss, hoping some sympathetic soul will rescue you from the digital purgatory. Instead, these AI agents promise seamless, omnichannel communication that’s multilingual and even ready to plunge into your VR-enabled customer service escapades. Imagine resolving your billing issues while virtually skydiving or lounging on a beach, all courtesy of your AI helper.

Businesses are set to benefit too, like kids on Hanukkah. With these AI-driven operations, scalability, agility, and elasticity are the new buzzwords. These systems can expand or contract faster than your waistline during the holidays, adapting effortlessly to fluctuating demands. Casale envisions a utopia where the quality of service isn’t just high; it’s stratospheric. Think about it—predictable pricing, consistent performance, and an army of digital minions who don’t take sick days. It’s like having a fleet of customer service ninjas at your disposal, ready to tackle issues with the speed and precision of a perfectly executed dreidel spin.

Let’s dive into the nitty-gritty, because the details are juicier than a brisket at a family simcha. These autonomous call centers aren’t just about efficiency; they’re about transforming the entire customer experience. The AI agents are equipped to handle unstructured communications, adapt to bizarre edge cases, and learn from each interaction. It’s like having a personal assistant who gets smarter every time you talk to them, minus the passive-aggressive post-it notes.

And it gets better. The AI’s ability to identify and resolve complex issues with minimal human intervention means that your chances of encountering a clueless representative who transfers you to five different departments are as slim as a matzah on Pesach. Process transparency is the name of the game here, allowing for continuous improvement and optimization. It’s like turning your call center into a lean, mean, customer-pleasing machine.

Casale’s vision doesn’t stop at making things better for customers and businesses. He’s thinking long-term, like five years down the road when the AI agents become integral team members, managing tasks and exceptions without needing to call for backup. They’ll adapt to situations, exhibit empathy (yes, robots with feelings), and even set specific objectives to achieve desired outcomes. It’s the kind of future where your call center not only anticipates your needs but also becomes your go-to buddy for all things customer service.

But let’s not kid ourselves—this isn’t just about customer service. It’s about redefining the workplace. The mid-tier workforce will struggle to stay relevant as AI takes over more tasks. Unemployment and inequality could rise, especially in Western countries where the human touch was once the gold standard. But hey, progress has its price, right? And while the labor market shifts, the most respected companies will focus on hyper-personalized interactions, ensuring that every customer feels like they’re getting the royal treatment.

So, where does this leave us? In a world where your next customer service interaction might be with an AI that knows your preferences better than your spouse, and businesses operate with the efficiency of a Swiss watch. The “Call Center of the Future” is less a place and more an experience—one where technology and human ingenuity blend seamlessly to create something truly remarkable. Casale has laid out a blueprint for a world where call centers are not just necessary evils but vital components of a dynamic, customer-centric universe. And as we stand on the cusp of this brave new world, one thing is clear: the future is here, and it’s automated.

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Retail Media Networks: Still Not Ready for Prime Time (But Huge Potential Looms)

By
Pesach Lattin
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0

Retail Media Networks (RMNs) have been hyped as the advertising messiah, promising brands a golden ticket of rich consumer data and prime ad real estate right at the point of purchase. It’s like being promised a unicorn that poops rainbows and cash. But let’s cut through the PR fluff and take a hard look at why RMNs are still more of a mirage in the desert than an oasis right now.

Sure, RMNs come with some pretty shiny stats. According to DoubleVerify, they outperform traditional digital environments in key areas like brand suitability and fraud prevention. Fraud rates in RMNs are nearly one-third lower than the overall industry average, and brand suitability violations are 10% less frequent. On paper, this sounds like a dream come true.

But let’s be real—this is more like the part of the dream where you realize you’re naked in public.

One of the biggest issues with RMNs is viewability, and it’s a whopper. DoubleVerify’s report reveals that viewability in RMNs’ Owned & Operated (O&O) inventory is a pathetic 36%. Yeah, you read that right—barely over a third of ads are actually seen. Meanwhile, their audience extension inventory scores a more respectable 73%, but this glaring discrepancy shows that retailers are more concerned with the shopping experience than ensuring your ads are actually seen.

If no one sees your ad, it’s basically like shouting into the void.

Then there’s the nightmare of measurement and ROI. Econsultancy points out that the lack of standardized measurement across RMNs is a significant roadblock. Brands need solid metrics to understand the impact of their ad spend, but the industry is still in the stone age here. Incrementality measurement, or proving the actual business impact of ad spend, remains as elusive as Bigfoot. Without reliable metrics, brands are gambling with their budgets, hoping for the best while preparing for the worst.

Engaging with RMNs isn’t just complicated; it’s expensive. The Path to Purchase Institute’s survey found that over a quarter of brands cited increased costs, minimum spend requirements, and budget constraints as major challenges. And it’s not just about the cash—it’s about the complexity. Many brands are juggling relationships with multiple RMNs, some working with over ten networks at once. This complexity can dilute the effectiveness of marketing strategies and spread resources thinner than a hipster’s avocado toast.

With third-party cookies going the way of the dodo, RMNs’ reliance on first-party data is both a strength and a potential catastrophe. Bain & Company notes that while first-party data is valuable, it also raises significant privacy and data security concerns. Retailers need to ensure robust data security and gain user consent at every stage, which requires substantial investment. Consumers are getting savvier about how their data is used, and any misstep can lead to a PR disaster faster than you can say “Cambridge Analytica.”

There’s also a lot of buzz about the potential of in-store media to bridge the online-offline gap. However, this area is still crawling when it should be sprinting. Econsultancy highlights that strategies successful online don’t always translate well in physical stores. Investments in in-store digital screens and programmatic buying are necessary but fraught with risks. Retailers must tread carefully to avoid sinking capital into initiatives without clear, measurable returns.

Finally, there’s the issue of integration. Retailers need to integrate their media networks with broader marketing and sales strategies to fully unlock their potential. This means moving beyond siloed operations to create cohesive, omnichannel experiences that connect online and offline interactions. However, as MarTech.org notes, achieving this level of integration requires significant technological advancements and collaboration across the retail ecosystem. It’s like trying to assemble IKEA furniture without the manual—frustrating and often ending in disaster.

According to Nicole Kivel of Criteo, fragmentation is another major issue: “The increased attention means increased pressure to demonstrate impact, which will be a heavy burden on all those involved. Advertisers are becoming increasingly concerned about… the difficulty of accurately measuring the impact of marketing efforts”​ (Econsultancy)​. Frost Prioleau from Simpli.fi predicts that “Retail media will continue its strong growth, as retailers continue to leverage their first-party data to build out ad networks and/or data businesses, both of which provide high-margin revenue”​ (MarTech)​.

Now, let’s talk about the big dog in the yard—Walmart. The retail behemoth is poised to dominate the RMN space, especially after its acquisition of Vizio for $2.3 billion. This move isn’t just Walmart dipping its toes in the water; it’s cannonballing into the deep end. Vizio’s SmartCast Operating System, with over 18 million active accounts, provides Walmart with a powerful platform to integrate ads into connected TVs, expanding its advertising reach significantly.

This acquisition is more than just a play for more ad space; it positions Walmart to directly compete with giants like Amazon in the connected TV and streaming ad market. By leveraging Vizio’s existing relationships with advertisers and its robust platform, Walmart can offer highly targeted, data-driven ad placements that could redefine the retail media landscape. “We believe Vizio’s customer-centric operating system provides great viewing experiences at attractive price points,” said Seth Dallaire, Walmart’s EVP and chief revenue officer, highlighting the strategic importance of this deal.

Walmart’s vast physical footprint, combined with Vizio’s technology, means the potential for seamless integration of in-store and digital advertising is enormous. Imagine walking into a Walmart and seeing tailored ads on in-store screens, then going home to find related ads on your Vizio Smart TV. This creates a continuous, omnichannel advertising experience that’s hard for competitors to match. However, not everyone can play in Walmart’s league. This acquisition underscores Walmart’s commitment to becoming a dominant force in retail media, leveraging its scale and technological integration to create a formidable advertising ecosystem.

Oliver Banks, a retail transformation consultant, raises an important point: “But in the stampede to chase profits, are we being customer-centric? And do retail media networks create complexity in what it even means to be customer-centric?” His insights underscore the need for RMNs to focus on delivering value and a positive experience to their paying customers—brands—who are currently left dissatisfied with the status quo.

Banks also highlights a startling statistic: “Over 80% of retailers are offering an NPS of below zero. This would be a tragic score if presented as a B2C NPS score and would likely elicit an immediate CX recovery programme and investment.” The low NPS scores indicate a significant gap between the promise and the reality of RMNs, which retailers must address to avoid alienating brands.

Retail Media Networks offer exciting possibilities, but the current reality is far from the polished sales pitch. Brands and retailers must navigate a minefield of high costs, measurement challenges, and privacy concerns to harness the potential of RMNs. Until these hurdles are addressed, RMNs will remain more of a glittering promise than a fully realized solution. But don’t write them off just yet—once these kinks are ironed out, RMNs will be a force to be reckoned with.

Sucker Punching Clickbait: David Kohl’s Fight for Ad Integrity

By
Pesach Lattin
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0

Alright, folks, brace yourselves. We’ve got a hot one today on “The Adotat Show.” David Kohl, the ad tech guru who’s been everywhere from PwC to TrustX, is here to drop some serious knowledge bombs. This isn’t your grandma’s fireside chat—expect sass, wit, and a whole lot of truth. And spoiler alert: David’s breakfast of choice is as straightforward as his insights—great grains cereal. Yeah, no kale smoothies here.

Kohl doesn’t do fluff. When I asked him for the real dirt on the industry, he didn’t waste a second on pleasantries or corporate jargon. He leaned forward, ready to unload the unvarnished truth. “There are two big stories going on in our industry right now. MFA—made for advertising. Big press earlier this week… And not a day goes by we don’t see something on cookies, privacy, data protection,” he explained. This isn’t your typical polished soundbite; Kohl speaks with the conviction of someone who’s been in the trenches and seen the battles firsthand.

His mention of MFA, or made-for-advertising content, cuts straight to one of the industry’s sorest spots. It’s a realm where low-quality, clickbait-driven content thrives, siphoning off ad dollars that should be supporting legitimate publishers. Kohl didn’t hold back on the implications. This isn’t just a hiccup in the system—it’s a fundamental challenge that threatens the integrity of digital advertising. The recent press coverage, he noted, has brought this issue into sharper focus, making it impossible for anyone to ignore.

Then, there’s the ever-looming issue of cookies, privacy, and data protection. Kohl highlighted how these topics are the daily bread of industry conversations, shaping policies and strategies. “And not a day goes by we don’t see something on cookies, privacy, data protection,” he remarked. It’s clear that the ad tech landscape is undergoing seismic changes, driven by the growing demand for greater transparency and consumer control over personal data. Kohl’s candor on these subjects reflects a deep understanding of the industry’s complexities and an unwavering commitment to addressing its most pressing challenges head-on.

Remember when Jeff Zucker lamented the move from analog dollars to digital pennies? David Kohl sure does. “That may have been the very beginning of the TrustX journey for me,” he muses, with the clarity of someone who’s watched the industry evolve—or devolve—over decades. Zucker’s observation wasn’t just a passing comment; it was a stark illustration of the digital economy’s growing pains. Those precious analog dollars were evaporating, morphing into digital pocket change that left traditional media giants reeling. For Kohl, this wasn’t just a trend; it was a siren call. The industry needed a hero to navigate these treacherous waters, and who better than a straight-talking, cereal-loving New Yorker with a knack for seeing through the BS?

Watching those analog dollars transform into digital pennies was Kohl’s wake-up call. He saw an industry in desperate need of a lifeline, floundering in the chaotic seas of programmatic advertising and shady data practices. This realization didn’t just ignite a spark; it lit a fire. Kohl knew it was time to step up and steer the ship towards transparency and accountability. He didn’t set out to be a hero, but sometimes the cape fits whether you want it to or not. TrustX was born from this vision, a beacon for premium publishers and advertisers tired of being shortchanged in a world gone mad with digital deception. And thus, the journey began, with Kohl at the helm, determined to turn those digital pennies back into something of real value.

Navigating the stormy seas of digital advertising isn’t for the faint of heart. “Programmatic was like a rocket ship in terms of adoption,” Kohl recalls. “But with it came non-transparency and all the dark corners of digital.” His mission with TrustX? Shine a light on those murky waters and create a transparent ecosystem where advertisers and publishers can thrive.

Kohl’s extensive consulting background gave him a unique vantage point. He spent years listening to clients from NBC to Disney and quickly realized that programmatic advertising, for all its promises, was falling short. “We created an ecosystem designed to create profit in the middle, but forgot our job was to enable brands to reach their consumers effectively,” he says, cutting through the jargon with surgical precision.

When it comes to privacy, David Kohl doesn’t mince words. He’s seen firsthand the upheaval that the deprecation of cookies and other identifiers has brought to the ad tech world. “We’re at a moment where everything’s in the balance,” he explains with the gravity of someone who knows the stakes. This isn’t just about tweaking a few lines of code; it’s about fundamentally rethinking how the industry operates. For years, cookies were the backbone of digital advertising, allowing marketers to track users and deliver targeted ads. But as privacy concerns have surged, these tiny data packets have come under fire, leading to a seismic shift in how we approach online advertising.

Kohl views this shift as both a threat and an opportunity. The threat is obvious: without cookies, the industry loses a powerful tool for tracking and targeting, potentially undermining the effectiveness of digital ads. But Kohl, ever the optimist, sees the opportunity in this crisis. The demise of cookies forces the industry to innovate, to find new ways to respect user privacy while still delivering effective advertising. It’s a chance to rebuild the system from the ground up, incorporating privacy by design rather than as an afterthought. This, Kohl believes, could lead to a more sustainable and ethical digital ecosystem.

The future, according to Kohl, lies in striking a delicate balance between shared identity systems and clean rooms. Shared identity systems, he explains, serve a crucial purpose by allowing advertisers and publishers to connect audiences with relevant content. However, they run the risk of repeating past mistakes if not implemented correctly. “Shared identity kind of looks like a cookie, it smells like a cookie, it tastes like a cookie,” Kohl says. The challenge is to create an identity infrastructure that respects user privacy while still providing the functionality that advertisers need.

On the other hand, clean rooms represent a more sophisticated solution. These are secure environments where data can be analyzed without being shared across the bid stream, thus protecting user privacy. “Clean rooms are actually really powerful database technologies that allow one-to-one connectivity and collaboration without data going all across the bid stream,” Kohl explains. The downside? They’re complex and expensive, making them accessible primarily to large players like NBC and top-tier advertisers. Kohl recognizes that for clean rooms to be a viable solution for the industry as a whole, they need to be more scalable and affordable.

Kohl envisions a middle ground between these two approaches, combining the best elements of shared identity systems and clean rooms. “We’ve got to find a middle ground,” he insists. This middle ground would offer the privacy protections of clean rooms without their prohibitive cost and complexity, making it accessible to a broader range of advertisers and publishers. It’s a daunting challenge, but Kohl is optimistic. He believes that with the right innovations, the industry can navigate these turbulent waters and emerge stronger, with a renewed focus on user privacy and data security. This balance, he argues, is not just a technical necessity but a moral imperative, ensuring that the digital advertising ecosystem respects and protects the people it ultimately serves.


So, is David Kohl a superhero or a mad scientist? “I’m just a guy that’s kind of bald and maybe a little fat,” he quips, with the self-deprecating humor that makes him both relatable and refreshing in an industry often filled with puffed-up egos. Kohl’s humility is disarming, but don’t be fooled—beneath that laid-back exterior is a razor-sharp mind that sees through the BS of the ad tech world. He’s not here to save the day with a cape and tights; he’s here with a toolbox of innovation and a relentless drive for transparency.

Kohl’s ultimate nightmare? A world without variety, where repetition reigns supreme. Imagine a dystopia where every breakfast is kale smoothies and every ad is a cookie-cutter template. For Kohl, a passionate foodie, that’s the stuff of horror movies. His love for culinary adventures mirrors his professional ethos: always seeking new flavors, new experiences, new ways to disrupt the status quo. It’s this insatiable curiosity and refusal to settle for mediocrity that sets him apart. He’s the kind of guy who’d rather starve than eat the same meal twice, and it shows in how he approaches the ad tech landscape.

In the world of digital advertising, where many are content to follow the same old script, Kohl is always looking for the next big thing. He approaches his work with the same gusto as he would a five-course meal at a Michelin-starred restaurant, savoring each new challenge and opportunity. This relentless pursuit of variety and innovation keeps him ahead of the curve, constantly pushing boundaries. So, while he might joke about being just a regular guy, don’t be fooled—Kohl’s appetite for the new and the novel is what makes him a true trailblazer in an industry desperately in need of fresh thinking.

One of the most pressing issues David Kohl tackles is the plague of MFA (made-for-advertising) sites. These digital leeches have become the bane of the advertising industry, siphoning off ad dollars that should be going to premium publishers. “There is zero possibility that an advertiser will truly get value from MFA,” Kohl declares with the conviction of someone who’s seen the dark underbelly of digital advertising. These sites churn out clickbait and low-quality content, creating a vicious cycle where ad dollars fuel more garbage, leaving premium content creators in the dust.

Kohl is unapologetically blunt about the impact of these MFA sites. He points out that the advertisers are not just wasting money; they’re actively damaging their brands. “Consumers who see brands in these horrific clickbait environments will actually hold it against the advertiser for supporting them,” he says. Research backs him up, with studies showing that consumers lose trust in brands associated with low-quality, deceptive content. It’s not just about wasted budgets—it’s about brand integrity and consumer trust.

The solution, according to Kohl, lies in shifting the focus from exclusion lists to inclusion lists. “I’m a fan of inclusion lists. I’m a fan of buyers selecting performant media and sticking with it,” he emphasizes. Instead of playing a never-ending game of whack-a-mole with MFA sites, Kohl advocates for advertisers to start with a list of high-quality publishers they know and trust. This proactive approach ensures that ad dollars support legitimate content creators who deliver real value, both to advertisers and audiences.

Inclusion lists are not just a defensive strategy—they’re a way to elevate the entire ecosystem. By funneling money into premium publishers, advertisers can help foster a healthier digital landscape. “Premium performs,” Kohl asserts, highlighting that advertisers who use inclusion lists see better outcomes. It’s a win-win: advertisers get more effective campaigns, and quality publishers get the financial support they need to continue producing great content.

Kohl is realistic about the challenges, but he remains optimistic. He acknowledges that the middle ground—the non-MFA but not quite premium sites—can be tricky. These sites may rely on practices like referred traffic, which can muddy the waters. However, Kohl believes that with diligent monitoring and a commitment to quality, advertisers can navigate this space effectively. “Start with an inclusion list of quality inventory sellers,” he advises. “If by accident you left out some smaller, longer tail publisher, add them later.” It’s a straightforward yet powerful strategy to combat the scourge of MFA and ensure that digital advertising dollars are well spent.

Kohl’s vision for TrustX is all about differentiation. He’s working to make it easier for advertisers to buy high-performing media while also adding new tools for privacy and data protection. His ultimate goal? To create a digital ad ecosystem where ads live harmoniously with content that doesn’t make your eyes roll back into your skull.

If Kohl could send a time-traveling text to his younger self, it would be simple: “Get home more.” He reflects on the sacrifices made in pursuit of career success and the importance of balancing work with personal life. It’s a poignant reminder that even the most driven professionals need to keep their priorities in check.

So, what’s next for David Kohl and TrustX? With a steady hand on the helm and a vision for a better, more transparent ad ecosystem, it looks like they’re just getting started. And trust me, you won’t want to miss what comes next.

Why Your Programmatic Strategy Sucks Without Curation (And How to Fix It)

By
Pesach Lattin
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0

I’m Pesach Lattin, and if you’re not familiar with me, you probably haven’t been paying attention to the ad tech world. I’ve been in this racket since the internet was powered by hamster wheels. I launched FGN.com back in ’96, sold it to Cybereerps for just under half a mil, and that was my jumping-off point. From there, I rolled out networks like Total Women and Total Health, all about curated content and sites. Fast forward to now, and the ad tech scene is in desperate need of a shake-up. Enter the curated marketplace, which is basically the reincarnation of those old-school niche ad networks, but with a slick, high-tech vibe.

Programmatic advertising has turned into a monster, an over-engineered mess where everyone’s fighting over scraps. The impending cookie apocalypse has thrown the industry into a tailspin, with folks scrambling to figure out identity resolution, targeting, and attribution. But here’s the kicker: the solution isn’t some shiny new tech—it’s something as old as the internet itself: curation.

Think of curation as that cool DJ who knows exactly what tracks to drop to get everyone moving. In the programmatic world, curation is about handpicking the best data and supply, packaging it up into unique PMP-based deals, and selling it through any DSP. It’s quick, efficient, and fits right into the existing programmatic workflow without breaking a sweat.

For agencies, curation is a lifeline. Remember when agencies were chosen for their media buying prowess, optimization skills, and cozy publisher connections? Then programmatic came along and flattened everything into a bland, automated soup. But with curation, agencies can reclaim their mojo. They can centralize their campaigns, making sure every dollar is tracked and maximized. No more black box nonsense—curation brings transparency, letting agencies see exactly where their money is going and how it’s being spent. This newfound clarity also means agencies can rebuild those direct relationships with media owners, cutting deals based on volume and aligned brand values, just like the good old days.

Data providers, those unsung heroes, have always been stuck in a thankless role. They’re like the middle children of programmatic, always overlooked and underappreciated. They face issues like lack of reporting visibility, difficulty reaching media buyers, and safeguarding data. But curation offers them a way out. By packaging their data with media on the supply side, data providers gain control over their segments and can track usage in real-time. This not only improves revenue forecasting but also protects their proprietary data. And with third-party cookies on the way out, curation allows data providers to leverage the best identity resolution solutions, keeping them relevant and in control.

Publishers, on the other hand, have their own set of challenges. Their first-party data is like gold, especially with third-party cookies disappearing. But to let advertisers target their audiences off-network, they’ve had to give up some control over this valuable data. Curation changes that. By integrating their first-party data into curated deals, publishers can protect their assets while extending their audience reach. They can target their own visitors on the open web without having to run an in-house trade desk, which is often expensive and resource-intensive. Curation offers publishers a streamlined way to monetize their audiences with minimal friction, using the same programmatic workflows that are already in place. It’s like getting the best of both worlds—control and monetization—without the usual headaches.

To put it bluntly, curation is turning the tables on the programmatic ecosystem. Agencies are finding new ways to stand out, data providers are gaining the control they’ve always wanted, and publishers are finally able to fully leverage their first-party data without losing their grip on it. This isn’t just a subtle shift; it’s a revolution that’s putting power back into the hands of those who create and manage content.

Drew Stein of Audigent is all in on curation, calling it a simple yet transformative approach. The old way was all about the buy side, using DSP platforms to optimize data and inventory. Curation flips that script, pushing data through the supply path and opening up new opportunities for targeting and optimization. It’s a future-proof strategy that marries data with the sell side, creating better results for brands and media agencies.

And let’s not forget the economic and regulatory landscape. With privacy laws tightening and the end of third-party cookies looming, advertisers are scrambling to find new ways to engage consumers. PubMatic, for instance, is working with top advertisers on sell-side data activation to build resilient, channel-agnostic strategies. Sell-side targeting is emerging as a privacy-safe tactic that helps brands navigate these changes while maintaining high performance and visibility.

So, where does this leave us? It brings us full circle to the concept of the curated marketplace. Back in the day, niche ad networks like the ones I created thrived on curated content and targeted audiences. Today’s curated marketplaces are the sophisticated descendants of those early networks, leveraging advanced technology to deliver highly targeted, effective advertising solutions. They bring transparency, control, and efficiency back to the table, addressing the shortcomings of a fragmented and often opaque programmatic landscape.

The rise of Curation Houses like Kargo, Concert by Vox, Audigent, and Multilocal is a testament to this shift. These modern intermediaries are campaign-oriented, driving demand directly from clients and media agencies. They’re equipped with advanced data targeting features and are poised to take over the decision-making layer that DSPs once dominated. Publishers, wary of data leakage and rising costs, are more than willing to collaborate with these curators in hopes of unlocking new revenue streams.

In essence, the curated marketplace is reshaping the programmatic world, offering a sophisticated, data-driven approach that benefits everyone involved. It’s a reminder that sometimes, looking back can help us move forward, bringing timeless strategies into the modern era with a fresh, innovative twist.

Nielsen’s New Tool Puts the Streaming Wars in Perspective, Or Does It?

By
Pesach Lattin
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0

Alright, so Nielsen decided to jazz things up with a shiny new toy to monitor the streaming wars. Introducing the Media Distributor Gauge, the latest contraption to dissect our media consumption habits. This gizmo will break down total cross-platform viewership across media companies, and honestly, it feels like the data version of a reality show reunion special—complete with all the drama but none of the cheap champagne.

Think of this new gadget as a spin-off of Nielsen’s monthly The Gauge report. But instead of just telling us which platform is winning, it’s breaking it down by media company. It’s like Nielsen’s way of saying, “Yeah, we see you, but let’s get real granular.”

For instance, in April, The Walt Disney Company was the belle of the ball, claiming 11.5% of total TV viewing time across Disney+, Hulu, and ABC. But don’t start rolling out the red carpet just yet—YouTube still took the crown as the most-watched individual platform with 9.6% of total viewing. Sure, YouTube’s numbers dipped 3% from March, but it’s still the reigning champ for 15 months straight. That’s more staying power than most reality TV show stars. Seriously, someone give YouTube a trophy already.

Brian Fuhrer, Nielsen’s SVP of product strategy and thought leadership, broke down the rationale in a video that probably felt like a TED Talk on steroids. “The original objective was to show how viewing trended across broadcast, cable, and streaming,” Fuhrer explained. “But now, The Gauge will add data on audience engagement by media distributor.” Translation: we’re slicing this pie thinner than ever, and hoping you don’t notice the calories.

Karthik Rao, CEO of Nielsen, added his two cents, calling the Media Distributor Gauge a “perfect complement” to the original Gauge. According to him, it’s the first convergent TV comparison of its kind, giving us the most complete picture of TV viewing today. Cue the applause from advertisers and media planners. Somewhere in an office, a marketing exec is popping a bottle of Dom Pérignon.

Time out. Who else thinks this Media Distributor Gauge is Nielsen’s clever trick to frame the data in a way that suits them?

Let me break it down for you.

The original Gauge was all about how viewers were accessing content on the same device type. It was a critical tool for brands to understand the shift from linear to streaming. It was like Nielsen was handing us a clear map to navigate the treacherous seas of modern media consumption.

This new report, however, shifts the focus to who’s winning the attention game on TV. And while that sounds great on paper, it’s missing a massive chunk of the picture. It’s like judging a cooking contest but only tasting the appetizers.

We can’t ignore the fact that the living room big screen isn’t the only—or even the primary—device for video engagement anymore. Sure, it’s still got its place, but it’s not the sole ruler of our attention spans. If we’re going to talk about who captures the most eyeballs, let’s include all the scroll-happy platforms on mobile. TikTok, the rest of YouTube, Meta, Snap—these are the real gladiators in the arena, not just the guys hogging the big screen.

According to Nielsen, the average US adult spends 32 hours a week with TV (both streaming and linear), which shakes out to about 4.5 hours a day. Disney’s 11.5% share translates to just over 30 minutes a day. Now, compare that to the 150 million US users on TikTok who average 90 minutes a day consuming content. Ninety minutes! That’s like watching The Godfather every single day, but instead, it’s cat videos and dance challenges.

If we included mobile viewing in Nielsen’s calculations, YouTube would essentially double its share. Double. It’s like Nielsen’s playing with one hand tied behind its back and still expecting to win the game. The big screen is just one piece of the puzzle, and without considering mobile, we’re missing the forest for the trees.

So, while Disney might be popping champagne, it’s important to remember there’s a whole other battlefield out there. The Media Distributor Gauge is a step in the right direction, sure, but if we really want to understand who’s winning the attention war, we need to broaden our scope beyond the TV screen.

Netflix and EDO: Turning Viewers into Ad Responders

By
Pesach Lattin
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0

Alright folks, grab your popcorn because Netflix is taking a sledgehammer to the streaming ad game. At its recent upfront event, Netflix flexed its muscles and announced some heavyweight moves that might just leave the competition quaking in their boots. We’re talking 40 million monthly active users on its ad-supported plan—a jaw-dropping leap from a mere 5 million last year. If you’re still underestimating Netflix, it’s time to wake up.

Starting this summer, Netflix is bringing in The Trade Desk, Google’s Display & Video 360, and Magnite to join forces with Microsoft. It’s like assembling the Avengers of ad tech. And that’s not all—Netflix plans to launch its very own in-house ad tech platform. Why? Because why play with rented toys when you can build your own superweapon?

Amy Reinhard, Netflix’s president of advertising, declared at the event, “We’re being incredibly strategic about how we present ads because we want our members to have a phenomenal experience.” Translation: We want to make ads so good you’ll forget you’re being sold to.

Let’s crunch some numbers, shall we? Netflix’s ad-supported plan isn’t just a side hustle; it’s a full-blown phenomenon. Over 40% of new signups in markets where the ad-supported plan is available are choosing it. That’s a lot of eyeballs glued to screens, and it’s not just any audience—they’re the coveted demographic that advertisers drool over. These viewers are younger, richer, and far more engaged than your typical TV audience.

More than 70% of these ad-supported viewers are clocking in over 10 hours a month, which is a solid 15% higher than Netflix’s nearest streaming competitor. We’re talking serious commitment here. These aren’t the passive watchers who let shows play in the background while they scroll through their phones. These are engaged viewers, the kind who are actually paying attention—making them prime real estate for advertisers.

Netflix has cracked the code on how to get people to binge-watch ads, not just their favorite shows. It’s a balancing act—keeping the content irresistible while making the ads just engaging enough to keep viewers hooked rather than reaching for the remote. With this level of engagement, Netflix is not only attracting more subscribers but also proving to advertisers that this is the place to be. Netflix isn’t just another channel; it’s the main stage, and the audience is paying attention.

Netflix isn’t just going it alone; it’s adding a laundry list of new measurement partners to its roster. We’re talking Affinity Solutions, iSpotTV, Kantar, Lucid, NCSolutions, and TVision. These newbies join the already packed party with Nielsen, EDO, DoubleVerify, and Integral Ad Science.

EDO, in particular, stands out as a crucial player in measuring the direct response to ads. Their data reveals that Netflix members are around twice as likely to respond to an advertisement on the platform compared to other streaming services and linear TV. The message is clear: Netflix wants advertisers to know exactly what they’re getting for their money, and then some.

EDO’s partnership with Netflix is like bringing in the special ops team for ad measurement. These folks aren’t just about counting eyeballs; they’re digging deep into how viewers actually respond to ads. EDO’s data has shown that Netflix members are around twice as likely to respond to an advertisement on the platform compared to other streaming services and linear TV. This is a big deal because it means advertisers are getting more bang for their buck—proof that those dollars are well spent when aimed at a Netflix audience.

What makes EDO stand out in this crowded field of measurement partners is their focus on the direct response. They’re not just telling Netflix how many people saw an ad but showing how many people acted on it. This kind of actionable insight is gold for advertisers looking to fine-tune their strategies and maximize ROI. By integrating EDO’s analytics, Netflix is equipping itself with the kind of precision tools that can turn advertising from a shot in the dark into a well-aimed arrow.

But it’s not just about numbers; it’s about engagement. EDO’s insights reveal a deeper layer of viewer interaction, highlighting how Netflix’s ad-supported plan is more than just tolerable—it’s effective. This partnership underscores Netflix’s commitment to providing a premium experience for both viewers and advertisers. With EDO in the mix, Netflix isn’t just playing the ad game; it’s aiming to win it, ensuring that ads are not only seen but also acted upon.

Netflix has been gently (and not-so-gently) nudging its users towards its ad-supported tier by hiking prices on the ad-free options. It’s a classic move straight out of the playbook—make the cheaper option just enticing enough that people take the bait. Think of it as the digital equivalent of luring kids with candy. Want your shows without ads? That’ll cost you extra. Prefer to save a few bucks? Welcome to Ad Land, where the commercials are just as captivating as the content.

But let’s be real, this isn’t just some casual experiment. Netflix is playing the long game, and they’re playing to win. By steering users towards the ad-supported tier, they’re opening up a goldmine of monetization opportunities. Targeted ads mean big bucks, and Netflix knows it. They’re not just selling ad space; they’re selling premium access to a highly engaged audience that advertisers are drooling over.

So while you’re grumbling about that extra few dollars on your ad-free plan, Netflix is chuckling all the way to the bank. They’ve managed to turn their vast user base into a lucrative revenue stream, proving once again that they’re not just a streaming service—they’re a powerhouse of strategic business moves. Whether you stick with the pricier ad-free option or dive into the ad-supported waters, Netflix has you right where they want you: watching, engaging, and ultimately, making them a whole lot of money.

So, what does this all mean for the future of streaming ads? Netflix is betting big that it can deliver an ad experience that’s not just tolerable but downright enjoyable. It’s a tall order, but if anyone can pull it off, it’s the company that turned binge-watching into a global pastime.

In a world where engagement is king, Netflix’s strategy is all about keeping viewers glued to their screens, whether they’re watching “Stranger Things” or a cleverly targeted ad. As Bela Bajaria put it, “When people watch our shows and movies, they get more value from Netflix, they stick around longer, and they’re more likely to recommend us to their friends.”

In short, Netflix is doubling down on ads, content, and user experience in a way that could redefine the streaming landscape. And for advertisers, the message is clear: Get on board or get left behind.

So, what’s next? Keep your eyes peeled, because the Netflix show is just getting started, and this is one blockbuster you won’t want to miss.

Colossus SSP vs. Adalytics: Who’s Bluffing in this Legal Circus?

By
Pesach Lattin
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0

Alright, folks, gather around for the latest installment of “Ad Tech Gone Wild.” Picture this: Colossus Media LLC, strutting around like the Big Man on Campus, has just slapped Adalytics Research LLC with a civil lawsuit. The charges? Defamation, injurious falsehood, and false advertising. It’s the kind of lawsuit that makes lawyers salivate and PR teams break out in hives. So, who do we believe in this digital drama?

On one side, we have Colossus SSP, part of Direct Digital Holdings, Inc. (Nasdaq: DRCT), strutting their stuff as one of the few Black-owned companies to go public in the U.S. They’re claiming that Adalytics’ report is not just misleading but a full-blown hatchet job aimed at sinking their ship and boosting Adalytics’ sales. They’ve basically accused Adalytics of being the digital equivalent of that kid in high school who spread rumors just to sell more yearbooks.

Now, Adalytics, the scrappy underdog in this tale, is known for its hard-hitting reports that expose the underbelly of the ad tech world. Their latest bombshell accused Colossus of playing dirty by manipulating customer ID data to inflate ad prices. Colossus, predictably, says, “Not us, no way!” They’re crying foul, claiming they’re just middlemen in this shady ad jungle and wouldn’t even know how to mess with the sacred data.

The Lowdown on the Lawsuit

Colossus SSP, part of the oh-so-diverse Direct Digital Holdings, Inc. — one of the rare Black-owned companies to go public in the U.S. — claims that Adalytics’ latest report is not just misleading but is an outright hit job. According to the legal papers, Adalytics is accused of spewing a mountain of inaccuracies, all in the name of boosting their own profile and, naturally, their bottom line.

To paraphrase their legal lingo: “These fabrications were crafted to sabotage Colossus SSP’s reputation and business, essentially to shill Adalytics’ services and woo ad buyers.”

Now, if you’re not familiar with Adalytics, they’re the ad tech equivalent of that nosy neighbor who reports every minor infraction to the HOA. Their report, published on May 10, 2024, and whispered to the press before hitting the digital shelves, accused Colossus of data manipulation — a cardinal sin in ad tech land.

 Data Wars: Adalytics vs. Colossus

The crux of the scandal? Adalytics claimed that Colossus was tweaking customer ID data to jack up ad prices. Colossus, on the other hand, says, “Not us, no way!” They argue they didn’t even have the ability or the smarts to mess with the data, as they were merely middlemen in the shady ad world, with no direct access to the sacred consumer info.

Mark D. Walker, the top dog at Direct Digital Holdings, barked back: “Adalytics’ claims are pure baloney and show a shocking ignorance of how our complicated, jargon-filled industry works.” Walker also stressed that Colossus didn’t tamper with user IDs in their campaigns and had no hand in the shenanigans accused by Adalytics.

Yet, here we are with Colossus in boiling water, facing accusations that they hoodwinked advertisers into targeting the wrong audiences. Agencies are now in a frenzy, auditing their ad buys to see if they’ve been duped. One anonymous agency executive spilled the beans over at Digiday that their clients, who had used Colossus, are now meticulously combing through bid requests and impressions from the start of the year to validate Adalytics’ explosive claims.

They estimate that if IDs were swapped from generic, untargetable user IDs to valuable ones, the cost-per-thousand impressions (CPM) could have soared by at least 30%. Add in specific identifiers like job roles or multicultural markers, and CPMs might have rocketed by 200% to 400%.

Colossus’ Tarnished Crown

The fallout? Some ad tech vendors have already jumped ship according to various reports, halting business with Colossus. One ad tech executive, shrouded in anonymity (because, commercial sensitivities, duh), admitted their decision to ditch Colossus was based on independent testing that echoed Adalytics’ findings. They discovered that ID mismatches were not just a Colossus issue but rampant across the industry. However, Colossus stood out because their mismatched IDs never aligned with the expected ones — a glaring anomaly.

Now, let’s talk about the elephant in the room—or rather, the auditor out the door. Colossus SSP’s parent company, Direct Digital Holdings, recently got a nasty surprise when their auditor, Marcum, packed up their calculators and walked out. Marcum’s sudden departure, effective immediately, has raised more than a few eyebrows and left everyone wondering what skeletons might be rattling around in Colossus’ financial closet. Officially, Marcum claimed their exit wasn’t due to any discovered violations of law or fraud. Unofficially, it’s like watching a captain jump ship without waiting to see if the lifeboats are seaworthy.

The timing couldn’t be worse for Colossus. Just as they’re trying to swat away accusations from Adalytics, they’re now dealing with the fallout of an audit firm abandonment. Financial stability is the name of the game in ad tech, and an auditor walking out is like a giant neon sign flashing “DANGER.” For a company that’s part of one of the few Black-owned public firms, this spells out a PR disaster. Colossus’ reputation is already teetering thanks to Adalytics’ claims, and the auditor’s departure only adds fuel to the fire, suggesting there might be more trouble brewing under the surface.

But wait, there’s more! As if losing Marcum wasn’t enough, Colossus also had to file for an extension on their financial reports. Delays like this don’t just happen out of the blue; they usually signal deeper issues, like financial instability or perhaps some internal chaos. For investors and clients alike, this double whammy of bad news makes Colossus look less like a robust pillar of the ad tech community and more like a house of cards swaying in the breeze. It’s no wonder publishers and ad tech vendors are re-evaluating their relationships with Colossus, treating it like a dubious stock tip from a sketchy cousin.

Colossus’ Defense: The Blame Game

Colossus is sticking to their guns, or more accurately, their excuses. They’re pointing fingers at the convoluted, byzantine mess that is the ad tech ecosystem. According to Mark Walker, the CEO, this tangled web of technical integrations across myriad vendors is like a breeding ground for discrepancies. It’s as if they’re saying, “Hey, our hands are clean; it’s the system that’s dirty!” But come on, folks, we’re not buying that Colossus just happened to replicate lucrative IDs by accident. This isn’t a game of Monopoly where you accidentally land on Boardwalk; this feels more like a strategic play to juice up their bottom line.

Enter Adalytics, the supposed villain in this drama, according to Colossus. In their lawsuit, Colossus accuses Adalytics of dropping their damning report without so much as a “How do you do?” They claim Adalytics never sought a tête-à-tête before publishing and didn’t even bother to give Colossus a sneak peek at the findings. Colossus is painting Adalytics as a shady character in a noir film, a bad actor exploiting the ad tech world’s transparency woes for some personal gain. It’s like a scene out of a courtroom drama where Colossus is the beleaguered protagonist and Adalytics the cunning antagonist.

But here’s the kicker: Colossus is trying to convince us that they’re the heroes fighting for justice in a murky industry. They want us to believe that Adalytics’ report is just a smear campaign, a desperate bid for attention from a minor player in the ad tech jungle. Yet, it’s hard to ignore the glaring inconsistencies and the financial smoke signals coming from Colossus’ camp. They’re pleading innocence while juggling hot potatoes, hoping we’ll buy their story of being wrongfully accused. Meanwhile, in the real world, the ad tech community watches, popcorn in hand, wondering if Colossus can survive this plot twist or if their empire will crumble under the weight of their own tall tales.  But maybe there is somet truth to what Colossus is saying?

Who is Adalytics, Anyway?

Alright, let’s talk about Adalytics, the scrappy underdog in this ad tech melodrama. Picture this: a ragtag operation with exactly one full-time employee, probably working out of a cluttered apartment somewhere, surrounded by empty coffee cups and old takeout containers. They’ve got a few part-timers cobbled together, likely juggling this gig with their day jobs or maybe their night classes — according to their own releases. This merry band of digital detectives is trying to take on the titans of ad tech with their analytics platform, built on Snowflake. Think of them as the Robin Hoods of the industry, but with fewer tights and more data points.

Now, they’ve carved out a niche for themselves by publishing these high-octane reports that send shockwaves through the industry. They’ve taken on big guns like Google and Gannett, pointing fingers and lighting up the shady corners of the ad world. But let’s pause for a reality check: can a one-man band really conduct the kind of deep, impactful research they claim to produce? It’s a bit like expecting a high school science project to rival a NASA mission. Sure, they’re loud, they’re brash, and they get headlines, but how much muscle is really behind those punches?

Adalytics’ modus operandi is pretty transparent: whip up a storm with some juicy revelations, attract a slew of curious advertisers, and keep the servers running another day. It’s a hustle, pure and simple. They’re like the indie filmmakers of the ad tech world, trying to score big with guerrilla tactics and a shoestring budget. But let’s face it—creating a buzz and conducting rigorous, game-changing research are worlds apart.

Their strategy seems to be more about throwing spaghetti at the wall and seeing what sticks. And in an industry that’s more cutthroat than a Wall Street trading floor, that’s a risky play.

So, is Adalytics the scrappy hero we need, or just a small-time player hoping to make a big splash?

They position themselves as the watchdogs, barking at the heels of giants, but with their limited resources, it’s hard not to wonder if they’re more bark than bite. Are they really the guardians of transparency, or are they just stirring the pot to see what floats to the top? As we watch this drama unfold, it’s clear that in the wild world of ad tech, the lines between the heroes and the villains are as blurred as ever.

The Verdict

So here we are, folks, smack dab in the middle of this digital drama, trying to figure out who’s the real villain and who’s just a misunderstood hero. Colossus is standing tall, shouting from the rooftops that they’re innocent, wronged by a small-time outfit with a big mouth.

They’re painting themselves as the knights in shining armor, valiantly fighting for justice in an industry full of shady dealings and backroom shenanigans. But let’s be honest, when your auditor bails and you’re scrambling to file your financials, it doesn’t exactly scream “trustworthy.”

Adalytics, on the other hand, is playing the underdog card to perfection. They’re the scrappy little guy taking on the big, bad wolves of ad tech, armed with nothing but a few laptops and a boatload of tenacity. Their reports are hitting nerves, causing waves, and getting people talking.

But can we really trust a one-man operation to uncover the deep, dark secrets of a billion-dollar industry? They have no auditing on their product, as far as we know. It’s a bit like trusting a single blogger to take down a corrupt government – inspiring, sure, but also a tad unrealistic.

In the end, this isn’t just a battle of data discrepancies or misplaced user IDs. It’s a showdown of credibility, trust, and who can spin the better narrative. Colossus is trying to play the victim while defending their honor, whereas Adalytics is banking on being the whistleblower who can’t be silenced.

The truth? Probably somewhere in the messy middle, tangled up in legal jargon and PR spin. But as the ad tech world watches with bated breath, one thing is clear: this saga is far from over, and the fallout will be as entertaining as it is revealing. Buckle up, because this rollercoaster is just getting started.

Ink, Bourbon, and Bytes: Inside David Kaplan’s Media Transformation

By
Pesach Lattin
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0

On the latest episode of the ADOTAT Show, I had the pleasure of sitting down with David Kaplan, the legendary journalist turned content marketing guru. Kaplan, who’s been through the wringer of media transformation, shared his unfiltered thoughts on everything from the shift from print to digital to the fine line between journalism and marketing. It was an hour packed with insights, irreverence, and a few eyebrow-raising moments that felt like a mix of no-holds-barred honesty and razor-sharp wit.

David Kaplan, once a fixture at Adweek, now co-runs Brand Newsroom, a content consultancy that blends traditional journalism with modern marketing tactics. Reflecting on his transition, Kaplan admitted, “It’s been a little over a year, about a year and a half since I went from journalist, prime time at Adweek, and then with my wife and I started Brand Newsroom, an editorial consultancy, content studio.”

He continued, “I’m still wrestling with the discomfort of, I’m a journalist, right? And I was talking with a friend a few months ago, he was like, no, come on, you’re a content marketer. But as we kind of noted in the notes we exchanged, I do like to think of myself and Brand Newsroom as operating with a foot in both worlds.”

When I asked Kaplan how he navigates the ever-evolving media landscape, he didn’t mince words. “You can only get so far Googling your way to news. Real journalism is about getting out there, having real conversations, building trust. You can only do that so much online. If it’s online, it’s purely transactional.”

Kaplan emphasized that genuine journalism requires more than just screen time. “Journalism isn’t about sitting behind a desk, refreshing your browser every five minutes for the latest tweet or press release. It’s about stepping out into the world, talking to people, understanding their stories, and uncovering the nuances that you simply can’t find in a digital search.” This hands-on approach, according to Kaplan, is what distinguishes true journalism from mere content aggregation.

He shared an anecdote from his early days at Adweek, recalling how he would spend hours, even days, in the field, cultivating sources and following leads. “Back then, you had to knock on doors, attend events, and physically be present to get the story. It was exhausting but exhilarating. You built relationships that lasted because people knew you were committed to the truth, not just chasing clicks.”

Kaplan’s nostalgia for the old-school journalism hustle—pounding the pavement instead of spamming the refresh button—was palpable. “I think the old ways are going to come back around, especially for the way media companies do business,” he said. “The digital world is fantastic for its reach and immediacy, but it often lacks depth. That depth comes from real-world interactions.”

He elaborated on the importance of integrating traditional journalistic methods with modern technology. “For me, it’s always been about using digital to help that,” he said. “Digital tools should enhance our ability to tell stories, not replace the fundamental processes of journalism. It’s about striking the right balance between leveraging technology and maintaining the integrity of old-school reporting techniques.”

Kaplan pointed out that digital advancements have provided incredible tools for journalists, such as data analysis, real-time reporting, and global connectivity. However, he cautioned against becoming overly reliant on these tools at the expense of the core principles of journalism. “While digital tools can uncover trends and patterns that are invaluable, they can’t replace the human element of storytelling. The best stories come from a place of empathy and understanding, something algorithms can’t replicate.”

Kaplan’s vision for the future of journalism involves a synthesis of these two worlds. He believes that as media companies adapt, they will find value in revisiting the fundamentals of journalism. “There’s a growing appreciation for in-depth, well-researched stories in an age where misinformation spreads like wildfire. The demand for quality journalism is higher than ever, and those who can combine the rigor of traditional methods with the efficiency of digital tools will thrive.”

Kaplan’s disdain for the incessant noise of digital marketing was clear. “People can sense bullshit. Even with my most lyrical work, you cannot dress up garbage. You have to actually have something meaningful to say.”
The conversation took a lighter turn when I pointed out the impressive collection of bourbon bottles behind Kaplan. “I’m a big bourbon fan,” Kaplan admitted. 

“I did collect all this stuff behind me. Pin hook bourbon—cheers.”

Kaplan shared a charming anecdote from his childhood. “I grew up in Brooklyn, and my parents had a bungalow in the Catskills. I’d get bored and create fake newspapers with construction paper and crayons. That’s how it started. No fake news now.”
Kaplan delved into the tricky balance of maintaining editorial independence while dabbling in content marketing. “In the kingdom of content, the pen is still mightier than the push notification,” he asserted. “The marketing side is forced to adhere to more journalistic standards of truth. There’s a real crisis in defining reality and truth right now.”

When I asked about AI and its impact on journalism, Kaplan was cautiously optimistic. “I use it as a research assistant. It saves me a lot of time. But it’s not creative in the same sense. You have to manage it—you can’t just take it at face value.”

Kaplan’s biggest “oh ship” moment? Transitioning from Adweek to Brand Newsroom and realizing he didn’t know as much about web design as he thought. “I just thought, websites look pretty simple, just put news in a drop down there. And I remember as we were building the site, I would have what I thought were pretty clear directions of this is what the homepage should look like. And I always compare it to something I’ve also never done—maybe not yet—but building a house. And I remember when I first saw the website was done, so many things didn’t work. It didn’t have a way for people to subscribe, for example.”

Kaplan’s realization that he needed to spell out every detail was a humbling experience, but one that ultimately enriched his understanding of the digital media landscape.

Kaplan’s reflections on the future of media were equally insightful. He emphasized the importance of maintaining editorial independence and truth in a world where the lines between journalism and marketing are increasingly blurred. “I think selling has such a negative connotation and no one wants to appear salesy. And I think it always comes down to if I’ve got something that you want or you’ve got something that I want and you’re telling me about it and you’re helping me get something that as I said is going to enrich and enliven my personal life or my work life, that’s a good thing.”

As the interview wrapped up, Kaplan left the audience with a piece of advice that underscored his philosophy: “Be genuinely interested in what you do, and it will resonate with others. The tools and platforms may change, but the essence of good storytelling remains the same.”

David Kaplan’s appearance on the ADOTAT Show was a blackbelt class s in navigating the complexities of modern media. His journey from traditional journalism to the cutting edge of content marketing is a testament to the enduring power of storytelling, adaptability, and a good sense of humor. Whether you’re a seasoned media professional or a newcomer to the field, Kaplan’s insights offer a valuable roadmap for anyone looking to make their mark in this dynamic industry.

Amazon’s Upfront: One Funnel to Rule Them All

By
Pesach Lattin
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0

Amazon didn’t just host an upfront event; they held an advertising coronation. Like Sauron assembling his forces in Mordor, they laid out their grand vision to become the “Funnel to Rule Them All.” This wasn’t just a presentation; it was a digital flexing of muscles, a declaration of supremacy over the ad world, with a side of Hollywood glitz.

Pier 36: The New Mount Doom

Forget the usual snooze-fests of upfronts. Amazon transformed Pier 36 in Manhattan into a glitzy fortress of fandom, showcasing their content empire. Picture this: Alicia Keys opening with a performance that felt like the Ringwraiths announcing the arrival of the Dark Lord himself. Jake Gyllenhaal, Reese Witherspoon, and Will Ferrell were there too, shining brighter than the Light of Eärendil. They were there to charm, dazzle, and remind everyone just who’s boss in this new age of streaming.

Jen Salke, the queen bee of Amazon MGM Studios, couldn’t resist a jab at the long lines, making it sound like we were all waiting to enter the Mines of Moria. But once the gates were opened, it was a red carpet blitzkrieg of stars, announcements, and teasers that made even Gandalf’s fireworks look like child’s play.

The Power of the One Funnel

Amazon wasn’t just blowing their own horn; they were playing an entire symphony. Prime Video now boasts 200 million global customers (115 million in the U.S. alone). This isn’t just a streaming service; it’s a juggernaut. It’s the Eye of Sauron, watching every move, tracking every click. Mike Hopkins, the senior VP and head of Prime Video and Amazon MGM Studios, laid it out with all the gravitas of a Dark Lord: “We’re not just an entertainment company. We’re your one-stop shop for everything from binge-watching to impulse buying.”

Numbers don’t lie, and Amazon’s numbers are the stuff of legend. Prime Video’s audience is a goldmine for advertisers—young, engaged, and ready to part with their cash faster than Gollum diving for the One Ring. Tanner Elton, Amazon’s VP of U.S. ad sales, dared the competition to keep up. “We’re not just peddling ads; we’re creating a full-funnel advertising ecosystem,” he boasted, probably while petting a hairless cat and planning world domination.

Content Fit for a King

Amazon’s content slate is a treasure trove of fan favorites and reboots. From sequels to new live-action series, they’re betting big on nostalgia and star power. Highlights included a “Spider-Man Noir” series starring Nicolas Cage, a “Tomb Raider” show, and the resurrection of “Road House” with Jake Gyllenhaal. It’s like they’ve found the Palantír and seen exactly what fans want.

“Thursday Night Football” remains the jewel in their sports crown. Viewership is up 24% year-over-year, and they’re expanding their empire with NASCAR, WNBA, and more NFL games than you can count. Jay Marine, Amazon’s VP and global head of sports, wants to turn every touchdown, every three-pointer, and every checkered flag into a golden opportunity for advertisers.

The Grand Strategy

Amazon isn’t just after eyeballs; they’re after wallets. Alan Moss, the VP of global ad sales, wrapped things up by connecting the dots across the Amazon universe. Prime Video, Twitch, their DSP—every piece of the puzzle fits together to create the ultimate shopping experience. Whether you’re buying a new sword or stocking up on lembas bread, Amazon’s got you covered.

“We can help all advertisers connect awareness and brand objectives directly to sales outcomes,” Moss declared, practically twirling an imaginary mustache. “It no longer matters whether you sell on Amazon or not. You’re in our web now.”

Mixed Reviews from the Fellowship

But not everyone’s ready to bow down to the new overlords. In the halls where media buyers wield their own kind of power, there’s a brewing discontent with Amazon’s latest moves. While the glitz and glamour of their presentation were undeniable, some buyers felt the substance didn’t quite match the sizzle. For all its fanfare, Amazon’s pricing strategy came under scrutiny. Sure, it’s cheaper than Netflix, but that’s a low bar in today’s market where everyone’s tightening their belts. Many found Amazon’s prices still a bit stiff for what they’re offering, leading to more than a few raised eyebrows and skeptical side-glances.

Adding fuel to the fire is Amazon’s notorious inflexibility. It’s one thing to have high prices, but it’s another to couple that with a reluctance to negotiate or adapt. Media buyers have grumbled about Amazon’s slow responses to their requests and needs. It’s like trying to steer an Ent—they move, but at their own pace, and often not in the direction you want. This rigidity is leaving some buyers frustrated, feeling like they’re trying to do business with a stone-faced Nazgûl rather than a collaborative partner. When you’re shelling out big bucks, you expect a little flexibility and a lot of responsiveness, two areas where Amazon seems to falter.

One anonymous executive didn’t mince words on Digiday, painting a picture of Amazon’s aggressive yet somewhat out-of-touch approach. “They came in hot with a huge ask,” he noted, highlighting the almost arrogant stance Amazon took during negotiations. The cost per thousand (CPM) impressions were described as just okay—not the worst, but certainly not the best, especially in a market where connected TV (CTV) CPMs are on the decline. This executive’s frustration was palpable as he pointed out the audacity of Amazon’s hefty demands despite the current market trends. “And now, with CTV CPMs falling, they’re still asking for the moon,” he said. It’s clear that while Amazon may see itself as the future ruler of the ad world, it still has to contend with the very real, very grounded concerns of those holding the purse strings.

The Road Goes Ever On and On

Amazon’s ambitions are as big as Mount Doom. They’re not just aiming to compete; they’re out to conquer. This isn’t a friendly game of shuffleboard with your grandparents. No, Amazon is playing the long game, and they’re playing to win. With the precision of Saruman crafting his army, they’re marshaling every resource at their disposal. From e-commerce insights to cleanroom data, from first-party signals to machine learning, they’re building the Death Star of advertising. And unlike the hapless Empire, they don’t plan on leaving an exhaust port open for a plucky hero to exploit.

In a world where privacy concerns are growing and consumer behaviors are shifting faster than Gollum’s allegiance, Amazon is positioning itself as the ultimate overlord. They’re harnessing their vast reach, cutting-edge tech, and an ever-expanding content library to create an unassailable fortress. Privacy? That’s just another challenge to overcome with their unparalleled data-handling capabilities. Shifting consumer habits? They’re not just keeping up; they’re setting the pace. With every click, every view, every purchase, they’re gathering the intel they need to stay ahead of the curve. It’s a strategy worthy of the Dark Lord himself, and they’re executing it with ruthless efficiency.

So, sit back, relax, and get ready to open your wallets, because Amazon is coming for them, and they won’t take no for an answer. This isn’t a casual invasion; it’s a full-scale assault on your buying habits. They’ve got the tools, the talent, and the tenacity to turn every glance into a transaction. Resistance is futile when you’re up against a force of this magnitude. Whether you’re streaming the latest hit series or shopping for garden gnomes, Amazon’s got you in their sights. They’re not just in the game; they’re rewriting the rules and redefining what it means to be a consumer in the digital age. So, prepare to bow down, because in the battle for ad supremacy, Amazon intends to rule them all.

The Fellowship’s Last Stand

As Amazon marches forward with its grand plan, traditional media companies are left scrambling like hobbits in the face of an Orc attack. Amazon’s blend of e-commerce prowess and streaming dominance is a potent mix, a blend that few can hope to match. They’re not just a player in the game; they’re rewriting the rules, forging a new path in the fires of Mount Doom.

And while Amazon might be the Eye of Sauron in this new digital age, let’s not forget one thing: even the most powerful overlords have their weaknesses. Whether it’s grumbling media buyers or privacy concerns, the road ahead is fraught with challenges. But if there’s one thing Amazon has shown us, it’s that they’re ready to take on the world, one click at a time.

So, as we watch this epic battle unfold, remember: in the world of advertising, there can be only one Funnel to Rule Them All. And Amazon, with its unstoppable momentum and unquenchable thirst for dominance, is poised to wear that crown.

Should Colossus SSP Be Kicked Out of the Coven?

By
Pesach Lattin
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0

Alright, imagine the programmatic advertising world as the mystical realm of Greendale from “Chilling Adventures of Sabrina.” Picture Colossus SSP as the mischievous witch dabbling in dark arts, while Adalytics swoops in like Sabrina herself, armed with a moral compass and a penchant for uncovering the truth. But is Sabrina really the hero here, or is she wielding a truth as murky as a witch’s brew

Adalytics has stirred up quite the cauldron with their latest report, suggesting Colossus SSP is guilty of some serious ad tech sorcery. According to their findings, Colossus has been engaging in some black magic by misdeclaring user IDs in ad exchanges.

Now, in the world of programmatic advertising, user IDs are as crucial as spell ingredients to a witch—they ensure ads reach the right audience, making campaigns effective and efficient. When these IDs don’t match, it’s like casting a spell with the wrong ingredients—utter chaos ensues.

The report is nothing short of a meticulous spellbook, pouring over data from The Trade Desk like a sorcerer deciphering ancient runes. It reveals a tale of 16 SSPs, with 15 proving to be straight shooters, upholding the sacred tenets of programmatic advertising. These 15 platforms did their due diligence, ensuring user IDs matched perfectly, like well-rehearsed incantations. Then, there’s Colossus SSP, seemingly channeling its inner Trickster. Instead of precision, it delivered mismatched IDs galore, throwing a wrench in the works and causing chaos in the otherwise orderly world of digital ads.

This revelation isn’t some minor hiccup in the grand scheme of things. In the digital advertising coven, precision is power. User IDs are the lifeblood of targeted advertising, the magic wands that direct ads to the right eyeballs. When these IDs are mismatched, it’s like casting a spell with the wrong ingredients—nothing good can come of it. Advertisers depend on accurate user data to make their campaigns effective, ensuring their ads hit the bullseye instead of veering off into oblivion. Any deviation from this path means money down the drain and opportunities missed, akin to a wizard’s spell backfiring spectacularly.

Imagine you’re an advertiser, expecting your carefully crafted ad to reach a specific audience—people who actually care about your product. Instead, thanks to Colossus’s sleight of hand, your ad ends up in front of the wrong crowd, like casting a love spell on a frog. Not only is your budget wasted, but the effectiveness of your entire campaign takes a nosedive. It’s more than just a financial loss; it’s a blow to your brand’s reputation and your trust in the ad tech ecosystem. When one player like Colossus starts playing fast and loose with the rules, it shakes the confidence of every stakeholder involved.

This isn’t just a problem for advertisers. Publishers, too, find themselves caught in the crossfire. They rely on ad revenue to keep their digital doors open, and when ads fail to perform because they’re being misdirected, everyone suffers. It’s a domino effect—if advertisers aren’t getting the results they need, they pull back on spending, which in turn hurts the publishers. The entire ecosystem is interconnected, much like the members of a coven, each relying on the other to maintain balance and harmony. When one member starts dabbling in trickery, it risks throwing the entire system into disarray, leading to wasted resources, frayed relationships, and a pervasive sense of mistrust.

Now, here’s where things get even spookier. Imagine Colossus SSP as the rogue witch stirring up trouble in Greendale, casting hexes that disrupt the very fabric of the town. Should Colossus be exiled from the ad tech ecosystem like a banished witch? If Adalytics’ allegations hold water, Colossus’s actions aren’t just a minor infraction—they’re a fundamental threat to the integrity of the entire ad tech world. They’ve been accused of misdeclaring user IDs, essentially tampering with the digital equivalent of spell ingredients. This isn’t just a slap on the wrist offense; it’s akin to dabbling in dark magic with consequences that ripple throughout the entire community.

Consider the magnitude of this alleged misdeed. In the programmatic advertising realm, user IDs are sacred. They ensure that ads are targeted accurately, much like how precise spellcasting yields the desired magical effect. When these IDs are misrepresented, the entire process is thrown into disarray. It’s like Colossus has been brewing potions with counterfeit ingredients, leading advertisers down a path of wasted resources and inefficacy. Advertisers think they’re getting a love potion but end up with snake oil. The result? Campaigns fall flat, money is wasted, and trust in the system erodes faster than a sugar cube in hot tea.

The fallout from such deceitful practices isn’t contained to just one player—it’s a contagion that infects the whole town. Advertisers, publishers, and consumers alike feel the effects of this digital chicanery. If Colossus is allowed to continue operating unchecked, it sets a dangerous precedent. Other SSPs might be tempted to follow suit, thinking they can get away with similar shenanigans. The ecosystem, already fraught with skepticism and mistrust, could descend into a full-blown witch hunt, where every SSP is scrutinized and second-guessed. The stakes are high, and the industry must decide whether to expel the rogue witch to preserve the sanctity of their craft or risk the entire town succumbing to chaos.

Yet, Colossus isn’t exactly ready to slink off into the night. They’ve come out swinging, casting their own counter-spell by threatening legal action against Adalytics. Colossus claims the report is filled with “false and misleading information” and accuses Adalytics of not understanding the complex incantations of ad tech. Their response is a detailed spellbook, refuting each of Adalytics’ claims with the ferocity of a witch on trial.

Take, for instance, the issue of mismatched TDID values. Adalytics argues that these values didn’t align between TrustX or Open Path and what was stored in user browsers. Colossus fires back, saying there’s no solid evidence to back this up and that their own tests didn’t replicate these discrepancies. It’s like Sabrina accusing a witch of using fake ingredients, only for the witch to show her receipts.

But Colossus goes a step further, suggesting that Adalytics has its own agenda, driven not by a quest for truth but by a desire to elevate its profile and push its products. It’s a classic case of “who watches the watchers?” If Sabrina’s motives are in question, who’s to say she’s the true heroine of this tale?

So, where does this leave us? The idea of self-policing sounds ideal, but in an industry where everyone has a magical artifact to protect, trust is as elusive as a unicorn. If we can’t rely on watchdogs like Adalytics to keep the coven in check, regulation might be the only way forward. And trust me, nobody wants the Feds playing witch hunter.

The fate of Colossus SSP is more than just a single company’s drama; it’s a reflection of the entire industry’s integrity. Can programmatic advertising purify itself, or is it destined to remain a cauldron of chaos? As stakeholders from publishers to small businesses watch with bated breath, the stakes couldn’t be higher.

In this enchanted world of ad tech, where precision spells success, the saga of Colossus SSP is far from over. Whether they emerge as villains or misunderstood witches, one thing is clear: the industry needs to decide whether to uphold the rules of magic or face the consequences of unchecked chaos. And as we watch this battle unfold, we’re left to wonder—will the truth set the industry free, or will it reveal an even darker reality?

TV Shopping on Steroids: Gary Mittman’s Vision for the Future

By
Pesach Lattin
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0

This week’s episode of The ADOTAT Show was a wild ride through the world of shoppable TV, helmed by none other than Gary Mittman, the mastermind behind KERV Interactive. Gary’s career has been a whirlwind, from orchestrating high school concert gigs to becoming a pivotal player at MTV, and now, steering the ship at KERV. His journey is like a Netflix series with a plot twist in every episode, and I was determined to dig into every chapter.

Right off the bat, I skipped the usual niceties and went for the jugular. “Gary, seriously, how are you doing?” I asked, making it clear this wasn’t going to be one of those boring, jargon-filled tech interviews. “No tech jargon allowed,” I added for good measure. Gary’s response? He was feeling great, sipping on a protein shake—apparently, the breakfast of pixel-pioneering champions. But I wasn’t about to let him off easy.

Gary Mittman

We dove straight into the deep end, discussing his seismic shift from rocking MTV stages to coding clickable TV screens. Gary’s career path reads like a script Hollywood would kill for—concert promoter turned tech innovator. “It’s a natural evolution,” he claimed. Sure, and I’m a natural blonde.

I wanted to know how one transitions from the chaos of live concerts to the structured, sometimes stifling world of tech. “What’s more chaotic, Gary, mosh pits or board meetings?” I quizzed, expecting a diplomatic answer. But without missing a beat, he quipped, “Definitely board meetings. Mosh pits are easy; everyone knows the dance.” Touché, Gary. Touché.

Gary Mittman’s venture, KERV Interactive, is doing to TV what the internet did to newspapers: shaking it up and flipping it on its head. Picture this: You’re lounging on your couch, deep into a binge-watch session, when a gorgeous lamp in the background catches your eye. No need to scour the web for it because, with a flick of your remote, you can snag that lamp right then and there. It’s like having QVC embedded in every show, but without the overly enthusiastic hosts pushing ceramic knick-knacks at 3 AM. This isn’t just innovation; it’s a couch potato’s dream come true.

KERV’s tech takes “watch and shop” to a level so seamless, you’d think it was magic. But it’s not sorcery—it’s smart, pixel-level recognition technology. Each item on the screen is tagged and made shoppable, transforming every moment of screen time into a potential shopping spree. Forget pausing the show to Google “where can I buy that watch?” KERV has made it so that the answer is always just a click away. This is viewer engagement on steroids, where every product placement becomes a portal to purchase.

Gary explained how they’re making passive viewers into proactive purchasers. With KERV, the future of advertising is here, and it’s less about interrupting your viewing experience with flashy ads and more about weaving commerce directly into the content. This approach not only enriches the viewer’s experience but also holds the viewer’s attention in ways traditional ads never could. By integrating shopping directly into the viewing platform, KERV ensures that the ads are as unobtrusive as they are effective.

But what does all this mean for the future of television? According to Gary, it’s a game-changer. Interactive ads and shoppable content are set to redefine our expectations of TV watching by turning every viewing session into an interactive experience. This isn’t just about catching your eye with clever ads; it’s about creating a fully immersive experience where viewers can interact with ads in real-time, driven by their immediate interests and desires.

In essence, KERV Interactive is crafting a narrative where you’re no longer just a viewer—you’re a participant. This model doesn’t just benefit consumers by making shopping a breeze; it also creates a goldmine for advertisers who can now convert viewers’ impulses into instant sales, right at the peak of their interest. The potential here is enormous: as viewers grow accustomed to this convenience, the demand for interactive content is likely to skyrocket. KERV isn’t just riding the wave of tech innovation; they’re making the waves themselves.

But every innovation comes with its fair share of hurdles. I asked Gary about the biggest challenges he’s faced in this tech journey. “Transitioning from entertainment to tech wasn’t just a hop but a giant leap,” he admitted. Navigating the corporate labyrinth, securing funding, and convincing skeptics were just a few of the roadblocks. But if there’s one thing Gary’s history shows, it’s that he’s no stranger to overcoming obstacles.

We talked about the nitty-gritty of KERV’s technology. Gary’s eyes lit up as he described how their pixel recognition tech works. “It’s all about making every pixel on the screen not just visible but viable,” he said. KERV’s technology can identify and tag every object on screen, turning your favorite TV show into a virtual shopping mall. It’s the kind of innovation that makes you wonder why no one thought of it sooner.

Of course, I had to ask about the competitive landscape. With giants like Amazon and Walmart dipping their toes into shoppable TV, how does KERV plan to stay ahead? Gary was unfazed. “We’re not just keeping up; we’re setting the pace,” he declared. KERV’s edge lies in its sophisticated tech and seamless integration, making it easy for consumers to shop without interrupting their viewing experience.

Before wrapping up, I threw one last curveball. “What’s next for KERV, Gary? World domination?” He laughed but didn’t deny it. “We’re focusing on expanding our reach, improving our tech, and staying ahead of the curve. The future is all about interactive content, and we plan to be at the forefront of that revolution.”

Gary Mittman’s optimism about the future of shoppable TV is more contagious than a viral TikTok dance. By the end of our spirited chat, I was not just convinced; I was ready to preach the gospel of interactive TV. We’re not just tiptoeing into a new era; we’re diving headfirst into a world where television is as interactive as a late-night Twitter feud. This isn’t your grandma’s TV experience, where passive consumption was the norm. No, this is a brave new world where your remote is your retail gateway, making every lounge session a potential shopping spree. Thanks to tech wizards like Gary, television is evolving from a mere entertainment medium into a vibrant, interactive marketplace.

The future of TV blurs the line so effectively between entertainment and e-commerce that soon we might forget there was ever a division. Imagine a world where watching a cooking show and buying the chef’s blender is as seamless as binge-watching your favorite series. Gary’s vision is turning TV screens into shopping carts, and the implications are as significant as they are thrilling. It’s a mash-up of Silicon Valley tech with Madison Avenue sleekness, transforming passive viewers into active participants. This isn’t just changing how we shop; it’s revolutionizing how we engage with content. The couch potato is evolving, folks—now we’re shopping potatoes, clicking our way through episodes and filling our carts in between plot twists.

In this burgeoning landscape, the opportunities are as vast as they are lucrative. For brands, this integration of e-commerce into entertainment means their products can leap off the screen and into consumers’ homes with just a click. For consumers, it means the end of frantic Google searches for that perfect lamp spotted in a sitcom. Gary’s work is pioneering a shift so profound that the ripple effects will be felt across industries, from advertising and retail to tech and media. As we wrap our heads around this brave new world of TV, one thing is clear: the future is not just interactive; it’s transactional. Thanks to visionaries like Gary, we’re not just watching the future unfold; we’re clicking our way into it.

So, whether you’re a tech enthusiast, a shopaholic, or just someone who loves binge-watching TV, keep an eye on KERV Interactive. They’re not just changing the channel; they’re changing the game. And who knows, the next time you’re watching your favorite show, you might just end up buying that snazzy lamp after all.

Tune in, turn up, and maybe even shop a little. Thanks to Gary, we’re not just viewers anymore; we’re participants in a new, interactive world of television.

Quality vs. Premium: Erez Levin Digs Into Ad Attention With a Pickaxe and Pan

By
Pesach Lattin
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Alright, gather ’round, folks. Erez Levin’s back from the future with another sizzling hot take, and this time he’s wielding his pickaxe on the rugged terrain of the ad industry’s gold rush. Levin, the self-appointed “Media Futurist” and “Ad Attention/Quality Evangelist,” is here to separate the real gold from the fool’s variety in the premium vs. quality debate. In his eyes, we’ve been digging for treasure, but most of us are panning for pyrite in the murky rivers of mediocrity.

“Premium” vs. “Quality”: The Devil’s in the Dirt

“Like ‘quality,’ ‘premium’ is in the eye of the beholder,” says Levin, riffing on the commoditization of advertising like a seasoned prospector cursing the saloon swindlers who sell fake maps to El Dorado. He thinks “premium” is a binary that doesn’t do justice to the subtleties of value. “There is high quality, medium quality, and low quality,” he muses. “But you’re either premium or you’re not.”

Levin sees The Trade Desk’s recent focus on Connected TV (CTV)—a.k.a. the ‘upper-right quadrant of the future ad market’—as an attempt to solidify its place in the Gold Rush. “The ‘truly premium’ supply will be most concentrated here, primarily bought via reservations and deals with fixed prices,” Levin explains, tipping his dusty hat to the idea. He appreciates the effort to “decommoditize the ad/media landscape,” helping buyers “weed out the lower-quality-but-overpriced supply.” But he hopes this focus on premium won’t blind the industry to the benefits of a more granular measure of quality.

Sifting for Quality Nuggets

“Every (wise) major move happening in AdTech is to move away from the bottom-left ‘death quadrant’ and/or towards the top-right ‘golden quadrant,'” Levin quips, referring to the future ad market map like a treasure-hunter gone rogue. Levin envisions a brave new world where quality measures matter more than ever as the demise of third-party cookies looms large.

He predicts a “completely different” ad landscape, with four distinct buckets of inventory emerging based on format (unique vs. commoditized) and data (enhanced vs. absent). “What excites me most about this change is that it will force the buy-side to truly factor media quality measures into their advertising practices, moving away from averages that are completely unrepresentative of the media that they buy,” Levin says. In other words, he’s throwing down the gauntlet to advertisers, challenging them to up their IQ game and abandon the “rapid race to the bottom.”

Impression Quality: Levin’s ‘Gold Standard’

Levin’s golden ticket is a concept called Impression Quality (IQ). He argues that IQ is a more detailed, nuanced measure of what counts, distinguishing itself from the abused concept of Media Quality (MQ). “Simply put, Media Quality refers to an average quality score for some grouping of ad inventory, while Impression Quality refers to the quality of individual impressions given all of their unique attributes,” Levin preaches like he’s leading a revival for the converted.

He’s got a whole sermon ready on the core attributes of IQ, including being non-binary, non-identity-based, subjective, relative, and multi-dimensional. But if you really want to sift for gold, you’ve got to ditch static measures like ‘conversion rates’ in favor of granular IQ scores that update semi-regularly. Levin wants to see a world where “AI-powered, real-time Custom Bidding algorithms” can leverage both high-level MQ measures and impression-level IQ measures.

“As we exit the Precision Era of ad buying & measurement, we’ll need to get more comfortable relying on averages and estimates (MQ) while leveraging the hyper-granular (IQ) wherever possible.” Translation: Grab your pans, AdTech pilgrims, because it’s time to find the quality gold in this Wild West of impressions.

Levin’s not shy about his quest to raise the bar in advertising quality. He’s positively gleeful about the industry’s shift towards “Impression Quality” (IQ). To him, it’s like discovering a new vein of gold in the advertising mines—a breakthrough that can expedite the understanding and adoption of Attention, his passion project, especially amid the privacy upheavals.

Picture Levin as the savvy prospector of AdTech, armed with a map, a pickaxe, and a flair for the dramatic. He’s not just talking the talk; he’s leading the charge, guiding the wayward miners of AdTech to the elusive gold mine of quality. It’s a bit like a modern-day gold rush, with advertisers searching for attention nuggets amidst the digital wilderness. Will they strike it rich or keep panning for fool’s gold? Time will reveal the outcome, but Levin’s certainly staking his claim on the side of quality.

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