....previous answers, offer insights on what they would have answered the same & differently - & also comment on challenges & opportunities in our current market. As you’ll see we’ve attracted worthwhile insights from each 'Digital Person'. I’ve also linked to a page where you can scroll through & access all 100 profiles. Thanks to everyone who’s participated & followed this series over the past 3 years – your continued support & feedback is greatly appreciated….
Please click on each name to be taken down the page to their profile answers....
- Wendy Hogan – VP of CBS Interactive APAC based in Singapore
- Stuart Simson – Chairman of Facilitate Digital, Director of Switch Digital, Joule Australia & Optimo Designs
- David Gaines – CEO of Maxus Digital & Chair of the Media Federation of Australia’s Digital Committee
- Jack Matthews – CEO of Fairfax Media - Metro Division
- Doug Weaver – Founder of US based digital media training business - Upstream Group
- Mark Pollard – VP of Digital Strategy at Big Spaceship based in NYC
- Paul Fisher – CEO of Interactive Advertising Bureau Australia (IAB)
- Tiphereth Gloria – Digital & Social Media Planner at VML
- Jennifer Wilson – The Project Factory
- Lee Stephens – CEO of Switch Digital
- Sally Mills - CEO of Digital Media Recruitment Agency - LaVolta
100 Digital People Profiles - Scroll through & access each profile HERE
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The Digital People 100th is Sponsored by: Adstream - streamlining advertising
Getting campaigns to market is hard work – validation & distribution of your Digital, Print and Broadcast ads is easy with Adstream. Find Out More Here
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Wendy Hogan’s - profile appeared in November 2008 through her role as VP/MD of CBS Interactive based in Sydney. She’s since been promoted & transferred to their Singapore office with responsibility across APAC....
With the benefit of hindsight please comment on your previous profile answers?
The things I didn't mention were the infinite amount of inventory and the impact that would have on digital display in terms of differentiating quality or premium; the changes to the landscape as the emergence of Facebook and other social platforms changed advertisers expectations in terms of campaign insights which then leads into the emerging dominance of data driven decisions and audience buying.
What are the challenges and opportunities in the current digital media market?
There are numerous challenges and questions such as -
- "RTB" - the utopian view vs the current reality, especially in APAC; is it 'real-time bidding' or 'real-time buying'; data scarcity in APAC and the current asymmetry of information between agency trading groups and publishers; the opportunity to use a DMP (data management platform) environment to drive not only revenue but product strategy; the potential to enhance the direct sales funnel; resourcing challenges and opportunities as ops evolves into data science encompassing ad delivery, site side analytics, traditional CRM data including offline information, social, device and platform activity.
- The viewable impression debate - is it feasible to execute? Would that give display the respect it deserves?
- Video - creating more quality inventory, developing metrics that make sense to advertisers such as incorporating TV style ratings, GRP (gross rating points) etc; innovating in creative delivery and ad slots
- Screen proliferation and audience fragmentation across devices and platforms. Responsive design of websites to enable content and advertising delivery in a seamless fashion
- Investment in training staff and competing for the best talent is a continual challenge as the industry continues to evolve and new technologies and platforms emerge.
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Stuart Simson’s – profile first appeared in August 2010. He’s now increased his roles & business interests to include Chairman of Facilitate Digital, Switch Digital, Optimo Designs & Director of mobile specialist agency - Joule Australia....
With the benefit of hindsight please comment on your previous profile answers & highlight challenges & opportunities in our current market?
If anything the past two years have highlighted the pace of change in digital media.
The most profound shift has been towards "mobility" in digital media use and the implications of this for many media players. We have a situation in Australia where we have the second highest penetration of smart phones in the world. Moreover around 27 per cent of uses also have some form of tablet. So this is the really the next wave in the digital revolution that I would liken to a tsunami for many participants. The great shift to mobility will worsen the business models of many players. Mobile ads cost a fraction of browser based advertising and yet, properly executed are more effective. In Australia mobile advertising is tiny, around only $11m on PWC's figures last year and only $90m by 2016. So in other words usage is expanding rapidly but not the revenue opportunity.
Of course we have seen the same thing with online classifieds where the online cake is not as large as the print one it is replacing. The mobility tsunami is affecting not just old media companies but virtually every global media player. Microsoft, Facebook, Google, Amazon, Research In Motion (who own the Blackberry) and Nokia are among the players facing threats or even extinction (in the case of RIM for example). The share prices of a number of the companies (including Facebook) have been under great pressure at least in part because of the potential impact of mobility on their revenue models. Microsoft for example has just announced its' first quarterly loss in 28 years because of the impact of tablets on its PC sales. Google has bought loss making Motorola to try and give it a leg up in this space and the lines between hardware and software are becoming very blurred. A number of the advertising independent players are launching their own tablets and even phones.
So where does this leave traditional media companies such as newspaper businesses? My view is that these trends will further hasten their retreat into niche or specialty markets. In terms of predicting big winners from the mobility trend, well you would need to be a very brave person to do so at this point. Perhaps Apple remains the stand out in covering all bases.
At the risk of talking my own book as Chairman of the Switch Digital Group, providers of digital marketing and advertising services should be able to look forward to a positive future, but only so long as they also take a "no borders/no silos" approach to their business. What we have noticed increasingly at Switch, and our sister business Optimo Designs, is how the boundaries between media, creative, and marketing services is also collapsing and businesses like ours need to reflect this.
This applies right across the board: above-the-line and below-the-line. The switched-on marketing directors increasingly want a single view of their customer, and their accountabilities. So for us this has meant a new joint venture in Australia with WPP with their Joule mobility business, a new online video advertising business called Stream Media, and a big push into social media. And all of this is being offered to our traditional creative agency clients.
As I keep reminding myself, it's a great time to be alive!
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David Gaines’ - profile appeared in March 2011. He is the CEO of Maxus Australia, Chair of The Media Federation of Australia's Digital Committee and a regular speaker and commentator on the digital media market....
With the benefit of hindsight please comment on your previous profile answers?
I benefit from this being reasonably recent so I don't think I would answer this differently at all. The issues such as having limited glue to bind the digital and non-digital elements of our industry, be it people or approaches, is improving all the time. But its still got a lot of development to come to fruition.
The area that I think has maybe lagged a little more is that of content and portability. There are some excellent examples of where it's working but I thought that the tablet would accelerate this as part of comms development plans more than it appears to have done.
That though is probably a result of the next point..
What are the challenges and opportunities in the current digital media market?
The main challenge for us is still based in understanding who is online. And if we are to use that audience as a trading currency to establish revenue for audience delivered, what do we want it to look like?
It's not a simple as demographics across the board. Small to medium publishers will find it harder to prove audience in these terms so it needs to be something else that we are all comfortable with; it could be content based or it could be impresssion. There are a few good solid options. But right now we still have a little discontent with what we all work with.
There are probably 8 ways to credibly measure digital audiences and that is not necessarily a bad thing. But we do need one underlying consistent measure.
A lot has been done in this area already and there's some hugely positive progress that has been made in the last. But we still need a bit more industry collaboration - some kind of joint industry committee for the web so we can nail this.
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Jack Matthews' - profile appeared in November 2010 through his role at head of Fairfax Digital. He’s now become CEO of Fairfax Media’s Metro Division with responsibility for Sydney, Melbourne & Canberra based digital and print products. Jack recognises his current role as a ‘change agent as he drives strategy and builds an effective team and culture to develop a sustainable future product portfolio and operating model.’....
With the benefit of hindsight please comment on your previous profile answers & highlight challenges & opportunities in our current market?
The continued push towards paid digital products is the obvious overriding opportunity, and there is a clearly enough momentum behind this shift now for it to stick. The bit that’s not yet clear is whether a particular model or format will emerge as a de facto standard (although there does seem to be growing evidence that metered models provide the least disruptive path-to-market for ad-funded digital businesses).
The push towards data-driven advertising will also continue at pace (unless there is legislative intervention) and we expect that standard CPM advertising will start to branch into high-end targeted premium brand campaigns, and low-cost direct response campaigns. With the arrival of demand-side platforms, supply-side platforms and ad exchanges we will also see rapid growth in electronic trading of ads.
While large-scale disruption of linear TV is still a few years away, we are watching the growth of second-screen usage in the lounge room with great interest. We believe the advertising battleground will start to shift from the morning / daytime audience to the evening audience.
On the consumer front, the evolution of attitudes towards media continues to be a really interesting change (e.g., owned vs. licensed content, willingness to share personal information, willingness to pay for digital products, lean-forward vs. lean-back consumption).
And finally, we may be starting to see the first signs of Apple’s dominance eroding as competing manufacturers catch up with their product-release cycle - if this persists it will clearly have massive implications on device and platform penetration.
The biggest challenge now is for digital publishers to get much better at gathering and using data – something that the technology companies are naturally better at, but also something that we have to nail in order to provide more accurate and effective services to our audience and to our advertisers. We also see innovation becoming a core capability for businesses. The success of our iPad app has demonstrated this. The key for us now is to keep driving this innovation right through the business, in product, in editorial and in sales.
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Doug Weaver - sold one of the first banner ads in the US in the mid 90’s. He now runs a highly successful digital media training business based out of Vermont USA - Upstream Group. He also writes a well known advertising sales blog. Doug shared his original views with us back in November 2008.
With the benefit of hindsight please comment on your previous profile answers & highlight challenges & opportunities in our current market?
As I look over the answers I gave you a couple of years ago, a couple of things stand out -
I would double down on my answer to number 4: I believe that scale and distribution are an even stronger issue now. As publishers, networks and agencies struggle to spend the marketer’s money, we’re starting to see all a lot of bumps and bruises. Exchange based inventory has a big “viewability” problem – some estimates say that up to half the ads in some buys cannot even be seen by the consumer. Sites that can command a huge audience on a given day are going to be at an advantage. Facebook and even Yahoo – despite its issues – have that kind of scale. And obviously Google does as well, but it remains to be seen how well they mobilize for the big, story-telling brands.
The one answer I would probably amend is on number 7. There is absolutely no question in my mind today that Mobile changes everything. I watch my own two daughters (entering college and grad school, respectively) and watch them go days without touching a laptop or PC. I still think we as an industry will struggle to keep up with consumer behavior because we still think the answer is always “another ad.” As we get into the monetization of the mobile content and commerce relationship, we’re going to have to bring a much broader “marketing view” of the proceedings. A lot of ad agencies and a lot of publishers are still locked into a straight advertising mentality and they will miss the cues.
I remain incredibly bullish and optimistic about our space. Unlike so many industries, our issues are all about expansion, rather than contraction.
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Mark Pollard’s - profile appeared in July 2009 when he was Strategy Director at McCann-Sydney. He’s since relocated to reknown agency – Big Spaceship - in New York as VP of Brand Strategy....
With the benefit of hindsight please comment on your previous profile answers?
I’m not sure I would change anything. But, I’d like to add a few observations
- Australian online media still needs to innovate -
It’s been interesting watching from the States as Australian media has imploded this year. I remember talking to a journalist at Fairfax years ago who said that if a print journalist had the smh.com.au website open on his monitor, then other journalists would scowl at him. The businesses simply haven’t crossed this cultural divide. The innovation in media seems mostly to have happened in buying mechanisms with ‘promoted content’ and achievement-based advertising two of the other innovations.
- Everyone's digital so who do I work with?
This is still a challenge. One thing I noticed when I first came to the States was how polar-opposite the agency world was – because so many businesses scaled just by making TVCs or by making websites, or apps. Many still talk about putting digital at the center but I’m not sure they know what this means. I’ve tried and failed a few times now at creating a model that was digital-centric – digital insight- and content-centric. Start with online search, Instagram photo sharing, online forum and consumer review behaviors, create a bunch of content and see what sticks, and then, take the best content ideas into broadcast media. I’m sure someone’s doing it but I don’t believe the agency and client structures are there yet. So many businesses are bloated and unnecessarily siloed. And, again, many have big cultural divides to cross.
What are the challenges and opportunities in the current digital media market?
I don’t have any big epiphanies here. It’s still about understanding what behaviour you’re trying to affect and what behaviours to play to. The challenge is that there are more channels with more types of behaviours than ever.
I used to think the future was about having the right systems, methodologies, secrets... or that you could win by being smarter than everyone else. Now, more than ever, I realize it’s about having a thriving culture – a culture than can move quickly, that can adapt, that is precious enough to want to make outstanding stuff but not so precious it gets in its own way.
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The Digital People 100th is Sponsored by: Adstream - streamlining advertising
Getting campaigns to market is hard work – validation & distribution of your Digital, Print and Broadcast ads is easy with Adstream. Find Out More Here
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Paul Fisher -is the only person who has been profiled twice with Digital People - July 2009 & April 2011 - through his role as head of the Interactive Advertising Bureau of Australia (IAB-Aust).
With the benefit of hindsight please comment on your previous profile answers & highlight challenges & opportunities in our current market?
2 standouts - first is the complexity of online audience measurement. Back on my earlier profile I talked about the tender the IAB issued for the provision of online audience measurement services eventually won by Nielsen. Measurement still remains one of the greatest challenges for online – standardising metrics, simplifying the integration of audience data into user-friendly interfaces and the ultimate goal of fusing online audience measurement data with other media – TV, print and radio to provide de-duplicated reach and frequency planning tools. This is all coming but gee it’s complex and is challenging many of the world’s leading brains and organisations. This complexity appears to be magnified on another level with the challenge of measuring audiences on mobile devices – smartphones and tablets – so this will be a focus of the IAB here and around the world in the next 12-24 months.
Secondly the threat to the continued growth of our industry from unnecessary and ill-conceived regulation, and the equal if not greater opportunity to provide both protection for consumers and best practice to businesses through effective and appropriate self-regulation, particularly in the areas of privacy, data collection and use, and notice and choice to consumers. IAB Australia has just hired a newly created role of Director of Regulatory Affairs and established the IAB Regulatory Affairs Council to identify the key issues, and create and implement an informed and balanced approach to industry self-regulation.
The key challenges remain – keeping pace with technological change eg ad exchanges, devices, positioning online as an effective branding channel as well as an effective direct response channel, better quality creative shapes, sizes and placements for both consumers, publishers and brands, and of course talent! Closely linked to the challenge of the right talent and enough talent in the industry is education and training- this is an area the IAB has established a new capability in since I last answered these questions so expect to see IAB-branded and co-branded training courses and materials available in 2013.
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Tiphereth (Tip) Gloria’s – profile first appeared in September 2009. She is now Digital & Social Planner at VML Australia and still occasionally finds the time to update her Digital Tip blog....
With the benefit of hindsight please comment on your previous profile answers?
It’s scary how much still holds true!
Ubiquitous computers and smart devices are a way off yet. But I was right on with crowdsourced product development. Crowdsourcing is more a trend now than it was 2 years ago, even down to crowd sourced funding for entrepreneurial projects like Kickstarter and for films like Indiegogo. You always know its hit the mainstream when the NY Times runs an article about product development via socially crowdsourced feedback.
And look at the current Australian campaign for Arvo Beer asking people to choose one of two beers they will continue to develop and market.
What are the challenges and opportunities in the current digital media market?
It's about making brands more relevant and engaging in the digital space. Creativity is a big "hook" - the novelty for social media and digital interactions just for the sake of it has well and truly worn off. Every brand is competing for a limited bucket of consumers' attention. In social spaces, brands compete with friends - so you better give consumers a good reason to want to interact with you.
The challenge is also differentiation - a lot of brands look and sound the same in social. Brand positioning and articulation is even more important in social and digital spaces because its where the consumer and the brand interact. Achieving the brand position and differentiation in social and digital spaces is why brand creativity is so important.
The other big opportunity relates to mobile devices - smartphones, iPads, tablets. Brands using the "second screen" well. Whether when people are at an event, or at home watching TV, harnessing consumer multitasking is something entertainment brands/broadcasters have started tapping into, but we are yet to see it fully realised by consumer brands. The mobile opportunity also relates to brands/retailers using smartphone tech in a smart way - geo location data, cookies and background data collection are all relevant to helping give consumers an amazing customer service experience.
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Jennifer Wilson’s – profile appeared in February 2009. She is a director at The Project Factory and is a well known, passionate and highly knowledgable commentator on all segments of the emerging mobile and gaming markets...
With the benefit of hindsight please comment on your previous profile answers?
Interestingly, I wouldn't change much! I think that my views then and views now are pretty much the same. We are still fighting our corner, but it is easier than it used to be as people realise how important digital is; mobile is starting to be recognised as the incredibly important device I have always seen it as; and TV is still going to struggle a little bit to dominate our attention when we have so much else we can spend time with.
I didn’t see the rise of two screen TV and the huge interest of Broadcasters in owning this space, but it is sensible move. In the same way that film studios moved into DVD distribution to control their content in other forms, so I think producers of TV and film content (and the current distributors of this, common known as TV networks) need to start to control their content on these other screens.
Sadly, I still think the rights and IP legal environment has quite some way to go to catch up with what consumer are doing and what this means. We know that there is not simple equation of “pirate content equals content not paid for” – as in many (most) cases, there would be no sale anyway. We need to concentrate on monetise content through adding value, not through scarcity. (Prohibition comes to mind…. ) Distribution, creating and reaching a market, and getting content and services into the hands of people in the right way, at the right time, with the right information is still the key.
Interesting, three years on, I think we are only just starting to see the real understanding of putting the consumer at the centre of things. Not paying lip service to being consumer focussed, but understanding that people will move from device to device and our relationship with them needs to take this into account. Managing a smart subscriber system is the core of a consumer centric service: restructuring, refocussing and relating to them based on what they have done before, regardless of device and having a single, meaningful relationship with each and every individual.
Finally, the huge take-up of smartphones has meant that native mobile content is here now (and maybe got here about 18 months ago). It’s app. Whether HTML, Web or native apps – we’re starting to see these bleed back into online just as we saw online influence TV. The World Wide Web is dead: Long live the Internet! (kind of)
What are the challenges and opportunities in the current digital media market?
Too many to raise. Understanding that the way advertising works on TV and in print doesn’t translate to online and we need something new; and advertising online definitely doesn’t translate to mobile. A few years ago, TV exec were complaining they didn’t’ get digital and their business was being impacted. This happening to online portals and web companies who are pushing into mobile and not realising the differences. Advertising, in the old model, just doesn’t work on mobile – banners are ineffective and hated and yet full screen and ‘classified’ or simple links seems to be working.
I think we’ve still got people who think that social is easy (just find a 22 year old) and this is wrong thinking. I think some companies are being too quick to move their home pages to Facebook exclusively and while there is a huge audience here, it is a particular type of audience and it might be moving somewhere else. I think that web companies think mobile is easy – and it isn’t. I think agencies think digital is easy – and it’s not. I don’t think we value really good creative thought and ideas in digital as much as we should, and nor do people really want real innovation – their just want theirs to be a bit shinier than the competitors. Finally – I think that companies who think having an iPhone app is equivalent to having a mobile strategy are going to lose the race. A mobile strategy is about your mobile consumers/audience – not about your online services being available as an app.
Opportunities? We are still at the dawn of this age. It’s like TV in the 60’s – everything is up for grabs, we need to make mistakes and learn and be prepared to take risks. I also think the current appetite for start-ups really shows how vibrant ideas and creativity are at the moment. Opportunities to invest in smart new businesses and to challenge old models is ever present. Bring on more disruption!
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Lee Stephens' - profile appeared in May 2011. He has a rich history in the Australian digital media market and is now CEO of strategy and media agency - Switch Digital...
With the benefit of hindsight please comment on your previous profile answers?
As I expected, the DSPs (demand side platforms) have made a significant impact on the market. A lot of the in-house agency DSPs are simply re-badged public DSPs and I remain skeptical if clients are receiving the best rates as a result.
DSPs are providing the challenges for publishers that I expected. One interesting trend is the move for large agencies to sign up with one or two DSPs to the exclusion of all others. The same strategy was trialed by large US agencies and it failed to deliver benefits to clients. US agencies have opened up their supplier agreements to multiple DSPs and this has brought competitiveness and transparency back to the market.
I previously felt that the future of online in Australia was intertwined with the NBN and wireless devices. At the time I underestimated the shift to wireless access. My views were centred around the proliferation of smart phones and tablet computers. I think the shift will be more fundamental than this. Our watches will connect wirelessly, Apples white headphone cords will be antiques, our wallets and purses will communicate with the world around us and advertising will begin to interact with these devises. The future is not for bigger and more powerful devices, it will belong to smaller and more specialised devices.
What are the challenges and opportunities in the current digital media market?
We are in the middle of a quiet boom in social media’s use and commercial development. While the media has been focusing on the challenges of Facebook and social media advertising, forward thinking clients and agencies are using social media innovation to integrate social media audiences with core website functionality and ecommerce.
Australia remains slow to embrace true “mobile first” digital strategies compared to northern Europe despite our world leading penetration of smart phones.
Video advertising has grown impressively. The disappointing result has been the number of “video networks” entering the market with no clear product or supply differentiation. These networks will rationalise by the end of 2012 as the market rewards experience and enhanced video experiences.
Global agency staff freezes and rounds of redundancies by digital publishers have eased the digital skills shortages, however that doesn’t mean Australia is getting smarter as digital marketing professionals. For example, our use of social media and integration of ecommerce into new formats such as Facebook’s Timeline lags both mature and developing markets. It also remains more cost effective and innovative to have mobile applications built in London or Scandinavia.
Despite the challenges, Australians remain the most talented in the region of monetising digital sites and assets.
Because of the complexity of digital marketing, the market developed as specialist industries such as search, social media, ROI and data management and mobile marketing. The market will continue to fragment as broadband allows for more specialist ways of delivering information digitally. The problem is that over the last 12 months the specialist approach has become overwhelming.
The digital industry would benefit from a closer focus on a consumer centric approach to account management.
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Sally Mills’ – profile appeared in May 2010. Sally is CEO of leading digital media recruitment agency La Volta & also supports our industry through initiatives such as Domain & FED - & the infamous White Party. She is currently working on Series 3 of the highly popular Digital Bullets series.
With the benefit of hindsight please comment on your previous profile answers?
A key thing to note is the subtle changes in recruitment, which I had commented on before. Smart technology, social media, communities are definitely changing the game plan and although the likes of LinkedIn can be a great recruitment tool, they of course are the biggest threat and no doubt their aim is to be the world’s largest people database and whilst recruitment companies are their clients, they will eventually wipe out recruitment as we know it. There are of course other areas of threat to the recruitment industry, mostly by in-house recruitment teams, however, I do believe there’s a place for specialists, particularly in the unique skill set and hard to find candidates. It goes without saying, you need to know your industry intimately, have a real depth of knowledge, a strong network and be a brand of respect and trust and all of those together with excellent customer service, creates a real value.
What are the challenges and opportunities in the current digital media market?
I think big data is the place to be and that brings lots of opportunities for businesses and consumers in general but it will be interesting to see how that affects people long-term, will some people resent the ‘big brother’ and find targeted marketing too intrusive and there’s always the danger of content overload. There’s lots of new roles developing and it’s interesting to see smart analysts becoming the new marketeers.
I also see large shopping malls under increasing threat partly as GST pushes shoppers online and off-shore and our retailers continue to morph into eRetailers. There’s still huge opportunity in eCommerce and mCommerce as mobile becomes a serious channel, so lots of activity across eComm and mobile and of course content particularly video. My biggest gripe -- there are not enough Digital savvy C’Execs in business that can influence change. You can’t just fix dwindling revenues and create new online channels with mid-level people, however smart they are, you need to have some-one that can influence digital transformation at board level and so far I don’t think enough of this has been done.
So to conclude and what’s been in vogue the last couple of years in terms of recruitment; eCommerce Specialists, Data Scientists/Web Analysts, UX Specialists, Chief Content Strategists, Content Producers, great PM’s, Search and Social Media Managers, Product Managers, Online Marketing with an acquisition focus, interesting that not many people talk about loyalty and retention strategies, more about “get me the customers and we’ll work it out from there!” Other areas in vogue on the tech side; Front End Techs with HTML5 and CSS3 and Java Script Specialists are in high demand, iOS and Android Developers, mashing up data and integration with the social sites and the change of the Web Developer who now builds apps as opposed to just sites. And then there’s Ruby on Rails and digi-chics but that’s underground!
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100 Digital People Profiles- Scroll through & access each profile HERE
__________________________________________________________________________________________
The Digital People 100th is Sponsored by: Adstream - streamlining advertising
Getting campaigns to market is hard work – validation & distribution of your Digital, Print and Broadcast ads is easy with Adstream. Find Out More Here
Thanks to everyone's who's participated & followed Digital People over the past 3 years - and to John & Brad from Digital Ministry for their continued support. If you have any comments regarding Digital People please get in touch - denise@mediascope.com.au or Phone: 0424 100325. I welcome your feedback.