勇士八连胜 勇士八连胜 https://digiday.com Digital Content, Digital Advertising, Digital Marketing Fri, 04 Sep 2020 17:59:30 +0000 en-US hourly 1 https://wordpress.org/?v=5.5 勇士八连胜 http://jytzywh.com/marketing/we-have-the-capability-how-the-coronavirus-crisis-has-accelerated-advertisings-shift-to-agility/ Mon, 07 Sep 2020 04:01:24 +0000 http://jytzywh.com/?p=376807 Over the last six months, the movement to reshape advertising to actually be agile, nimble and flexible has no longer been an abstract idea but a necessary reality accelerated by the multiple crises.

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For years, marketers and agency execs have bemoaned some of the dated processes of the industry. Ask anyone what they would change and you??d probably hear a diatribe on how there are too many cooks in the kitchen or how seemingly simple decisions take much longer than they should. 

Suffice it to say: There has long been a push to make advertising more agile, nimble and flexible but that hadn??t truly happened until the coronavirus changed everything. There were pressures in place to do so of course, but the urgency to truly change wasn??t really there. However, over the last six months, the movement to reshape advertising to actually be agile, nimble and flexible has no longer been an abstract idea but rather a necessity.?

Instead of changing processes because the way things were done was laborious and tedious, agency execs and marketers have had to make decisions on the fly, replan media budgets on a dime and make ads in ridiculously short windows to make an impact. What comes next, according to marketers and agency execs, isn??t a return to how business was done before once some semblance of normalcy returns but a fine-tuning of the new processes that have allowed the industry to live through the sweeping disruption.

??Covid has taught us we can work and decide faster,?? said TBWA/Chiat/Day New York CEO Rob Schwartz. ??A breakthrough is the speed with which decisions can be made on the client side. Clients seem to be making decisions faster. There is less ??overthinking?? in the process which can lead to more intuitive decisions on work. And that means fewer focus groups. It also means we are able to bring work to market faster.?? 

Kari Shimmel, chief strategy officer at Campbell Ewald echoed that sentiment. ??This work from home experience has taught us all that we have the capability of creating quickly and with extreme limitations to production,?? said Shimmel. ??Part of this speed is now enabled by fewer rounds of approval and impromptu video chats through platforms that are removing some of the formal barriers between client and agency relationships.?? 

While some execs say that ad-hoc decision making happens during good times and bad in advertising, the need to do so has hit ??unprecedented levels,?? said Mastercard chief marketing and communications officer Raja Rajamannar. Now that marketers and agency execs alike have had to reshape processes due to pressure from the multiple crises, it??s unlikely that they will snap back to the way business was previously done. 

??I do believe we will continue in this mold once things get back to normal,?? said Rajamannar. ??[If you??ve seen that] you can do things faster, better and cheaper, why wouldn’t you continue to do that once things come back? Some [of the new ways of doing business] will continue in post-Covid times.?? 

Execs also believe that speed as well as fewer in-person meetings will remain as flying across the country when you know you can get something done over Zoom may be seen as inefficient and unnecessarily expensive now. That??s not to say that everything about how business was done pre-Covid will be gone, but that what can be made more efficient will be. 

Going forward there may simply be an understanding that marketers and agency execs can ??be less formal,?? said Shimmel. ??Have the partnership that can solve challenges with a phone call, an email, a Teams chat or a working session, not an 18-person conference call with a 90-page deck.??

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勇士八连胜 http://jytzywh.com/media/we-dont-have-the-burden-of-traditional-media-confessions-of-a-upstart-agency-holding-group-md/ Mon, 07 Sep 2020 04:01:00 +0000 http://jytzywh.com/?p=376786 Frugal advertisers haven??t been kryptonite to all marketing services firms in 2020, it seems.

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As advertisers have readjusted spending plans during the pandemic the traditional holding groups are buckling under the strain. The losses of those companies have been the gains of their upstart rivals. In the latest edition of our Confessions series, in which we exchange anonymity for candor, the managing director of one of those businesses explains why its agencies are in rude health. 

This interview has been lightly edited and condensed for clarity. 

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Our balance sheet in the first quarter showed a slight decline and the second quarter was tough, but we??ve seen positive signs since May. We can??t be negative given we saw some growth during that quarter, unlike the traditional holding groups. The benefit we have is we don??t have the burden of traditional media. The reality is that while we work with a lot of global advertisers there??s a small amount of marketing and comms budget that sits with us. What that means is it??s easier for us to manage budget cuts. If a client cuts a $10 million budget with us down to $5 million then its a lot easier for us to get that back then it would be if we were Omnicom trying to go from $60 million back to $100 million. We??re also not exposed by being heavily reliant on a handful of clients.

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Given we??ve grown as a group through M&A, we??re built on companies that had optimized their P&L accounts. We??re built on businesses that don??t have any fat on their bones so that became a mitigating factor when we had to make our own cost cuts earlier in the year. It??s worth noting that over 50% of our business comes from technology platforms so that??s meant we??ve been able to get carried along in the slipstream of their growth.

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We get senior marketers that want us to fill the role of a traditional agency but we don??t want to be seen as a pure media buyer. Often, we will walk away from those opportunities. You look at companies like S4 and You & Mr Jones and very little of what they do is around managed media services. For some clients we??re effectively they??re data agency whereas for others we??re more like consultants helping them in-house parts of their marketing operation. 

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Whatever the recovery looks like, it won??t be straightforward or universal. We pay closer attention to how each vertical is recovering. There are certain verticals like CPG where we expect a straightforward recovery whereas others like travel, which represents less than 3% of our business, which will take a while to bounce back. Making those calls is harder given there are companies within the same vertical that are on different ends of the recovery spectrum. We also have to consider to take into account that some markets haven??t handled the crisis well, versus those that have. 

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We have a different proposition that??s less focused solely on media buying so our new business pipeline is less reliant on the pitch market. Also, we don??t really have the resources it takes to go on a six-month pitch process being run by a pitch consultant from a spreadsheet. We??re trying to build a different proposition that doesn??t fit well within that template.

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勇士八连胜 http://jytzywh.com/media/state-of-play-where-the-battle-with-google-and-facebook-to-pay-for-news-is-hottest/ Mon, 07 Sep 2020 04:01:00 +0000 http://jytzywh.com/?p=376780 Here??s a look at how the other regulators and publishers around the world have been trying to get the duopoly platforms to pay up.

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For over a decade, regional publishers have been battling with Google, and more recently Facebook, to reimburse them for distributing publisher content on their free platforms. Those spats seem to be heating up as publisher pursuit of revenue during the coronavirus-induced recession becomes increasingly fraught.

While the skirmishes differ in each region, there are a few recurring similarities; regulators want to “level the playing field” on monopolistic tech platforms so publishers can be remunerated for the content shared. Critics and platforms attest that regulators don??t understand ?? and are not quick enough ?? to adapt to internet-based business models.

The duopoly also points to how they support the news industry via funding, content licensing programs like Facebook Watch, and carriage fees, while not making much money from news, but still delivering monetizible traffic to publishers. 

Democratic ideologies like free access to news and funding journalism are being flung back and forth in the fray. Here??s a look at how the other regulators and publishers around the world have been trying to get those platforms to pay up.  

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Last week, Australia??s lawmakers and antitrust watchdog, the Australian Competition and Consumer Commission, called Facebook??s threat to stop sharing news in Australia on Facebook and Instagram ?? during a pandemic no less ?? “ill-timed and misconceived.”

In July, the body released a draft for the News Media Bargaining Code. If passed, the code will require platforms to negotiate compensation with publishers if they feature content on their services. It would also require platforms give news publishers 28 days advance warning of any changes to their algorithms that might affect the placement of news. And also require the tech companies to provide the data they collect on users when those users interact with news content.

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The social network spoke out saying that, if passed, it would “reluctantly” stop news sharing. Facebook said during the first five months of 2020 it sent 2.3 billion clicks from Facebook??s News Feed to Australian news websites and estimates that traffic is worth $200 million Australian dollars to publishers.  

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Google has had its own tussle with the watchdog and lawmakers about the regulation, as Digiday reported in August, serving pop-up messages (“The way Aussies use Google is at risk”) open letters and myth busters, and faced rebuttals from lawmakers. 

勇士八连胜??勇士八连胜The code in its current form simply isn’t workable,?? said a Google spokesperson. ??Our focus right now is on working to achieve a viable outcome that doesn’t put our services at risk and enables us to continue building constructive partnerships with news media businesses.?? 

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Media analyst Ben Thompson points out media mogul Rupert Murdoch owns most of the Australian press and has been the platforms’ biggest critic.

Beyond just Australia, a Bloomberg opinion piece argued that publisher business models were disrupted but not destroyed by Google and Facebook, and the former should take responsibility for their own revenue. No less, the platforms have also spent years arguing that they make limited revenue from news (about 4% of Facebook??s News Feed is ??news,?? Google reckons that only about 勇士八连胜1% of searches in Australia have anything to do with current events).

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The heat from lawmakers facing tech platforms for their market dominance within the U.S. has been mounting, setting the foundations for future regulation.

Trade body The News Media Alliance, which represents around 2,000 publishers, is promoting a bill called the Journalism Competition and Preservation Act, legislation that would allow newspaper companies to collectively negotiate with online platforms for better terms. NMA CEO David Chavern has been a vocal commenter on the Australian government??s muscular approach to the platforms and expects the U.S. House of Representatives will be supportive of the proposals.

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“We agree that we should pay for journalism and do more to help set publishers up for long-term success,?? said a Facebook spokesperson. “The ability to collaborate with news publishers to build long-term sustainable business models is key.”

Last week Facebook expanded its Facebook News initiative and listed a number of other efforts it makes to support journalism, like its subscription tool and fact-checking projects. 

“Consumer habits and news inventory vary by country,” said Facebook??s vp of global news partnerships Cambell Brown in the post, “so we??ll work closely with news partners in each country to tailor the experience and test ways to deliver a valuable experience for people while also honoring publishers?? business models.”

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Back in 2007, publishers in Belgium were upset at having their content “stolen” by Google for publishing links to articles from Belgian newspapers without permission (via its search engine) and fined Google a payment of ?25,000 ($29,603) a day to the publishers for displaying content that breached copyright law. Facing years of regulatory pressure and threats of fines, Google agreed to help publishers to monetize news online and set up what would become the Google News Initiative.

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??Everybody is going through a reckoning. Legacy folks are having to shed legacy structures, and then all the new entrants are really being tested in terms of profitability.??

— TV network executive on the economic downturn??s impact on media companies?? businesses

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勇士八连胜121 million:勇士八连胜 Number of households in the U.S. with TV screens in the home.

勇士八连胜19%:勇士八连胜 Streaming??s expected share of Disney??s total revenue for 2020 (the percentage is likely helped by the fact that Disney??s theme parks and resorts revenue has fallen off a cliff).

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As Roku??s connected TV footprint has grown, so has its power over the streaming landscape, as Variety reports. The piece explains how Roku has reached this position where it??s able to face off against the likes of WarnerMedia and NBCUniversal, but it also identifies some of the company??s vulnerabilities, like how smart TV manufacturers are trying to compete with it for advertisers?? dollars and how Amazon??s and Google??s CTV platforms have a larger presence internationally.

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Comcast may soon become another rival to Roku. The pay-TV and internet provider has pitched TV manufacturers on using Comcast??s software to power their smart TVs, according to Protocol. Amazon, Google and Roku have struck similar deals with smart TV makers, which provides a way for the companies to acquire users of their CTV platforms ?? But this market is becoming pretty crowded. In addition to the aforementioned platform providers, smart TV makers like Samsung and Vizio operate their own CTV platforms on their devices. So it??s unclear how many smart TV makers would look to take Comcast up on the offer, especially since it??s unclear whether people would be more likely to buy a smart TV with Comcast??s software than one with Amazon??s, Google??s or Roku??s.

勇士八连胜Cable TV??s last surviving franchise?:勇士八连胜
TLC??s ??90 Day Fianc???? may have emerged as the Marvel Cinematic Universe of cable TV, according to Vulture. That??s a wild claim until you consider that the series?? spin-off has been attracting more viewers than would-be franchise contenders like ??Real Housewives?? and ??Below Deck.?? Meanwhile, TLC is trying to milk this cash cow for all its worth. An agency executive told me last week that TLC is demanding broadcast prime-time level ad prices for the new season that is set to premiere in the fall.

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Turns out that advertisers were right to be?concerned that live sports?? return would lead to congestion. Ratings for the NBA playoffs, for example, are down by 34 percent compared to last year. However, that doesn??t necessarily mean that fewer people are tuning into games, according to Yahoo Sports. For one thing, there are a lot of games being played during the traditional workday. People can tune in between Zoom calls, but that flitting in and out can drag down the average number of people watching in any given minute. Also, it??s August, and even though there??s still a pandemic going on, I??ve talked to a lot of people who have gone on vacation in the past month and are enjoying time away from their screens.

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勇士八连胜 http://jytzywh.com/media/its-more-transformational-for-the-third-time-in-five-years-advertisers-will-launch-a-mediapalooza-of-account-reviews/ Wed, 02 Sep 2020 04:01:15 +0000 http://jytzywh.com/?p=376550 The unprecedented wave of media reviews from five years ago is on the crest of a comeback.

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Remember mediapalooza? Five years ago, the world??s biggest advertisers put tens of billions of media dollars up for grabs for agencies to duke it out over. Now, they??re doing it again. 

So far this year, 950 advertisers have concluded media reviews worth $10 billion in ad spending, while another 75 are underway that represent $5 billion, according to research firm COMvergence. A further $13 billion could be up for grabs over the coming months.

Indeed, some advertisers like Burberry are due to restart global reviews that were postponed at the onset of the coronavirus crisis, while others like Unilever are long overdue one. Should both reviews take place before the end of the year then it would represent more than $4 billion in media billings, per COMvergence.

??Based on recent conversations I??ve had with agencies and industry analysts, it seems that the number of multi-country and local pitches are increasing again as advertisers who had planned to review their media arrangements this year will go ahead, while adapting to the new ways of running a pitch virtually,?? said Olivier Gauthier, CEO at COMvergence. 

Events like this have become a regular occurrence over the last five years. The first mediapalooza happened in 2015, only to be followed by another three years later and now another is on the way. 

Corporate cost cuts amid shifting commercial priorities are making advertisers think long and hard about how much they spend on marketing ?? and therefore their agencies ?? coming out of the pandemic. 

??There??s a mediapalooza happening now, but it??s not public,?? said John Donahue, CEO at media consultancy WLxJS. ??A lot of processes that lead to global reviews started on March 14 when lockdowns came into force.??

Behind the scenes, advertisers are busy doing all the things that eventually lead to reviews. 

??While a review process is very public there??s a whole other process to get to that point; there are audits to run and questions to ask before ruling whether the relationship with your agency is set up the right way,?? said Donahue.

But whereas previous mediapaloozas revolved around advertisers?? concerns over how agencies spent their money, now there??s a greater focus on redefining what agencies do. When the world changes as much as it has in 2020, so do go-to-market strategies. Businesses that were traditionally reach-based advertisers are being forced to act like direct-to-consumer ones, for example. Little wonder then why those advertisers are debating whether their agencies are up to the task. 

??From the many pitches we??re seeing in the works, they??re less about advertisers being inherently unhappy with their current agency and more an acknowledgment that they need different things from them,?? said Ruben Schreurs, managing partner at digital media consulting firm Digital Decisions. 

With so much financial and civil unrest, advertisers are marketing in a faster-moving marketplace, and that means two things. First, advertisers need more insights into shifting media trends they can exploit. Second, they need the flexibility to adapt media plans in response to those trends. 

Both concerns have put newfound pressure on the勇士八连胜 勇士八连胜perennial list of advertiser concerns around strategy, operating model, efficient use of technology, compliance of data use, in-house plans and brand suitability. In response, the holding groups are pitching advertisers more integrated models capable of tapping into various expertise across their agencies, from data management platforms to e-commerce strategists.

??The briefs for pitches we??re seeing come through now are more transformational,?? said Martin Kelly, CEO of Infectious Media. ??Marketers are questioning whether they have the right marketing mix and subsequently the right operating models with the right partners, and that??s leading to these more strategic briefs.??

Neverthless, brokering cheaper media prices will still play a role in upcoming negotiations, especially given the financial straightjacket advertisers now find themselves in. 

??If the business is hit hard then there will be logical cuts to the budget and with that also likely a shift in scope with an underlying need for savings,?? said a marketing procurement director at a pharmaceutical company who asked not to be named.

For many global advertisers, recoveries will be driven by efficiencies, rather than top-line growth. While an extreme example, the recent Kraft-Heinz review is emblematic of how ruthless advertisers are prepared to be in pursuit of cost efficiencies needed to maintain margins on media. The advertiser had asked agencies on the pitch to agree to its 120-day payment terms, for example. By pushing out payment terms to four months, Kraft-Heinz has more cash for other areas.

??There are some advertisers like Kraft-Heinz that see the pitch they??ve just concluded as the last opportunity to drive some hard savings from their media before more of their money moves toward auction-based channels,?? said a consultant with knowledge of the CPG company??s plans. 

As much all these pitches represent a chance for agencies to win some much needed cash they??re also an additional cost. Already short-staffed in light of cost cuts, agency bosses will need to weigh up their chances of winning new business with the impact it will have on work for current clients. From there, it??s a slippery slope for those CEOs struggling to balance short-term commercial gains and the longer-term stability of their business model.

??There??s a risk that clients will become unsettled as agencies continue to cut out headcount — the effects of which will only be fully understood once the government??s furlough scheme draws to a close,?? said the CEO of an independent agency in the U.K. on condition of anonymity. ??Given the cost-cutting challenges that the agencies face themselves I fear that there will be a number of players who are willing to continue the race to and through the bottom just keep media billings coming in.??

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勇士八连胜 http://jytzywh.com/media/while-cut-media-company-pay-might-be-returning-soon-confidence-in-the-ad-marketplace-not-on-the-horizon/ Wed, 02 Sep 2020 04:01:00 +0000 http://jytzywh.com/?p=376557 Several weeks removed from April and May's steep drops in ad spending, many publishers that instituted pay cuts have started to roll them back.

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Call it a modest sign that nature is healing in media: The pay cuts that many publications instituted at the start of the pandemic are starting to get rolled back.

In mid-August, Meredith announced that it would reinstitute full pay for employees beginning September 5. At an all-hands staff meeting in July, Cond?? Nast announced it too would roll back its own pay cuts beginning in the fourth quarter of 2020. BuzzFeed told staffers at the end of July that pay cuts implemented in late March would be phased out by the end of the year.

The cuts, which in many cases were tiered, reduced pay for junior staffers by a few percentage points and for senior managers by as much as 40%, and were a defensive move designed to limit layoffs. Though in most cases, the cuts did not prevent layoffs altogether: Almost every media company that announced pay cuts this spring also laid off or furloughed other staffers, according to a running tally of media??s cuts and layoffs maintained by Poynter.

The scope of the cuts also differed. Some publications, such as A.H. Belo, parent company of the Dallas Morning News, imposed the cuts on all salaried employees (A.H. Belo announced on a July 28 earnings call that it would restore full pay to all employees earning $60,000 or less). At publications such as Vice Media, the pay reductions only affected those in management roles, though the company halted other benefits for the rest of its workforce, such as 401k matching.

(Digiday Media, which had furloughs and pay cuts of its own, decided last month that it would roll pay back its cuts gradually as well)

In some sense, the choice of cuts, rather than layoffs, were the result of many workers trying to work together. ??People were very receptive to the idea of shared sacrifice, even to the point that they’d start that conversation,?? said Lowell Peterson, the executive director of the Writers Guild of America, East, which works with unions at publications including Vice Media and Vox Media. ??Everyone was committed to the idea of shared sacrifice.??

While the return to normal pay shows that the bumpiest months of the crisis are over, sources at many of the publications that made cuts cautioned against overreacting.

??It??s more a function of having to provide the organization enough time to adjust expenses on the hit in advertising revenue, than the revenue coming back,?? said an executive at one publication that had pay cuts, then rolled them back. ??Ad investments have stabilized, but not returned to pre-COVID levels.

??There is a good chance they [the pay cuts] will have to be reinstituted in the future if ad spend remains depressed,?? that source added.  

While many publishers have found bright spots in a few different parts of their businesses, including programmatic advertising and an ability to work more closely with partners they already know, most media companies remain well off their original revenue projections for 2020.

Many ad sellers remain unable to have conversations with advertisers about the fourth quarter, as brands remain wary of committing to investments in a year when the economic, political and emotional outlook for the country keeps changing.

The digital advertising market as a whole, while expected to grow slightly in 2020, figures to be well off the original revenue projections for the year, according to eMarketer data. eMarketer has gone from projecting 16% growth to 1% growth.

Correction: An earlier version of this story said Meredith imposed pay cuts on its entire workforce. Only 60% of workers had their pay reduced.

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勇士八连胜 http://jytzywh.com/awards/shopify-chewy-and-ally-are-resilience-awards-finalists/ Tue, 01 Sep 2020 18:30:05 +0000 http://jytzywh.com/?p=376369 In an era upended by pandemic and recession, companies of all stripes have scrambled to survive, let alone innovate and scale. Nonetheless, some media, marketing, fashion, beauty and retail players have continued to succeed in the face of daunting odds.

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In an era upended by pandemic and recession, companies of all stripes have scrambled to survive, let alone innovate and scale. Nonetheless, some media, marketing, fashion, beauty and retail players have continued to succeed in the face of daunting odds.?

The companies that thrived in 2020 mastered the art of perseverance ?? and how they did so is instructive. Even as revenue streams tightened, this year??s Resilience Awards finalists refused to panic ?? or to think selfishly. Instead, they doubled down on their commitment to their team members, their customers, their partners and the broader community.?

First they acted swiftly and urgently to secure the health and well-being of their employees, implementing work-from-home policies wherever possible and ensuring that any remaining in-person staff were working in ultra-safe environments. Then they looked beyond their own walls, backing financially vulnerable partners and supporting crucial charities and social movements.?

Take Shopify, which committed $200 million in business loans to its merchant partners. Then there??s Ally, which designated millions of dollars to nonprofit organizations dedicated to food, healthcare, housing and other emergency causes. Chewy eagerly stepped into the role of devoted pet parent, propping up struggling animal welfare organizations with more than $15 million worth of food, medication and supplies.

Similarly heroic stories abound across all the businesses, teams and leaders included in this year??s shortlist. This much is clear: 2020??s most successful companies thought beyond their immediate bottom lines ?? and in doing so, not only enhanced their standing with grateful customers and partners, but also won their workers?? trust.?

Presented by Digiday, Glossy and Modern Retail, this year??s Resilience Awards program recognizes teams, individual leaders and businesses that as a whole have risen to meet unprecedented challenges.?

The finalists are:

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Shopify
AARP & AARP Foundation – A Wake Up Call for the Ages: Agility and Action for America’s 50+
America’s Test Kitchen
Explore Georgia – Explore Georgia From Home
Ally Financial
Planned Parenthood

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Team

Inspira Marketing Group – Activation Army
High Wide and Handsome – Veggie Grill
The Marketing Store
Verizon Media Studios
Very Big Things
DRINKS
Group Nine Media – Group Nine’s Brandshop

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Leader

Guru Gowrappan, executive vice president and group CEO, Verizon Media Group
Monica Gil, CMO and executive vice president, NBCUniversal Telemundo Enterprises
Oren Frank, co-founder and CEO, Talkspace
Dianne Wilkins, CEO, Critical Mass
Christina Stembel, founder and CEO, Farmgirl Flowers
Lisa Utzschneider, CEO, Integral Ad Science

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Business

Allbirds
Madison Reed
DefineMe – DefineMe HANDS
Ministry of Supply
Deciem – Deciem at Home
Peace Out Skincare

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Team

Consortium
Peace Out Skincare
ReVive Skincare
Marla Aaron – #LockYourMom
Lord Jones
Adore Me

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Leader

Amy Errett, founder and CEO, Madison Reed
Sam Payrovi, CEO, Consortium
Melisse Shaban, founder and CEO, Virtue Labs
Enrico Frezza, founder and CEO, Peace Out Skincare
Zev Ziegler, vp, brand and marketing, health, Lycored
Dani Reiss, CEO, Canada Goose

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Business

Chewy
Faire
ThirdLove
Buttercloth
Article
Elfster

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Team

Sephora
Vera Bradley – Taking Care Together
Dick’s Sporting Goods

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勇士八连胜 http://jytzywh.com/future-of-tv/kind-of-squishy-advertisers-lobby-to-add-pandemic-clauses-to-tv-upfront-deals/ Tue, 01 Sep 2020 04:01:37 +0000 http://jytzywh.com/?p=376463 Advertisers are trying to protect themselves, but TV networks have pushed back against the pandemic clauses?? enigmatic terms and conditions.

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The coronavirus crisis has affected this year??s TV upfront advertising negotiations in many ways, such as by delaying the dealmaking window. But now, even the pandemic itself is being woven into deal terms.

Advertisers and agencies have been asking TV networks to include clauses in contracts that would allow advertisers to be let out of their commitments because of the pandemic, according to agency executives. So far, TV networks have pushed back against agreeing to these enigmatic clauses. The reason for that haggling is the conditions that would trigger these clauses can vary, from advertisers?? businesses continuing to be affected by the current pandemic to another wave of infections pushing companies to re-close. ??It ends up being kind of squishy,?? said one agency executive.

The pandemic clauses are meant to put in writing how TV networks and advertisers should handle deals in the event of a crisis like the coronavirus outbreak. ??We don??t know when it will be officially over. So we need to make sure we have as much protection as possible,?? said a second agency executive.

When the current crisis accelerated into a lockdown and the economy faltered in March, many advertisers asked to be let out of their commitments. However, since their existing upfront deals did not provide pandemic-related escape clauses and the advertisers were at the mercy of the networks to excuse them. For the most part, networks complied with those requests. But if the current pandemic worsens and leads to new shelter-at-home orders and restrictions on businesses, advertisers and agencies don??t want to be forced to count on networks being so compliant again. 

??I can??t go through what we went through in March and April. I need to know now that [a TV network will] let me out of XYZ for however long,?? said a third agency executive.

In some cases, an advertiser would be able to cancel the full amount of their remaining upfront commitments. In others, the advertiser would be able to cancel a higher percentage of their commitment than upfront deals traditionally permit. Or the cancelations would occur in phases: An advertiser able to cancel their commitment for a given month or quarter, and then the advertiser and network would see if the conditions triggering the clause persist before the advertiser is allowed to cancel the following month or quarter.

??There are different levels of what a pandemic clause could be, from greater flexibility to full cancelation to varied or staggered orders dates versus the traditional market deadlines,?? said a fourth agency executive.

There are also differences in what would trigger a given advertiser??s pandemic clause. The clearest trigger would appear to be the World Health Organization declaring another pandemic, but ??the WHO definition doesn??t work for everyone,?? said the fourth agency executive. Instead, ad buyers are largely trying to tailor the trigger to individual advertisers?? businesses.

For a retailer or auto manufacturer, the trigger would be if a certain percentage of stores or dealerships are closed. For a movie studio, the trigger would be based on whether its films are able to premiere in theaters or the share of theaters that would open to a show a film. However, the problem with making the triggers specific to individual advertisers?? businesses is whether the TV networks would be able to verify whether a trigger has been met.

Agreeing to what would trigger a pandemic clause ??is its own kind of negotiation, in and of itself,?? said a fifth agency executive.

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勇士八连胜 http://jytzywh.com/media/daily-maverick-founder-branko-brkic-hard-hitting-journalism-memberships-south-africa/ Tue, 01 Sep 2020 04:01:33 +0000 http://jytzywh.com/?p=376388 Daily Maverick relies on a model akin to the Guardian's ?? make the content free, but ask your readers for support at every turn.

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Paywalls and digital subscriptions may be on the rise at digital media companies around the U.S., but South Africa presents a different case.

“Our competitors went behind paywalls, and they didn’t have a good experience,” said Branko Brkic, founder of the South African online news site Daily Maverick, which covers politics and business from their newsroom in Johannesburg.

“You can’t debate the issue that you need income from your readers to be part of your stream of income. But we really do not believe that the paywall is a way to go,” Brkic said on the Digiday Podcast.

The site instead relies on a model akin to the Guardian’s ?? make the content free, but ask your readers for support at every turn.

“What we say with Maverick Insider is ‘help us actually make this possible for people who cannot pay. Be part of something bigger, be part of something really beautiful,'” he said. “It’s an emotional decision.”

And in Brkic’s telling, it’s worked. Over last two years, the company has gained 13,000 paying members, each paying at least 75 South African Rand (or about $4.50) per month.

The site drew 4,500,000 this past May, its highest monthly figure.

Brkic founded the Daily Maverick in 2009, the year after the financial crisis decimated the digital advertising market and taking his previous publication ?? a magazine simply named Maverick ??out of commission in December 2008.

The day it was announced that they were going out of business, Brkic said he began designing Daily Maverick. Employees of the defunct Maverick joined the enterprise.

The magazine’s online successor delivers shoe leather reporting in a country with insular news organizations and reporters who failed to go beyond stenography. “What South African media for many, many years got used to is basically going to press conferences,” Brkic said. Brkic’s bolder take on journalism included an award-winning investigation into the police killing of 34 striking miners in 2012.

“South African people need to know the truth,” Brkic said. “And as matter of principle, I really don’t think we should let only people that have a checkbook be able to know what the truth is.”

Here are highlights from the conversation, which have been lightly edited for clarity.

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“It took us ten years. When we launched, Facebook and Google still didn’t take 60 or 70% of the market. And the South African market was already small to start with. Even then, the print market was dwarfing the online market. we quickly realized that we had no chance. If we do an advertising model, we’re just going to close down. So we basically begged and borrowed, got close family friends [to invest], and as we were going bigger and our stories got more influential and changed the agenda of the country, people started realizing that we need to be around. Even if we struggle to pay salaries, we need to be around. For a long time we were actually quite cheap to run. And we started attracting the attention of foundations, [which] helped us breach those terrible periods. There were times where ‘salary day is tomorrow and we have nothing in our account. Literally nothing.’ But we somehow managed to survive it. We’ve never been late with salaries. We realized that we must develop multiple channels of income.”

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Neurodiversity is the idea that the human brain comes in variations that create differences in learning and attention. ADHD, the autism spectrum, dyslexia and more fall under the scope of neurodiversity, and many companies are incorporating bias training around neurodiversity to be more accommodating to employees with these differences. Gowrappan has a resource group at Verizon Media dedicated to neurodiversity to ??learn the needs of employees, create a community of support, provide resources, and increase the cultural competency of managers so that they can effectively manage their teams.?? The goal is to create a more inclusive environment that acknowledges and brings out the strengths and unique skill sets of neurodiverse employees, by removing ignorance and educating both team leaders and colleagues. 

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‘Equity’ and ‘equality’ are often confused terms. Equality means everyone is given the same opportunity, but equity allows for nuances in how a person is able to access that opportunity. Equity accounts for differences in employees’ ability to reach their full potential by tailoring support systems to their unique needs. This can mean creating a mentorship program for POC at the workplace to create better opportunities for hiring and promotions, or it can mean developing a resource group to provide support for those with ADHD (see above).

When it comes to establishing equity within the scope of compensation, Walden at Daily

Pay said employers should really be continuously reviewing their process every three to six months??if that’s not possible, at least once a year??to ensure their staff is being treated fairly. ??We’re constantly looking at market data to see what’s the appropriate salaries, we’re doing salary adjustments throughout the year, not necessarily just at the time of increases,?? she said. ??We always make sure that [we’re] fairly accommodating what the employees’ needs are.??

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勇士八连胜 http://jytzywh.com/media/theyre-gonna-go-with-what-they-know-publishers-struggle-to-win-new-business-amid-pandemic/ Tue, 01 Sep 2020 04:01:00 +0000 http://jytzywh.com/?p=376459 Publishers, focused on executing quicker, cheaper campaigns are also dealing with the fact that few advertisers want to work with new publishers right now.

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This has not been a good time for media companies looking to win new clients.

With uncertainty continuing to hang over the American economy and advertisers continuing to face pressure from CEOs who want to see ad spending drive results, it has gotten harder than ever for publishers to start relationships with advertisers, executives at five different media companies told Digiday.

While ad spending has rallied in several key categories over the past five months, many brands, particularly those in the retail category, worry about going dark for extended periods of time as fall begins and winter looms. Because of the concern, many advertisers seem content to work more closely with publishers they already have relationships with, typically on smaller, cheaper campaigns that can be executed quickly.

??They’re gonna go with what they know,?? said Rich Routman, the president of Minute Media, a sports-focused startup that owns titles including The Players Tribune and 90min.

Perhaps the biggest driver of this dynamic is a lack of time, as brands, worried that consumer sentiment or the health of the economy might take a sudden turn, are planning their ad spending over much shorter windows of time, to avoid paying for ads that might seem out of touch with a fraught moment. An executive at Vox Media said they??d seen lifecycle of many advertising client campaigns — from RFP to IO — shrink to half, or even a third, of its typical length over the past five months. 勇士八连胜 勇士八连胜

The chief revenue officer of another publisher, who asked not to be identified, said that many of his largest clients are still working on 30-day planning cycles, making big branded content deals or ambitious creative campaigns all but impossible. ??Our business has gotten a lot more transactional and turnkey,?? that CRO said.

For publishers that have numerous direct relationships with brands, that squeeze hasn??t been all bad. Though much of the work advertisers feel comfortable investing in right now is 勇士八连胜less expensive than the campaigns publishers typically pushed, the work is more frequent; sources at three different publications said that brands want to work on smaller branded content projects lately and at brisker than usual cadence.

But those same conditions make it a lot harder to win business from advertisers they haven??t worked with before. Though the number of RFPs circulating has begun to tick up after falling precipitously earlier this year, there is no guarantee that hike will continue: MediaRadar??s RFP predictor tool cannot predict how many RFPs brands might issue in the fourth quarter of the year.

Minute Media has managed to win some clients over the past few months, Routman said, including the charcoal brand Kingsford and the lawn care company Scotts. That??s partly thanks to a forced shift in their content strategy: Many of Minute Media??s titles had to overhaul their content strategy in the spring, after most professional sports leagues halted their seasons. Minute responded by focusing on what it called “athlete-generated content,” much of it personal, often lifestyle-driven fare made by professional athletes cooped up at home.

But Minute Media also benefitted from all the work it??s done in the past with professional athletes around topics including racial and social justice.

??Brands want to align with someone that has a purpose,?? Routman said. ??We’re not someone who’s taking advantage of something going on in the market. These are stories that have been part of The Players Tribune??s fabric for a while.??

Media companies that do not have a deep track record in covering racial justice or public health have had to rely instead on other ways to start conversations with advertisers. Many have invested more heavily in custom audience and consumer research.

Publishers including Leaf Group, for example, have significantly increased the cadence of consumer research they are doing, hoping that the insights and predictions they now share weekly can start conversations with brands that lead to business.

??It’s one thing to say, ??This is what’s happened and why,??” said Jay Ku, Leaf Group’s svp of advertising and brand partnerships. ??It’s another thing to then add to that, ??And based on that, we predict that these changes (or no changes) will happen to your industry in the next 30 to 60 days.????

Others have tried to pique advertiser interest by partnering with A-list talent on built-if-sold projects that advertisers can get involved in more deeply. Vox Media is among several publishers that have been working with talent agencies such as CAA on projects like these, the Vox executive said.勇士八连胜 勇士八连胜In early August, Vox Creative hosted a Zoom panel discussion, featuring the actress and director Olivia Wilde, on the subject of democratizing opportunity for artists.

But by and large, sources said that there is a measure of resignation that any new business they’re able to drum up is likely to be small.

??The bigger stuff is just not gonna happen [with a new client],?? the first chief revenue officer said.

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