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Asociación Técnica de Diarios Latinoamericanos
Boletín Semanal junio 23, 2019

Axel Springer y Funke se une para crear una gran alianza nacional de compañías de medios

Media Impact, the joint marketing organisation of Axel Springer and Funke Mediengruppe, and Ad Alliance, which unites the brands of RTL Group, Gruner + Jahr and Spiegel Media, together form the largest digital marketing offering in Germany in terms of reach and quality, according to several sources.

statement from Axel Springer said the new consortium will reach about 50 million users per month (source: agof daily digital facts, April 2019). By means of comparison, Digiday saidFacebook has 40 million monthly unique users in Germany, according to Statista. The country has a population of approximately 83 million people.

Starting in September, Ad Alliance will negotiate framework agreements with media agencies and individual direct customers for digital media brands marketed by Media Impact on behalf of and on account of Media Impact. According to Axel Springer's press release, "The print portfolio of Axel Springer and Funke Mediengruppe will continue to be marketed by Media Impact. In addition, Media Impact will continue to sell the digital and print inventory of Axel Springer and Funke Mediengruppe with an independent sales unit in direct customer contact."

Depending on the uptake of media agencies and advertisers, locking in rates for a full year, the idea is to then build out the technical infrastructure to have a ready-for-market product by 2020. Media Impact will have about 20-50 staff who be working on the new alliance, according to Digiday.

The digital portfolio of Ad Alliance includes all brands of Mediengruppe RTL Deutschland as well as Gruner + Jahr and Spiegel Media. Together with the wide-reaching digital brands of Media Impact such as Bild, Welt, Auto Bild, Computer Bild, Sport Bild, musikexpress, Rolling Stone, Business Insider, Transfermarkt, Hörzu, Bild der Frau, Idealo and kaufda as well as clients such as Sport1, the digital marketing offer is unparalleled in Germany, according to Springer.

110 brands, including Bild Online

All together, the new alliance represents 110 brands, including 38 belonging to Springer and Funke, according to WuV, a German marketing trade journal. Bild Online is a heavyweight member, it said, being the digital offer with the largest reach in the country.

Carsten Schwecke, Chairman of Media Impact’s Management Board, says, "The successful development of Media Impact has shown to us that publishing cooperations can be an essential component for a promising and competitive marketing business. We are now taking the next step and creating the conditions to grow even stronger in the digital sector and to counter the increasing international competition with force. In collaboration with Ad Alliance, we are creating a highly attractive offer for advertisers in Germany."

Matthias Dang, Managing Director of Ad Alliance, adds, "In the third year of Ad Alliance, with Media Impact we are very glad to welcome another partner in our group. Not only will the success story of our alliance continue but we are also delivering on our promise of continuous development. The results to date speak for themselves."

Munich-based competitor Burda, publisher of Focus and other brands, welcomed the news: "Alliances are a counterweight to the dominant platforms and are therefore important for the future of our industry," a Burda spokesperson told Meedia, a German media platform.

Meedia went on to cite unnamed marketing specialists as saying the consolidation in ad marketing is overdue, especially in light of the predicted slumping German economy.

Forma en que Schibsted Next Media ayuda a encontrar modelos de futuros negocios

Next Media, a small unit, is essentially Schibsted's future lab. Its task is simple yet tough: Innovate, grow and operate new initiatives that can become independent media businesses.

“We need to be at the forefront of offering products to our users that help them with the new needs and problems they have,” says Frida Kvarnström, head of Next Media.

But what does that mean? How will Next Media go about finding the media businesses of the future? And how will they measure success?

Part of Schibsted Next

Next Media is part of Schibsted Next, one of the three business areas in the “new” Schibsted (the other two areas are News Media and Marketplaces).

“Our ambition is to find the next generation of media companies for Schibsted,” says Fanny Chays, one of Next Media’s product managers.

Says product lead Tobias Calminder: “We see ourselves as an incubator – a start-up for internal innovation.”

Kvarnström says, "We want to identify the needs of our users and make sure we have products for these needs.”

Four teams

Most of Next Media grew out of what was previously known as Next Gen. During that process, several projects such as news app Peil and Sports Next were moved out of the unit. It was decided that Next Media should focus primarily on developing new initiatives and business ideas.

Today, the unit has four product and tech teams:

While the Omni Next and Upnext teams concentrate on products that are already in operation, the purpose of the two “lean teams” is to explore bets for new products.

Expanding Schibsted’s portfolio

Calminder says Next Media will focus on areas in both the B2B and B2C segments that can expand Schibsted's portfolio. The goal is that some of the initiatives will succeed in scaling to independent businesses that can stand on their own feet.

But doesn’t a lot of innovation already happen within Schibsted’s existing brands? “Yes, that is true,” says Chays.

“The difference is that we will look at ideas that are outside the scope of the brands so that we can explore new areas for Schibsted.”
– Fanny Chays, one of Next Media’s product managers

A process in four stages

Kvarnström says they are trying to create an environment with a start-up feel – to be good “intrapreneurs” within Schibsted. “This is really about people’s mindsets,” she says.

The first step was to define the innovation process, which follows so-called lean methodology, with small and agile steps of experimentation.

The starting point is the "bet," a problem area the team believes Schibsted should look into, says Kvarnström.

After the bet is defined, the innovation process follows four steps:

Phase 1: Frame the challenge. In this phase, which typically lasts a couple of weeks, the team tries to define the bet more precisely.

Phase 2: Problem solution fit. The team makes sure the problem actually exists and that they have an real solution to it.

Phase 3: Product market fit. The team launches a minimum viable product (MVP) to test the market’s reaction.

Phase 4: Scale! If successful, the product is scaled.

The process can be stopped in any of the phases if the results are not satisfactory.

Failure is success

And failing is essential to success, according to the team. Kvarnström says they expect to fail a lot and learn a lot. “I hope we will learn from the failures and can share our learnings with the rest of Schibsted,” she says.

The New York Times utiliza publicidad basada en sentimientos

Project Feels, así se llama una de las apuestas publicitarias más innovadoras de The New York Times. Es una herramienta capaz de insertar publicidad dependiendo del estado de ánimo del lector. ¿Cómo lo hace? Basándose en la inteligencia artificial, el análisis de contenido y las emociones.

El diario estadounidense pidió a 1.200 lectores que explicaran cómo se sentían al leer determinamos artículos y noticias de muestra. Al terminar el estudio, los lectores asociaron el contenido a una lista de 18 emociones. A partir de esa asociación -y ayudado por la tecnología-, la herramienta aplica la información a gran escala, lo que permite predecir los sentimientos que despertarán determinadas noticias. Después, los anunciantes utilizan esos datos para insertar la publicidad en las categorías que más les interesen. En total, Proyect Feels ha generado 30 millones de impresiones en 50 campañas publicitarias distintas.

Además de Project Feels, otra de las grandes apuestas de The New York Times es Readerscope, una herramienta capaz de resumir el contenido que la audiencia está consumiendo y mostrar qué personas tienen los mismos intereses y dónde se ubican.

Según Crhis Wiggins, jefe de datos de The New York Times: “Estos productos de datos surgieron de nuestras innovaciones internas utilizando machine learning para comprender mejor a nuestros lectores”.  Wiggins destaca que “Project Feels Readerscope son solo dos de las herramientas algorítmicas potenciadas con datos que hemos desarrollado, primero como prototipos probados y luego, con la ayuda del equipo en nytDEMO, como productos de datos que ayudarán a los publicistas de The Times”.

Además de The New York, otros nombres propios utilizan la técnica de los sentimientos para introducir publicidad. Es el caso la cadena ESPN, el diario USA Today o Spotify, la plataforma de música en streaming.

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