Each week, we will look at industry news curated by MediaScope. This week we look at how our brains block ads, and display the revenue dominance of Facebook and Google.
Four graphs show the state of Facebook and Google revenue dominance (Kunal Gupta – LinkedIn)
Our industry faces a well-known duopoly, with Facebook and Google commanding an ever-increasing share of digital ad spend, both in the US and globally. I recently dug into the data and forecasts available, to better quantify (for my own benefit and hopefully yours!) just how much Facebook and Google are eating digital. I do think we will see a third player – and possibly a fourth – emerge over the next few years, providing marketers with an alternative to the duopoly that is quickly dominating their digital plans. The playbook for this has to be anchored on mobile and video.
How not to lose your marketing job to a machine (Brian Fetherstonhaugh – AdAge)
Whether we like it or not, the machines are coming to marketing. Programmatic media is growing at 50% per year. Intelligent agents such as Watson, Siri and Alexa are rapidly gaining traction, and “programmatic creative” is under active discussion by blue-chip clients everywhere. So whether your marketing career still has five, 10, 20 or even 30 years left, you need to seriously think about how to survive and thrive in the machine world. The implications are clear for careers in marketing. If all you know how to do is calculate and execute, your career will be at high risk of being taken over by a machine. So the first thing you need to do is build a skill set that is abundant in the ability to invent, judge, and build human trust. Do everything possible to master these profoundly human skills.
Why our brains are blocking ads (Gord Hotchkiss – MediaPost)
On MediaPost alone in the last three months, there have been 172 articles written that have included the words “ad blockers” or “ad blocking.” with an estimated loss of $41 billion in 2016, according to a PageFair and Adobe report. eMarketer estimates 70 million Americans, or one out of every four people online, uses ad blockers. If you’re looking for a culprit to blame, don’t look at the technology or the companies deploying that technology. New technologies don’t cause us to change our behaviours. Instead, they enable behaviours that weren’t an option before. To get to the bottom of the growth of ad blocking, we have to go to the common denominator: the people those ads are aimed at. More specifically, we have to look at what’s happening in the brains of those people.
Could a return to full service behaviour improve collaboration (Jason Dormieux – CampaignUK)
It’s easy to get all misty eyed and nostalgic over the prospect of a return to the full-service agency model of old, especially when today’s complex communications challenges require a joined-up and integrated approach. Increasingly, the questions clients are asking now are far broader than traditional media briefs and are more about delivering impact to their bottom line: everything from how to measure the direct impact of comms on footfall, to how to unlock the value potential of CRM data or change public perceptions and increase recruitment levels. Answering these questions requires multiple media owners, as well as tech and agency partners sitting around the table together. And I mean that in the physical sense, not just on a conference call or copied in on an email.
The stress report: Why employee wellbeing is the new bottom line (Nicola Kemp – CampaignUK)
The heady combination of long hours, alcohol and hyper-masculinity just isn’t the draw it once, if ever, was to potential employees in the creative industries. Trend forecasters believe that Generation Z will effectively call a temporary ceasefire on the so-called “war for talent” not just because they are not prepared to make the sacrifices of previous generations, but because they view their own well-being and mental health as the ultimate bottom line. When the once-coveted corner office and killer job title is no longer the ultimate status symbol, businesses are having to fundamentally rethink the structure of work.