Three Signs That You Are Ready to Bring Programmatic Media Buying In-house

Today’s CMO and marketing teams are tasked with getting more value out of their advertising spend, which means they have to use their resources wisely.  The motivation for companies to move their programmatic spend in-house is tied to value but also to needing better ROI attribution, improved audience targeting and overall campaign effectiveness.  But even though the motivations behind insourcing programmatic spend are justified, not all brands have all the tools and people in place to complete the transition to a complete in-house operation.  
So if you are a CMO or your CMO asks you to start thinking about bringing your programmatic media spend in-house, how do you know that you are ready?  What are the things that you need to think about? There are three signs that you are indeed ready for the transition to an in-house programmatic media buying team.

  1. You’ve managed either Google Adwords, Facebook Ads or worked within a Marketing Automation platform, before venturing into programmatic.

With the evolution of automation technology there has also been progress made in platform interfaces.  Media buyers that are already advertising on social or have some experience working with search campaigns, will quickly find that programmatic platforms have familiar feeling features.  For many of the DSP platforms, like MediaMath, campaign set-up is easier than it has even been, with many aspects of running and optimizing programmatic that has been automated using the latest AI technologies.

  1. You are determined to own every part of your company’s media budget as well data and analytics, rather than have it be a black box.  You want to negotiate your own contract and terms with vendors and not have those contracts owned by your agency or media partner.

Programmatic advertising has become the lion’s share of digital advertising spend over the last four years. Especially for US digital display ad buyers and sellers, programmatic is now the standard.  According to eMarketer, 78% of US digital display ad dollars will have been bought programmatically in 2018 and the prediction for 2019 is that share of ad spend will increase to 83%.  So having programmatic as a skill in-house is something that CMOs are taking more seriously, especially those who have significant budgets and want to fully own every aspect of their campaigns. 

Brands that are taking on direct relationships with DSPs are finding out that they need multiple platforms to execute omni-channel programmatic media buys.  This means that not only do companies need to think about hiring teams to manage campaigns but they also need staff to manage these new partnerships and find ways to gain the most value out of every platform under contract.

The goal for marketers and media buyers is that with direct access to their programmatic media, they will be able to keep track of their campaigns in real-time, make adjustments on the fly, such as creative changes, targeting optimizations, budget and bid adjustments.  This not only saves on time but also on cost, as everything will be completely transparent to the organization.

  1. You are ready to have multiple people at your company that will be dedicated to keeping up to date on the knowledge, expertise and platforms that are part of the programmatic ecosystem.

Although there has been a lot of progress in the user experience of marketing automation platforms and especially in the media buying category, there is still a ton to learn and to maneuver if you want to fully own programmatic in-house. Even if the plan is to go all-in, programmatic advertising is not a plug and play situation, and brands should give themselves time to get fully up and running. There needs to be significant buy-in from the C-Suite to justify changes in the team structures and the new organization needed to in-house functions that were previously performed by an exterior resource.  

The questions that marketing executives need to asked range from:

  • Do we have talent in-house that we can move to these new roles?
  • Is our office in a location that would attract the right talent if we need to hire?
  • Do we have enough funds in the budget for the required salaries?
  • What is the transition schedule between in house staff and the external resource (agency/ media partner)?

If you already own your data strategy and have access to a CRM and/ or a DMP you are off to a good start in the transition process.  But if you don’t have all the talent trained right from the start or have the relationships in place to get in front of the right platforms then you have options.  There are programmatic services companies like Digilant that can be both partner and consultant to help transition and train your programmatic media buying team to be fully self-sufficient.  So while you are learning how to be hands on keyboard but are not quite ready to push all the buttons, the ideal situation is to have someone else who can own the media execution piece, until you have a full team ready to go.  

In-housing is a long term strategy that requires a plan, people and time.  Even if you are ready it doesn’t mean that you have to do everything in one shot.  Successful companies take a year to two years to be fully up and running with the results they would expect from having less partners and more control over their spends.

2019 Programmatic Media Buying Trends

64% of people that took Forrester’s ‘In-House Agency Forum’ survey said that they used in-house agencies in 2018, an increase of 52% from a decade ago. While in-housing is a trend that we are going to see more of, not all functions are going to in-house teams, brands are opting to use programmatic consulting services for specialized programmatic capabilities as well as the transition from agency to in-house.

Digilant has identified ten programmatic trends that will impact 2019.  To read them all you can view our infographic here.

Programmatic Options Have In-House Appeal

The following article by Adam Cahill was originally published by ihaf (In-House Agency Forum).

Since 2010, the programmatic advertising category has steadily increased in prominence. Indeed, eMarketer data shows that programmatic activity has been responsible for more than 70% of the U.S. digital display market since 2016. And, the dollars involved are significant. U.S. companies will spend nearly $40 billion on display advertising this year with programmatic translating to nearly half of total digital ad budgets.
Not only that, recent surveys suggest that more brands are looking to bring programmatic in house. A report from Infectious Media indicates that many marketers (more than 4 out of 5) want increased control over their programmatic efforts, while fewer than 2% of respondents have actually taken the steps to make it happen. It’s no wonder why brands have been scrambling to figure out the best way to manage programmatic.

Throughout this process, an age-old dilemma has surfaced: Should programmatic activities be handled by external agency partners or internal marketing staff? More succinctly, should it be managed in house or out?

While this question isn’t unique to programmatic advertising—marketing execs are constantly evaluating the benefits of sourcing myriad marketing functions (media buying, creative, technology management) via internal or external resources—this particular category is a hot-button item for three main reasons:

  1. First, programmatic has grown dramatically over the past few years, and increased spending of this kind is gaining the attention of non-marketing execs including CFOs and even CEOs.
  2. Second, since the release of the 2016 ANA Media Transparency Report, which revealed how external agencies concealed financial data about advertising spend and transactions, mistrust lingers that agencies are not equipped with transparently measures and programmatic reporting.
  3. And third, if you can’t be completely comfortable sharing your first-party data about customers with your agency partners, the relationship and the media strategy won’t be efficient.

While such factors may have forced marketing executives to assess alternatives to their programmatic strategies, there are other considerations too. Given digital advertising’s rapid ascent from a tiny sliver of the ad business in 2001 to capturing one third of overall dollars in 2017, it’s not surprising that today’s marketplace has a few blind spots. Indeed, while online advertising may be more effective than offline in many sectors, it still has its problems.
It is through this lens that many of today’s brands are evaluating bringing programmatic media management in house. The appeal of insourcing is not unique to programmatic however—including the promise of greater control over data, increased financial transparency, and the possibility of reduced costs. Others advantages are brand safety and minimization of ad fraud.

So, why have fewer than 2% of companies brought programmatic advertising completely in house and what are the benefits of working with an external partner?

A Complex Environment. The current state of the marketing and advertising technology category (coined “martech” or “adtech”) is complicated, populated with at least 5,000 companies—many of which are sophisticated and deep-pocketed, and understand how to empower vast telemarketing teams to flood voicemail boxes with enticing messages promoting their solutions. It’s challenging for even the most experienced marketing manager to separate the wheat from the chaff. Marketing experts who work with not just a handful, but dozens of technology concerns, can help brands make good decisions based on their unique requirements.

The Stakes Are High, and Growing. Programmatic currently accounts for 5-25% of most marketing groups’ advertising activities. While this degree of penetration is significant, it is also expected to increase—and for some types of organizations (especially B2C), it is anticipated to expand by two-to-three times annually in the short term. Establishing a solid base to build upon will affect the health of marketing organizations for years to come.

Insurance Policy. The only thing we know for sure about the programmatic marketplace is that it’s going to evolve quickly and change dramatically in the coming months—yes, months. At its core, it is a technology industry, and in no other sector is merger and acquisition activity so prolific. Given its current scope of 5,000+ identifiable companies, consolidation is either imminent or in progress. The careers of many senior marketers will depend on the technologies they select for their corporations (as was the case for IT managers a decade ago, choosing among SAP, PeopleSoft, Oracle, and others). Having a trusted advisor involved in a programmatic transition not only ensures that the short-term project needs are addressed successfully, but that an expert is at the ready should an unexpected event require a change in strategy.

As much as having more control and transparency over programmatic media buying makes sense, the required investment in talent and expertise to navigate the ecosystem should not be overlooked. For now, brands should consider a hybrid model where they own the contracts and data and their agency partner owns the rest, at least for the foreseeable future.

Adam Cahill is the President of Digilant US and CEO of Anagram. A 20-year veteran of the digital industry, he went all­-in on programmatic in 2009, launching one of the first agency trading desks. Before joining Digilant, Adam founded Anagram, a programmatic media consultancy. Previously, he served as Chief Digital Officer at Hill Holliday and SVP/General Manager of Carat in Boston. Adam has been named a Media All-Star by Adweek, a Media Maven by the Ad Club, and has led teams that have twice been named Media Agency of the Year.

Programmatic Media Buying 101: Digital Marketing Data Sources, How to Apply Them?

The rise of digital advertising has given marketers fuel to reach their ultimate marketing goal: connect the actions of users into a meaningful whole. When marketers know a lot about their consumers, advertising is personally relevant and more effective. Personalization of brand experiences is a powerful way to drive conversion – and in digital advertising, personalization is driven by data.

Pre-digital direct marketers relied on research of public records of births, marriages, and property deeds. They bought mailing lists from catalog companies to reach out to potential customers. Audience segmentation and tracking purchase intent are not new strategies, but digital data collection has significantly increased their impact. And online consumers leave a digital data trail behind wherever they go.

The Digital Data Trail

Now that there is much more data available for marketers to use, behavioral targeting has become a much more popular tactic for media buying. Most digital advertising still relies on at least some information about individual attributes — like gender, geo-location, and age. But programmatic buyers and also have the ability to collect data related to online behaviors.

While a lot of privacy-conscious consumers delete cookies or use the “limit ad tracking” features on mobile devices, advertisers aren’t interested in personally sensitive information – like cheating on taxes or a romantic partner. They are more interested in behavioral data signals that indicates whether consumers are in the market for a car, house, or coffee maker.
Social media sites or other login-based services have access to personal identifiable information (PII), but tying it to other data points would drive away customers. The ongoing stream of “shares”, “tweets”, “likes” — or other “reactions” — is revealing enough info to be worth a lot to advertisers – even without names and emails addresses.

Online activity allows data providers to identify specific audience segments, These segments can be defined by variables like (1) geolocation, (2) device type, (3) marital status, (4) income level, (5) profession, (6) shopping habits, (7) travel plans and a variety of other factors. These valuable segments can be sold to the highest bidder wanting to reach segments as specific as men in trouble or burdened by debt: small-town singles.

There are many players in the data game – and some play multiple roles. 

  • Brands collect information about their customers, such as email addresses and purchase history, which is helpful when tailoring their experience through product recommendations or incentive offers. 
  • Publishers sell data about readers who visit their site, which is valuable to advertisers purchasing ad space on their site – but can also be used to track their site visitors in other places online.
  • Other data collectors who may sell data may not be thought of as “ad industry” types at all, such as:

1. Political campaign groups often rent out their lists to firms as a fundraising strategy

2. Credit-card companies issued directly or through banks sell anonymized data to advertising companies – in cases where cards are issued directly, customers can be cookie’d whenever they login then go elsewhere online.

3. Online auctions offer a huge amount of user info, again anonymized, but revealing.

4. Any company, site or service that requires a login can collect data. For example, social media sites garner huge amounts of data as users “like” “tweet” and “share” about their interests.

How Companies Collect & Use Data?

The data game players are defined by how they collect and use data – either as first-party or third-party.
First-party data is any information that’s collected by a company that has a direct relationship with the consumer. First party data tends to be considered as more valuable because it usually is more accurate and is free for the advertiser.

  • If we take the fictional example of Heart and Sole shoes, they would like collect data about customers’ style preferences and shoe size through the user’s’ purchase history.
  • If we look at a fictional online publisher, say Knitting News Weekly, they may associate an ID to anonymously track the articles that their visitors read and share
  • Another fictional example, like Gloria’s Games App might use an API to gather data themselves, for example, the most common geographic locations where the mobile app is used.

Some apps also use external SDKs — or a software development kits — from a technology provider that will track user data. In this scenario, the technology provider is a 3rd party data collector. And third party data is any data collected by platforms or services that do not have a direct relationship with the consumer. These service providers obtain data in many different ways, such as:

  • Paying a publisher to collect data about their visitors.
  • Or piecing together behavioral or interest profiles and audience segments to be sold to advertisers.

Let’s not forget the new comer to the data party – 2nd party data, which is essentially first-party data that you are getting directly from the source. Buyers and sellers can arrange a deal in which the first-source party offers specific data points, audiences, or hierarchies to the buyer. The sharing of high-quality, first-party data gives marketers access to many hard-to-find audiences they may not have been able to reach.
Whether first-party or third-party, data is often housed and managed for programmatic buyers by a Data Management Platform – or DMP. DMP’s give marketers — and sellers of data — a centralized way to:

  • Create target audiences, based on a combination of in-depth first-party and third-party audience data;
  • Accurately target these audiences across third-party ad networks and exchanges,
  • And measure performance with accuracy.

Summary

  • Marketing based on consumer data has always been around; digital has just made it more powerful.
  • Personally Identifiable data isn’t critical; marketers can get a lot of value from behavioral and interest-based data.
  • First party data is often considered most accurate and more valuable.
  • DMPs help marketers collect and manage and organize consumer data so that they can use the insights to activate a marketing or a programmatic media buying strategy.
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