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Archive for the ‘Organizational Structure’ Category

Jack Myers MediaBizBlogger- Job vs. Career

Posted by Mort Greenberg on April 28, 2009

Article Link: Jack Myers

Article Author: Jack Myers

Article Date: 28-Apr-09

From the Article :

“Success in today’s business environment requires a tactical focus on immediate business needs within a strategic vision of tomorrow’s opportunities. Your success will be inevitable when you organize the forces of strong relationships with imagination, planning, knowledge, involvement and effort.”

Posted in Jack Myers, Marketplace Trends, Organizational Structure | Leave a Comment »

Web Ad Growth Falls Off — and So Do the Salaries

Posted by Mort Greenberg on October 26, 2008

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Article Author: Michael Learmonth

Article Date: 28-Oct-08

NEW YORK ( — The $23 billion online ad market is slowing down, and so is the once white-hot market for online-ad talent.

Five years of double-digit growth fueled a scramble for talent unseen since the last boom, as hundreds of ad networks and venture-funded start-ups competed with the portals, agencies and marketers to hire anyone who knew — or agreed to learn — how to sell or buy and online advertising.

Aside from the burst of another asset bubble, there are few similarities between the internet bust of 2000 and the slowdown occurring today. First, most believe we’re looking at a few years of single-digit growth, not negative growth, as occurred between 2000 and 2002. In 2000, online advertising was still experimental for most marketers; today it’s part of the mainstream.


Posted in Ad Agencies, Ad Networks, Ad Spending, Marketplace Trends, Media Company Stocks, News Highlights, Organizational Structure, Uncategorized | Leave a Comment »

Where Are All the Good Online Ad Sales People?

Posted by Mort Greenberg on October 19, 2008

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Article Author: Heidi Cohen

Being a Good Online Salesperson: Advertisers and sales managers differ on what it takes to be a good online ad salesperson in today’s marketplace. Advertisers believe ad salespeople must appreciate their goals and needs. Marketers want salespeople to:

  • Understand their brand. This includes knowing where the product’s sold and the current online activity. Julie Barile of notes, “Sales representatives rarely do this research effectively.”
  • Know the performance metrics to be optimized. Understand advertisers’ need to deliver return on their ad investment and media’s contribution to it.
  • Listen to their needs and address them. Don’t make the advertiser fit the salesperson’s offering and available inventory.
  • Partner with marketers to meet their objectives. Continue to service the account after the sale.


Posted in Ad Products, Marketplace Trends, Organizational Structure | Leave a Comment »

AOL sheds its brand to draw specialty audiences

Posted by Mort Greenberg on May 18, 2008

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Article Link:

May 17, 7:46 AM (ET)


NEW YORK (AP) – Unless you’re looking carefully, you’ll likely miss the fact that the new Asylum Web site for young men is a creation of Time Warner Inc. (TWX)’s AOL. Same for WalletPop on personal finance, Spinner on indie music and StyleList on fashion.

The AOL brand is taking a back seat as the company long associated with dial-up Internet access for the masses quietly launches dozens of sites targeted at specialized audiences.

AOL figures that to grow its audiences – and draw additional advertising the company crucially needs to offset plunging revenue from its shrinking base of Internet access subscribers – it must break from a one-size-fits-all model and let its specialty sites set their own designs and editorial tone, shedding the AOL brand when necessary.

Bill Wilson, AOL‘s executive vice president for vertical programming, said the company has been retaining the AOL name for some sites – AOL Body is one, after research showed women 25 and up respond well to the brand.

And the brand isn’t completely invisible even if AOL isn’t part of the site’s name. There’s usually a small AOL logo somewhere, along with links to other AOL sites. The right mix, Wilson said, is the product of research on what makes the most sense for consumers.

Take Asylum, which has grown into a leading site for young men since its December launch. The name was chosen partly to convey humor and irreverence.

“If we put it out as AOL Men, we got the feedback it wouldn’t connect,” said Mike Rich, a senior vice president who oversees Asylum and other specialty sites. “People just didn’t connect this type of content with the AOL brand.”

Wilson said AOL‘s unbranding can help potential visitors know that the site isn’t part of its subscription service, which AOL started breaking down in late 2004 in favor of free, ad-supported sites.

AOL parent Time Warner was more blunt in a regulatory filing:

“If AOL cannot effectively build a portfolio of alternate brands that are appealing to Internet consumers, AOL may have difficulty in increasing the engagement of Internet consumers on its Web products and services. AOL believes that the ‘AOL‘ brand is associated in the minds of consumers with its dial-up Internet access service.”

AOL is by no means alone in promoting alternative brands.

Google Inc. (GOOG) has its homegrown Orkut social-networking service alongside its Picasa photo products and YouTube video-sharing site, both brands that came in through acquisitions. On the other hand, the Keyhole brand disappeared when Google bought the mapping concern, which became Google Earth.

Yahoo Inc. (YHOO), meanwhile, has Flickr photos and recently launched Shine for women.

Microsoft Corp. (MSFT) has a slew of brand names, including MSN, Hotmail and Live.

But unbranding represents a reversal for AOL after it tried to make its Moviefone and Netscape acquisitions more AOL-like. Type in “,” for instance, and you’re automatically redirected to “”

AOL currently implies legacy. It implies old. It implies out of date,” said Rob Enderle, an industry analyst with the Enderle Group. “If you want to attract a new, young audience to a site, attaching ‘AOL‘ is probably a kiss of death. They are wise to use the new individual property brands.”

Posted in Ad Networks, Ad/Behaviroral Targeting, Consumer Behavior, Content, Demos & Audiences, Marketplace Trends, Organizational Structure | Leave a Comment »

Newspaper Web Sites Bash Other Media in Local Advertising

Posted by Mort Greenberg on May 3, 2008

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by Jack Loechner, Friday, May 2, 2008 8:15 AM ET

Newspaper Web Sites Bash Other Media in Local Advertising

According to data from Borrell Associates’ fifth annual local online revenue survey, newspaper-owned Web sites maintained a three-to-one lead over other local competitors in advertising market share last year, capturing 26.9 percent of the market.

NAA President and CEO John F. Sturm, says “This survey provides further proof that local advertisers recognize newspaper Web sites as an indispensable way to reach their best customers… ”

Newspaper-owned Web sites earned more than $2 billion in local online advertising revenue in 2007, says the survey, a figure that surpasses all local online media companies combined and represents a 27 percent share of the total local online ad market.  Local Yellow Pages and television Web sites were next with 9.5 percent of the market each, while radio stations captured 2.1 percent.

The survey indicates that video, the fastest growing segment of local online advertising, generated $363 million in 2007, with local online advertisers expected to spend $1.2 billion in 2008 (nearly a four-fold increase).  Newspaper-owned Web sites have seized a foothold in this area as well, with a 26 percent share of all local online video advertising – more than any other local competitor.

National advertising also impacted newspapers online. According to the study, newspaper Web sites earned $1.1 billion in national online advertising revenue throughout 2007, bringing the combined total to $3.1 billion. NAA had similar estimates for newspapers’ 2007 online ad expenditures, with newspaper Web sites generating $3.2 billion in ad revenue.

According to the survey, the largest newspaper Web sites achieved a majority of revenue from non-print advertisers for the first time. The online-only advertisers accounted for 59 percent of the total ad revenue generated by newspaper sites.

These changes come as newspapers have doubled their online sales staff since 2005, adding an estimated 3,800 sales employees nationwide who are dedicated to developing, managing and selling new online products at their properties.

John Kimball, NAA’s senior vice president and chief marketing officer, notes “… the survey found that newspaper Web sites who employ at least one salesperson dedicated to selling online advertising averaged 87 percent more revenue than sites that relied solely on print representatives to sell online ads.”

In a sample of 61 markets covering the full range of market sizes, Borrell Associates compared the number of online-only salespeople at each market’s largest newspaper site with the number at its largest TV site.  The numbers demonstrate the medium’s commitment to generating revenues by meeting the needs of online advertisers:

  • Across all markets, the largest newspaper Web site had an average of 2.4 times as many online-only salespeople as the largest TV site.
  • Among the 20 largest markets, the largest newspaper site averaged 5.1 times as many online-only salespeople as the largest TV site.
  • Among the 50 largest markets, newspapers averaged 3.1 times as many online-only salespeople as the largest TV site.
  • In several markets, the main newspaper’s online-only staff of 12, 18, or 22 is competing against TV station online-only staffs of two, one or 0.3 people.


Posted in Multi-Channel, Organizational Structure, Television & Video, Traditional to Online | Tagged: | Leave a Comment »

All This Connectivity Is Killing Us

Posted by Mort Greenberg on April 10, 2008



We’re Draining the Human Batteries

Marc Brownstein Marc Brownstein

I was out with a client the other night, and asked him how’s he’s doing. He said he’d just come back from Spring Break and was exhausted. Not from being on vacation. Instead, from never really leaving the office, regardless of where in the world he was vacationing. I’ve been hearing this a lot lately, from a wide range of executives.

In business today, the reality is that we are almost always “on.” Our cell phones are on. Our wireless devices are on. Our laptops are on. That means we are always on. There seems to be an expectation that business is never off anymore. Not after dinner. Not on Saturday or Sunday. Or holidays. Where was it written that if you have a thought, it should be communicated right then and there to the recipient? What that means in our industry is that when our clients have an idea, or a request, they reach out to us. When an account supervisor has a question for the creative team, the e-mail (or call) goes out at any hour. And we all feel compelled to respond right away.

It’s part electronic addiction, part passion to succeed. Hey, I can relate. I love being able to communicate a thought when I think of it. It certainly drives business at a faster pace. And I’m a fan of getting things done vs. having meetings to talk about getting things done. But the 24/7 connectivity takes its toll after a while. And I believe that’s what theses colleagues of mine were reacting to.

The advertising business, in particular, drives us harder than most industries. If being on — from the time we wake until the time we go to sleep — hasn’t already taken its toll on us, it will. So what can we do about it? I propose a few reality checks:

  • When you take a vacation, take a real vacation. Let people know that you won’t have e-mail or cell phone access (even if you know you will — this way, there are zero expectations of a quick response from you). Our bodies need time to refuel and recharge. When you’re in the idea business, being fresh, wiping the mental slate clean, is of obvious importance.
  • Turn the vibrate option off on your devices after hours, so you don’t know when a call or e-mail comes in, and feel compelled to answer.
  • Hit the gym in the morning or after work. It’s hard to return calls and write e-mails when you’re doing lat pull-downs.
  • Just say “no.” Your body and mind won’t take a daily pummeling if you don’t allow it. Train those you do business with to expect a reply in 24 hours, not 24 seconds.

Now go and get some rest!

Posted in Marketplace Trends, Organizational Structure | Leave a Comment »

Nick Crows About Multiple Screens at Upfront Preso

Posted by Mort Greenberg on March 15, 2008


Nickelodeon presented its new and returning properties on multiple screens at its upfront presentation yesterday morning. Cross-platform programming was the theme conveyed to a theater full of advertisers and media buyers.

All of the network’s programming going forward will be created not just for the TV, but for the Web and other channels, according to Jim Perry, EVP of 360 Brand Sales at Nickelodeon/MTV Kids and Family Group. “We no longer look to create ideas across our television shows, but they live across platform,” he said.

Among the new properties built for TV and the Web are an environment driven show and online experience, “The Big Green Help,” and an interactive dance show, “Dance on Sunset.” Nickelodeon%20big%20green%20help.jpgThe Big Green Help” to play a SpongeBob-themed eco-game on the site. In November a multiplayer game will be added with objectives like lowering the levels of CO2 on a virtual Earth.

The environment is among kids’ top concerns these days, said Judy McGrath, chairman and CEO of MTV Networks, citing a study conducted in collaboration with Pew Center on Global Climate Change, “Keeping It Cool: Kids, Parents and the Global Environment.” Based on that finding, Nick has billed the program as a multi-screen environmental campaign meant to empower kids.

“The Big Green Help” will begin in the U.S. and spread to other countries where Nickelodeon has broadcast channels, starting with the U.K., Germany, Korea, Latin America, and Southeast Asia.

The network will also premier “Dance on Sunset,” a half hour series focused on free-style dance competitions, a venue for kids to learn new moves and see celebrities dance. “Sunset” features a Web component where viewers can learn and practice “fresh squeezed” dance moves from the show and get exclusive Web content, upload their own dance videos, and view highlights from guest performances. The “Dance On Sunset” Web site will also feature weekly blogs, questions, comments, polls, and games.

“This is a new format for us, I think it will skew a little older,” said Perry. “That’s the one thing you’ll start to see with our brand, and also with the advertisers you’ll see with our brand, the entire family unit together.”

A returning show, and one that broke ground for living on the Web and TV simultaneously, is “iCarly.” The audience participates through the Web by chatting, commenting, and uploading videos of stunts and tricks. Many of those videos are then played on the television show. The success of “iCarly” has paved the way for development of additional shows with crossover potential, executives said.

“What you’ve seen in the last year, convergence with other screens, is very appealing, not only with audiences but with marketers. The audience is more engaged… experiencing it in different ways,” said Perry.

Posted in Brand Advertising, Organizational Structure, Television & Video, Upfront | Leave a Comment »

Verklin Keeps Media Panelists on Their Toes

Posted by Mort Greenberg on March 7, 2008


Aegis Americas Chief Intent on Showing Depth of Fragmentation

Published: March 06, 2008

ORLANDO, Fla. ( — The answer, by the way, is definitely “No.”

On a panel titled “Are Traditional Media Really Adjusting to the New Digital World?” held before a large audience attending the American Association of Advertising Agencies’ annual Media Conference and Trade Show, several representatives from a broad swath of media types admitted that the massive changes affecting print, TV and radio have taken their toll.

Dodging the questions?
As moderator David Verklin, CEO of Aegis Media Americas, peppered the panel with questions such as “Are magazines in decline?” and “Is radio in decline?” executives from those industries fended off the inquiry with the usual talk of their media’s particular advantages. But this year, with digital technology stealing consumer time, the answers didn’t always feel satisfactory.

John Squires, exec VP, Time Inc., played up the strength of People magazine and its broad reach. But he also noted that Time Inc. had endured cost cutting and has not been seeing growth surges in recent months. Frank Comerford, president-general manager of WNBC, noted that in years past, TV stations had more control over when and where people saw the programming they aired. Stations even were able to have a sort of “geographic lockdown” over connecting with consumers in a particular region. No longer, he said.

A panel featuring representatives from magazines, newspapers, TV, radio, out of home and Yellow Pages has long been a mainstay at this conference. It’s usually a time for different executives to boast about how well their properties deliver consumers for marketers. This year, however, with so much disruption taking place due to emerging digital-media outlets, those arguments tend to ring hollow.

Throwing darts
Mr. Verklin threw darts for much of the event. He asked Martin Nisenholtz, senior VP-digital operations, the New York Times Co., whether getting the editorial staff of one of the nation’s largest papers to go digital caused cultural issues at The New York Times.

In another probe, Mr. Verklin asked the six executives on the panel whether they had different teams of ad executives for different kinds of media. WNBC’s Mr. Comerford said he has three teams: one for TV sales, one for digital and one to handle integrated projects. Time Inc.’s Mr. Squires said the situation varies by media property. Mr. Nisenholtz said there is one team to handle the Times Co.’s newspaper group and another for the company’s About web properties. David J. Field, president-CEO, Entercom Communications Corp., said the company has one unified sales team.

All of it just goes to show that there’s no one way to make things work as media continues to fragment.

Posted in Organizational Structure, Traditional to Online | Leave a Comment »