Ad viewability has become a chief concern for many marketers; according to a survey conducted last summer among 154 respondents by the Association of National Advertisers, 97% believe all digital media owner’s inventory should be measured by a third party.
Facebook and Google, which collectively account for around 60% of the digital ad market were the major holdouts against third-party verification but recently have relented to allow third-party measurements on their own terms.
It’s a battle that’s already been largely won but implementation remains a work in progress. For digital media owners is imperative to measure Ad viewability and make sure that they’re paying for ads people actually see.
An incredible 56.1% of ads on the internet are never seen by humans according to a report released by Google last year. Evidence like this has lead companies to demand that publishers only charge them for ads that had a 100% chance of being seen.
It has been a year since Google released the data; at the beginning publishers were reluctant and advertisers fired back by pulling money away from major publishers. While there are disagreements over whether 100% viewability is feasible marketers should be able to hire independent companies to check the viewability numbers.
Google already said it will allow third party verification on YouTube starting early next year, it will be interesting to see how this story develops.
Chief Marketing Officers work hard to achieve their positions and establish themselves as strategic thinkers of a brand; in many companies their C-suite colleagues don’t see them that way, so it is understandable that up and coming marketers want to be seen as visionary leaders for their companies, but in this times of new digital technologies and changing business models, tactics move markets.
Anyone who says “tactical” like it’s a dirty word isn’t speaking the language of tomorrow’s business. A defined strategy needs tactics to reach its destination faster. Tactics provide tangible evidence of progress to the organization: for some of the most disruptive companies in the world an important part of their growth has been driven by getting in the weeds.
CMOs who are both strategic and tactical, have to be agile, able to move from analytics to context. It is difficult to find time sometimes especially when working to meet big business goals but the digital landscape doesn’t respect traditional boundaries or methods.
Conventional wisdom states that strategy is what matters. But strategic development can also be a huge time drain. Companies get sucked into a strategy vortex and lose focus on their customer, culture, and their competition. Or they strategize too far out into the future, instead of maximizing the here and now.
It is true that the tactical side of marketing is seen as commoditized because brands forget to think about who their audience is, but this approach is not authentic, ambitious marketing leaders need to see around corners, learn a lot from real stories and real consumers. CMOs should want to know what people are saying about their products and if they love it or hate it. When strategy and tactics are intertwined, crisis can be addressed proactively and new ideas emerge.
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