3. 4 Outlook Report, Volume 10 — There’s no better time to start something.
6 The Year in Media
14 Forget Mobile — Think Multiscreen
22 A Wake-Up Call for Collaboration
28 It’s Time for Big Data to Improve Customer Experience
38 Humanity Check — What Consumers Really Think About Tech
42 How the Social Cloud Can Accelerate Brand Interaction
50 Beyond the Banner — Unleashing the Power of Digital to Drive Topline Growth
58 The Rules of Gamification
62 It’s Not Enough to Be Liked — Getting Serious About Social
70 Controlling the Retail Environment Through Digital Brand Immersion
78 Performance Marketing Must Die
84 Toward a New Global Digital Agency Structure
90 Limited Time to Prepare for Unlimited Potential of Mobile
98 How the Open API Movement Can Help Your Brand
102 Organizing for Digital Success
108 Authors and Contributors
120 Contact
OUTLOOK REPORT |
GO TO RAZORFISHOUTLOOK.RAZORFISH.COM FOR AN INTERACTIVE VERSION OF OUTLOOK REPORT, VOL 10.
10 3
5. As we gathered the data and spoke to clients and industry watchers to put together the Razorfish Outlook Report,
we once again found our business in the middle of tremendous global change. The conversation around digital
marketing — long the domain of digital agencies and technology companies — is now part of a much broader
conversation about social and cultural change, the global economy and business landscape.
In today’s world, social tools that started as communications Finally, efficiency alone won’t move business forward forever.
and marketing tools have become conduits for revolution. When I meet with CMOs, CIOs and CEOs around the world,
Cloud-based services have finally emerged as viable methods I continue to hear a call for innovation and see an ever-present
for increasing collaboration and driving greater efficiency. search for sources of incremental revenue. Marketers and
And the investment world increasingly looks to start-ups business leaders once tasked with spending budgets efficiently
to once again push the global economy forward. are increasingly challenged with identifying new sources of growth,
as well as product enhancements.
This means digital is now a lot bigger than agencies. In fact,
it’s bigger than marketing. It’s increasingly woven into the fabric The truth is, building an agency that fires on all cylinders — high
of our business and consumer culture. This inspires us more levels of creativity, innovation, efficiency and technology — is a
than ever not only to optimize the status quo, but also to ignite tremendous challenge. But it’s what agencies and great marketing
a business movement of sorts. organizations will need to do to survive in the face of change.
But how? Which brings me back to the Razorfish Outlook Report. I think
you’ll find it to be a little less theoretical and a bit more practical
First, there is more pressure on our business to perform than in years past. Why? Aren’t digital agencies supposed to be
creatively, stemming from the fact that digital ideas come the predictors of the digital future? There’s nothing wrong
from more sources than just the agency. Indeed, as the new with dreaming big, but first and foremost, in our view the next
generation of creators enters the workforce, we have observed 12 months will be about doing.
their natural tendency to put digital at the center of their process
and thinking, regardless of their chosen industry or employer. We’re not just talking about the social media explosion, but
As a result, companies like ours have to raise their game also scaling an organization and agency partners to execute
creatively to deliver idea-led value to our clients, while creating on a strategy. Not simply checking the boxes of media best
an environment for new ideas to thrive. practices, but leveraging every tool available to plan, buy
and measure its effectiveness. Not just accepting the product
Next, there is a strong drive to leverage the power of technology experience as it exists today, but using technology to improve
to increase efficiency and drive down the cost of marketing customer experience. Not just ideation, but also execution.
and doing business. We are seeing tremendous opportunities
in the media marketplace, with the rise of ad exchanges, analytics As we publish the Outlook Report, we hope it will inspire you
and marketing platforms, to do just that. We’re merely scratching to think and act. It’s what we mean when we say Ignite.
the surface of what’s possible.
Bob Lord
Global CEO
@RWLORD
OUTLOOK REPORT | VOL 10 5
7. The Year in Media
Here’s our annual look at Razorfish ad spend, along with the results
WRITTEN BY of our media team poll to identify the “Best of the Web” and trends
The Razorfish Media Team for 2012. As we’ve done in the past, we polled the Razorfish media
team to discover the “Best of the Web,” asking a variety of different
SPEND ANALYTICS PROVIDED BY
questions to get a directional perspective of upcoming trends.
Thomas Sudassy The questions revolved around creativity, performance, quality
Media Research and overall general satisfaction.
and Publisher Relations
LINKEDIN.COM/IN/SUDASSY
The past year in digital media was heavily influenced by the rapid adoption of new
channels like tablets, the explosive growth of new consumer platforms like Twitter
and new innovations in media buying such as ad exchanges. Overall, investments
in digital continue to grow year-over-year, playing an increasingly critical role in
our clients’ marketing plans. Consumer migration to digital media, the emergence
of new media powers and the sophistication of performance metrics made the
year in media one of the most dynamic in decades.
Ad spend in review
Razorfish ad spend is projected to grow by more than 25 percent in 2011, marking
READ MORE the third consecutive year of more than 20 percent growth in overall ad spend for
the agency. The growth is a result of success in new business and from increased
Scan the QR code investment from long-standing clients. After just two years, Publicis Groupe has
to explore additional proven to be a great fit for Razorfish and our clients.
content associated
with this article. Now more than ever, the function of media planning is about understanding consumer
behaviors and needs — and how to craft experiences that deliver on the opportunities
OUTLOOK REPORT | VOL 10 7
8. Content is media.
Yearly media billings Spend
4%
200 4%
150
43% 36%
13%
INDEX
100 4% SEARCH
4% DISPLAY
50
2011(e)
43% MOBILE
2010
2008
2009
36% SOCIAL
0 NETWORKS/EXCHANGES
presented by those evolving behaviors. This is fundamentally 1. GROWTH IN AD EXCHANGES
different than simply accumulating reach and exposure through
Razorfish has been active in buying through ad exchanges
mass media. Our paid media spend was distributed across five
since the early days of auction-based display media. We were
main channels, illustrating the increasing complexity faced by
one of the first agencies to launch a trading desk to directly
clients and digital marketing teams.
access the growing pool of inventory and have continued
A closer look at the distribution of ad spend reveals several to be at the forefront of data integration through the creation
emerging trends: of client-side data mart solutions, now commonly referred
to as DMPs.
8 THE YEAR IN MEDIA
9. Our continued expansion into the auction-based media Number of publishers vs. number of media partners
marketplace has resulted in tremendous benefits for our clients
in terms of more effective pricing, better targeting and stronger 1,832
ROI overall. As we continue to grow and expand our efforts in
this area, we will be focused on integrating first- and third-party
1,024
data to build the most sophisticated targeting offering possible.
692
These efforts will, of course, be balanced by the industry’s
598
important and ongoing efforts to provide sound self-regulation
around data management and privacy.
2007
2008
2009
2010
Our investment in ad exchanges grew by 66 percent in 2010
and is projected to grow again by more than 60 percent
in 2011. Even with that growth, there is still plenty of upside
in this category since it represents less than 10 percent of our
However, we have continued to increase our concentration
total ad spend.
on fewer and more strategic partners. This focus on more
complex, strategic partnerships has resulted in strong benefits
Total spend in ad exchanges for our clients in terms of scale, price, innovation and access.
The breakout of our spend shows that 55 percent of our
300 aggregated budget goes to our top five strategic partners,
25 percent to the next 32 largest partners and the remaining
250 2011
20 percent in our long tail of 584 publisher partners.
200
INDEX
150
2010 Spend breakout
100 2009
100%
50 90%
80%
0
70%
= TOTAL SPEND
60%
50%
40%
2. CONSOLIDATION OF PUBLISHER PARTNERS 30%
TAIL
20%
BODY
The emergence of new technologies and consumer channels 10%
0% STRATEGIC
continues to provide opportunities for the emergence of new
TOTAL NUMBER OF
publisher partners. In 2010, we purchased media across 598 SPEND PUBLISHERS
sites, down from a high of 1,832 in 2007. While we expect
many of those buys to be consolidated through the growth
of audience buying across ad exchanges, we still see the
need to test new platforms and technologies.
OUTLOOK REPORT | VOL 10 9
10. 3. INCREASED INVESTMENT IN PAID SOCIAL MEDIA 4. SHIFT FROM PAID TO EARNED AND OWNED
The rapid rise of social media has impacted digital and our The scale of leading social media platforms such as Facebook,
clients’ business in many ways. As social media platforms Twitter and YouTube had a strong influence on the overall
continued their explosive growth in the last year to reach marketing mix for our clients. However, the overall amount
massive scale, leading marketers adjusted their plans of dollars invested against social media still pales in comparison
accordingly to begin a two-way dialogue with current and to search and display. The advertising models of these emerging
potential customers. media titans are still evolving, but they will undoubtedly garner
a growing share of marketing dollars.
This has led to the emergence of Facebook as a leading
partner in paid media for Razorfish in the last year. Since our In addition, the investment in social media management on
early tests and inclusion in Facebook media programs in 2008, third-party and owned platforms is not to be overlooked. The
the social network has gone from being in the lower tier of our vast majority of our clients now have earned and owned media
top 200 publisher partners to catapulting to one of our top five strategies to complement their paid media strategies. Over the
media partners (as measured by total spend). The growth can last year we’ve seen tighter coordination between the paid,
mostly be attributed to the fact that Facebook has innovated earned and owned channels. We now manage relationships with
in terms of media offerings and that these new opportunities close to 10 million fans and followers on behalf of our clients, not
are helping our clients meet their marketing goals. Facebook’s including audiences on Web sites and microsites that we manage.
growing audience makes it a platform that our clients need That’s roughly nine times what we managed just a year ago.
to include in the development of their marketing plans. Our
projections for 2011 point to continued growth and show no Our research into social media analytics has given us great
evidence that the rise of paid media on Facebook will slow down. insight into the impact and the amplification effect of earned
and owned media. As we continue to refine our practices, we
fully expect that investments in content and relationships will
continue to grow rapidly.
10 THE YEAR IN MEDIA
11. “Best of the Web”
MOST INNOVATION IN MEDIA OPPORTUNITIES BEST COLLABORATION PARTNER WHERE WE MOST WANT TO SPEND
MONEY, BUT CAN’T FIGURE OUT HOW
PREFERRED MOBILE PARTNER PREFERRED VIDEO PARTNER MOST CONSISTENT PERFORMANCE
(ADVERTISING.COM)
5. ACCELERATING GROWTH IN MOBILE touch interactivity together with sound, sight and motion will enable
marketers to provide new, rich experiences to their customers.
Our mobile media and search business nearly doubled last year
and represented close to 10 percent of our total paid media ALWAYS-ON PHONES. Multitasking with mobile while watching
business. The major factors that affected this accelerating TV is driving higher consumption of mobile media and providing
investment represent trends that will continue to make mobile new opportunities for marketers to engage with their audience.
one of the fastest growing categories: Razorfish conducted a study in collaboration with Yahoo! to
understand consumer behaviors and marketing opportunities
INCREASE IN MOBILE TRANSACTIONS. Our clients are investing
across multiple screens. One of the conclusions from our research
in fully functional mobile experiences where consumers can start
is that mobile is emerging as an indispensable activation vehicle
to transact and purchase in the mobile channel. While mobile
for the massive investments in TV advertising. The complete
commerce is still small and nascent, mobile is becoming an
details of the study are covered later in the Outlook Report.
important touch point in the consumer experience. As marketers
increase the quality and quantity of mobile experiences, the
mobile media and search spends will follow. For example, one
“Best of the Web” — A planner’s perspective
of our clients is seeing pay-per-call increasingly drive significant As we’ve done in the past, we polled the Razorfish media
scale and ROI. team to discover the “Best of the Web.” We asked a variety of
different questions to get a directional perspective of upcoming
GROWTH OF TABLETS. The proliferation of tablets in the marketplace
trends. The questions revolved around creativity, performance,
is creating an entirely new channel. As consumers increase their
quality and overall general satisfaction.
consumption of media on tablet devices, it will provide a scaled
medium for advertisers to reach their audience. Innovations in Some of the “Best of the Web” results are listed in the
tablet computing will lead to advertising opportunities that differ graphic above.
significantly from those on PCs or phones. The ability to bring
OUTLOOK REPORT | VOL 10 11
12. Razorfish ad spend is projected to
grow by more than 25% in 2011, marking
the fourth straight year of 20%+ growth
in overall ad spend for our agency.
Themes that will shape the next year in media is very useful in helping marketers broaden thinking around
marketing strategies. But perhaps the real value is in helping
There is no doubt that digital media continues to be the most reinforce the notion that content is media. And content can exist
dynamic and innovative sector in marketing. One of the byproducts in many forms. The notion that agency planners are responsible
of the rapid pace of change in digital media consumption is the for content leads to strategies and plans that can have a much
constant struggle for the industry to evolve traditional delivery greater impact. In the next year, progressive marketers will
models. Over the next 12 months, agencies must focus on be the ones that begin to integrate all their brand assets into
adapting to the proliferation of new consumer behaviors and a single communication platform, creating a unified brand
new marketing tactics. In particular, next year will be dominated experience that puts the needs of the consumer at the center.
by challenges such as how to manage video across multiple
screens, how to rapidly incorporate changes in social media, 2. DATA MANAGEMENT
how to plan in a cross-platform landscape and how to scale
In the last five years, we’ve increased the amount of data that
mobile advertising.
we manage in our own servers from 3 terabytes to 90 terabytes.
While those trends will certainly dominate the conversation The ability to manage large and complex data sets has shifted
around media and marketing, it’s our perspective that there from being a core differentiator to an absolute requirement.
are also four major themes that will work to reshape digital Data sources are more vast and complicated than ever.
media in the next year. Building a single view of the consumer across all channels is
the only way that marketers can truly build effective marketing
1. CONTENT AS MEDIA
programs. More than 80 percent of our media clients rely on
a data management platform that we have custom built to make
Most marketing professionals admit to having been in a vigorous
their digital marketing more targeted and more effective. Over
debate sometime in the last year about the classification of a
the next year, these platforms will continue to become more
particular tactic as paid, earned or owned media. The construct
12 THE YEAR IN MEDIA
13. sophisticated, taking into account an increasing number of data in real time. Agencies that are well-versed in bid-management
sources. Data management pays off for marketers — we’ve systems, and that invest in the tools and processes to manage
been able to improve return on ad spend more than five times those systems, will become industry leaders. The real-time
by serving personalized ads to dynamic segments enabled and highly complex nature of digitized media allows marketers
by a unified marketing database. to develop a sustainable competitive advantage.
3. REAL-TIME BUYING 4. ATTRIBUTION
In the last year, we have more than tripled the number of real- For the last decade, we’ve been building attribution models
time impressions we’ve purchased. On average, we’ve seen for our clients to help them invest their marketing spend
performance improvements of more than 40 percent for our more effectively. In the pioneering days, this type of analysis
clients. The real-time nature of digital data has simply changed was done infrequently and was limited in breadth and scope.
the way we buy media. Those who are able to understand data Today, with the data and processing infrastructure we have
and act upon it immediately — in real time — have a strategic invested in over the last 10 years, and the growth of the
advantage over their competitors. Long gone are the days marketing analytics group to more than 100 professionals,
when companies and their agencies could buy media months we are actively building these kinds of models for our clients
in advance, then wait several more months to understand on a regular basis. In fact, we’ve seen return on ad spending
how those media investments performed. Today, agencies improve by as much as 3.5 times through smarter allocation
and brands have seconds in which they must respond, or of media investments. While it’s a discipline that demands
potentially leave millions on the table in lost value. Brands need constant iteration and analysis, that type of improvement
partners who can collect, translate and take action on that data makes attribution modeling a crucial strategy for marketers.
OUTLOOK REPORT | VOL 10 13
15. Forget Mobile —
Think Multiscreen
As is the case with many new technologies, consumers are moving
WRITTEN BY faster than brands. They’re already using smartphones and tablet
devices in front of the TV to communicate with friends and family,
Jeremy Lockhorn look up information related to the show they are watching, or else
VP, Emerging Media surf content that is completely unrelated to what’s on the big
@NEWMEDIAGEEK
screen. Razorfish partnered with Yahoo! to conduct a study
to better understand this rapidly evolving consumer behavior
WITH CONTRIBUTOR
and to provide guidance for how marketers should approach
the corresponding opportunity.
Mobile devices are used frequently in conjunction with other screens, including
the big TV in your living room. Anyone who has ever tapped out an email on their
iPhone, while checking a score on the VAIO balanced on their lap, while keeping
an eye on American Idol on their 40-inch BRAVIA knows this. Yet many marketers
today are ignoring this ubiquitous consumer behavior as they over-focus on mobile
as a stand-alone medium.
Media multitasking is not a new thing, of course. People have used laptops in front
of the TV since… well, probably since the first laptop entered someone’s home.
We’ve seen data on this behavior for years, and yet, beyond putting a URL on
READ MORE
screen or asking people to “like” a brand on Facebook, most TV spots don’t
acknowledge or attempt to capitalize on the fact that the consumer is watching
Scan the QR code with a Web-enabled device on their lap or in their pocket.
to explore additional
content associated At a minimum, multitasking adds another layer of complexity to the evolution of
with this article. media measurement. At most, it’s a massive disrupter to television, the medium
that receives the most ad spending. DVRs threw the industry for a loop, and
OUTLOOK REPORT | VOL 10 15
16. of respondents are
mobile multitasking
while watching TV.
C3 ratings were born to begin to address a world where the partnered with Yahoo! to conduct a survey among Web-enabled
consumer is increasingly in control.1 Now, add mobile and tablet phone owners with the goal of better understanding this rapidly
multitasking to the mix and marketers everywhere wrestle with evolving consumer behavior and providing some guidance
measuring the latest evolution in consumer TV viewing behavior. for how marketers should approach them.
On one hand, there is a potential distraction factor with
We found that a stunning 80 percent of respondents are mobile
connected devices, and on the other, there is a much more
multitasking while watching TV. Below are some highlights and
engaged viewer who is passionately chasing down more content
key implications for marketers.
on devices beyond the TV. How do marketers account for that
with Gross Rating Points (GRPs) and Target Rating Points (TRPs)?
MOBILE MULTITASKING IS ADDICTIVE. 70 percent of respondents
We don’t yet have a clear answer — give us six months —
who multitask do so at least once a week, with nearly half (49
but most marketers seem to be ignoring the question and
percent) reporting everyday multitasking. Furthermore, during
failing to capitalize on the corresponding opportunity created
the course of a TV program, more than 60 percent check their
by mobile multitasking.
phones at least “once or twice,” and 15 percent stay on the
Which leads us to this: Lots of data has been published about mobile Web for the full duration of the show.
the fact that consumers are using mobile and tablet devices
MULTITASKING IS BOTH AN ENHANCEMENT AND A DISTRACTION.
while watching TV, but little of it has gone deep enough to be
An equal percentage of multitasking respondents (38 percent)
really useful in planning a multi-screen strategy. So Razorfish
agreed or strongly agreed with these statements:
1
“C3” TV Ratings Show Impact of DVR Ad Viewing,” blog.nielsen.com, October 14, 2009, http://blog.
nielsen.com/nielsenwire/media_entertainment/c3-tv-ratings-show-impact-of-dvr-ad-viewing/.
16 FORGET MOBILE — THINK MULTISCREEN
17. Using the Internet on my mobile or tablet device while so high and social networking so low; we expected the reverse.
watching TV enhances my viewing experience. On the content side of things, 60 percent of multitaskers
are accessing additional content of some type. 44 percent
I find using mobile devices while watching TV
is unrelated to what’s on TV versus only 38 percent related to TV.
to be distracting.
Clearly there can be a distraction factor here when it comes to
This seems to be an opportunity for content producers and TV commercial time, but the good news for marketers is that 36
advertisers alike. Some people find multitasking to be a boon, percent of multitaskers use their connected devices for looking
and we have only begun to scratch the surface in terms up information on a commercial they just saw.
of providing an engaging dual-screen experience. It’s like the
early days of smartphones where it was remarkable that people TV AD TIME = MOBILE PRIME TIME. TV ad breaks are triggers for
were making purchases from sites that were not mobile-optimized. multitasking because phones and tablets are, not surprisingly,
If folks were willing to go through that much effort, it stands to more likely to get fired up and accessed during regular
reason that making the experience easier and more streamlined commercial pods. And, our survey respondents were more likely
will lead to even more passionate participants. to state that they frequently engaged in multitasking during
ad breaks. What people do during this time doesn’t change all
CERTAIN PROGRAMMING GENRES LEND THEMSELVES TO that much. It’s still communication first and content second.
MULTITASKING. The top five categories that attract An analysis of mobile Web traffic to the Yahoo! homepage
multitaskers are: during this year’s Academy Awards broadcast indicated clear
spikes in traffic during TV ad breaks.
CONNECTED DEVICES ADD FUEL TO THE FIRE OF SPORTS FANDOM.
Almost half of respondents reported multitasking during sporting
events, with little difference shown between live or pre-recorded.
1. Reality 2. News 3. Comedy 4. Sports 5. Food
In fact, even when attending a live sporting event in person,
more than a third can’t stay away from their devices. Another
key difference between sports and other genres is that with
sports, people are driven more by content than by communication
While the top results may not seem surprising, what struck us (recall it was the other way around overall). Texting still rules, but
about the results further down the list were that drama edged after that, other communication styles drop off — and various
out genres like talk shows, music videos, how-to and others. content rises to the top. Leading behaviors include checking
We thought drama and action/adventure shows would be less scores and schedules of other games, and looking up team
likely to see multitasking behavior. Perhaps these intense and player information or statistics. Smack talking showed up
programs stoke multitasking as viewers get hooked and seek surprisingly low (20 percent) — maybe that’s because it’s not
ways to further immerse themselves in the show’s world. Think as rewarding when you can’t see the look on the other guy’s
about Breaking Bad, CSI, Dexter or True Blood — those shows face — this feels like an opportunity for an inventive developer
are intense but they also beg viewers to dig a few levels deeper (or enterprising marketer).
than what happens during those weekly 40-plus minutes.
Again, an analysis of Yahoo! mobile traffic confirmed that with
COMMUNICATION AND CONTENT ARE THE MAIN DRIVERS FOR sports content (in this case, World Cup 2010 and Super Bowl
MULTITASKING. 94 percent of multitaskers engage in some kind 2011), commercial breaks spark mobile usage. Even bigger
of mobile communication. In order — text, talking, email, social spikes are seen at halftime and after the games. For example,
networking and IM. It’s somewhat surprising to see talking during the Super Bowl halftime show, Yahoo! Sports saw a 305
OUTLOOK REPORT | VOL 10 17
18. Content and experiences
that move seamlessly
from one screen to another
are an absolute must.
percent increase in mobile traffic. After the game, even more happening in the TV spots, and perhaps even what’s happening
users flooded the sports section, pushing overall increase up in the current program — especially if it’s live. At a bare minimum,
387 percent. And, not surprisingly, Yahoo! saw massive spikes it’s time to consider what kind of mobile call to action may be
in mobile search traffic related to TV spots, including several appropriate in the brand’s TV spot.
movies and automobile manufacturers.
Pepsi, Old Navy and Heineken have begun experimenting here.
Pepsi gave away a free bottle of Pepsi Max to users who tagged
Implications for marketers
the commercial using IntoNow, a Yahoo! social tool that allows
YOUR TV CONTENT STRATEGY MUST EVOLVE (AGAIN). It used to you to share what you’re watching with your friends. Old Navy’s
be relatively easy. Crank out a few 30-second spots and call “Old Navy Records” campaign encourages users to tag spots
it a day. But then came the Web, video on demand, basic with Shazam to unlock related content like the featured looks,
interactive TV capabilities and so forth. Most marketers are and even download the music tracks for free. Heineken’s Star
still struggling to figure out how to truly capitalize on the Player app gives users the chance to play along with soccer
opportunities represented by long-form video and — more matches by attempting to predict which team will score within
recently — social content. Now, a new imperative is clear, the next 30 seconds. These efforts begin to show the possibilities,
especially for those spending heavily on TV. Content and but are only scratching the surface.
experiences that move seamlessly from one screen to another
MOBILE SEARCH IS ABOUT MORE THAN LOCAL. There’s no doubt that
are an absolute must. This is bigger than simply having
local search is very important. After all, mobile users are accessing
a mobile- or tablet-optimized Web site. It means a cohesive
local search 34 percent more than they were a year ago, according
communications strategy where the spots and the experience
to research from comScore and the Local Search Association.
on mobile devices work together and build toward a greater
But, with the massive amount of multitasking behavior highlighted
whole. It means a mobile-optimized site that knows what’s
here combined with the various studies suggesting that anywhere
from 30-40 percent of mobile data usage happens at home, mobile
18 FORGET MOBILE — THINK MULTISCREEN
19. search isn’t exclusively about finding the closest taco joint. to action could be something along the lines of “See your favorite
Marketers must reconsider their search strategies. At a minimum, celebs arriving in the new XYZ car,” linking through to a series
they need to ensure that their mobile properties are properly of videos and also featuring the red carpet reporter’s overview.
positioned in organic results. It may also be worth re-evaluating
CONNECTED DEVICES ARE THE NEW WATER COOLER. People aren’t
the keywords they’re bidding on, perhaps to include terms that
link the brand to shows and events they’re sponsoring. waiting until the next day to discuss what happened on their
favorite program anymore — it’s happening in real time now,
Let’s take an automotive company launching a new luxury sports via text, email and social networking sites/services. Brands can
sedan, for example. Part of the launch is sponsorship of a live ride along here as well, but it requires a smart social strategy
awards show — several spots appear throughout the show and that syncs the brand with the programs they’re sponsoring.
the celebs hitting the red carpet arrive in the new vehicle. It’s not easy, but with more than half of multitaskers getting
Bumpers include “sponsored by” mentions and on-screen active on social networks during TV viewing, there is a massive
logos. The spot closes with a URL. Some viewers might jump opportunity to engage the audience on a new platform.
to their phones, fire up the browser and enter the URL.
But a good portion of them will also take what they perceive In the automotive example above, there are several ways
to be a shortcut: typing the brand’s name into a search box. the brand might get involved in the real-time discussion.
Organic and paid results should appear and direct a relevant Aggregating Twitter feeds on their homepage, for example, allows
experience — perhaps the site’s homepage temporarily features users to explore the new sedan while staying connected. Perhaps
the new model as well as content related to the awards sponsored tweets could go out from a few celebs talking about
program. Perhaps the red carpet reporter films a walk-through how much they liked the ride in the car. The brand’s social network
of the vehicle, and that video is made available. To drive even presences could all be talking about the show, perhaps launching
more traffic and engagement, the brand could bid on search terms real-time polls asking users to predict who will win the next
relevant to the awards show (and popular gossip sites). The call category. And so on.
OUTLOOK REPORT | VOL 10 19
20. Connected
devices are the
new water cooler.
MULTITASKING MIGHT FINALLY KILL (OR AT LEAST REINVENT) large groups of people are tuning into. And, with so much
THE GRP. The GRP debate rages on. The metric that has been brand engagement happening on these connected devices,
the currency of the offline world for decades has tried time effectiveness of spots may also be more accurately measured.
and time again to enter the digital world, only to be beaten back Lastly — and this is the silver bullet — with massive growth
by legitimate arguments that it doesn’t accurately account for expected in mobile payments and mobile wallets, the same
different levels of engagement, among other weaknesses. device that knows what people are watching and what people
But here’s the remarkable thing about multitasking — are surfing will soon know what they’re buying, creating
increasingly, the devices are going to know what people are the ideal closed loop for ROI-driven marketers. And who
watching, providing a potentially more accurate view into what isn’t ROI-driven these days?
20 FORGET MOBILE — THINK MULTISCREEN
21. By Frederic Bonn
Do you rely on more than one agency Do you know how most
to handle your communications and agencies operate?
marketing?
Do you want your agencies
to successfully collaborate?
Is that single agency capable of mastering
Do you have one lead agency creating Here's a little more about how
integrated communications from social
ideas while the others simply follow? agencies think.
media to mobile, event planning to media
buying, TV to digital? They all love what they do,
but their love is blind.
Do you want a
consistent Agency A thinks that Agency B is
communication clueless about digital, even though
platform that Agency B said they had videos on
And you have operational works across all
flexibility and scale? channels and is YouTube — “That’s digital, right?”
relevant to the
consumer Your lead agency is probably the “traditional” B dismisses A’s ideas because A
behavior in agency, right? Great, you now have a 30 doesn’t know anything about the
each? second spot (or 60) and some print ads. brand, but come on, A had a video
on YouTube, too! — “That’s brand
And
you re building, right?!”
satisfied Did you develop an integrated brief that
with that? And they provide A and B think C should just follow
incorporates all agencies, teams and
ground-breaking what they say — “Wait, you didn’t
disciplines involved in your business?
creative ideas get our memo?”
that deliver great And D should just buy what they
results? Do you believe
consumers only all need — “Because we’ve
experience your already figured it out.”
brand via one
media channel?
Are Do your teams meet regularly
you in to develop an integrated brand
denial
? strategy and campaigns?
So you’d
actually
rather work
with multiple
agencies? Have you defined your individual
agencies’ roles and responsibilities?
And they never try to
compete anyway?
OUTLOOK REPORT | VOL 10 21
23. A Wake-Up Call
for Collaboration
The ability to integrate creative, media and technology to meet
WRITTEN BY the demands of your always-on consumer is ideal. However, most
traditional lead agencies don’t have those capabilities just yet, nor
Pete Stein are most digital agencies prepared to handle lead agency duties.
President, East Coordination of your agencies is not enough — you need to move
@PSTEIN211
more aggressively toward true collaboration. We’ve identified five
big barriers to essential agency collaboration.
WITH CONTRIBUTOR
People now consume 12 hours of media in just 9 hours of elapsed time, according
Frederic Bonn to a recent Harvard Business Review study.1 Consumers use a lot of media types
Executive Creative Director all at once and now brands need to catch up. To do so, marketers must change
@FREDERICBONN
how they work with their agencies.
If you are a CMO or a brand leader, you are probably using multiple agencies
to meet the demands of your always-on consumer. A lead agency that can integrate
READ MORE creativity, media and technology would be a great solution, but traditional lead
agencies aren’t yet capable. In 2009, Forrester Research set off a mini industry
tempest when it reported that only 23 percent of interactive marketers felt
Scan the QR code
traditional agencies were equipped to handle interactive marketing work.2 Fast
to explore additional
content associated forward two years and Forrester still reports that only 30 percent of those surveyed
with this article. use their traditional agencies for digital marketing, and in fact 68 percent of those
marketers work with two or more agencies. Some reportedly have more than 15
1
“How Internet Junkies will Save Television,” Harvard Business Review, http://hbr.org/web/extras/
how-internet-junkies-will-save-television/4-slide.
2
Sean Corocan, “The State of Interactive Agencies,” Forrester, December 7, 2009.
OUTLOOK REPORT | VOL 10 23
24. Coordination of agencies
is not enough — you need
to move more aggressively
toward collaboration.
agencies on their interactive rosters.3 By the same token, most We have seen five big barriers to collaboration:
digital agencies aren’t yet ready to handle lead agency duties. In
1. CLIENT EXPERIENCE/CONFIDENCE
three to five years, the landscape will look different, but for now
marketers have to deal with a patchwork of agencies that are
As a brand marketer, you probably have more confidence
channel specialists and all the complexity that comes from that.
in one area of the marketing mix or the other. Perhaps you are
What can you do now to drive the integration of creativity, a digital native who lives and breathes ones and zeroes, and now
media and technology that you need to truly engage consumers? you’ve been promoted to look after the whole mix. Or maybe
Coordination of agencies is not enough — you need to move you’re a “traditional” marketer with a strong legacy of brand
more aggressively toward collaboration. And guess what? building, but you’ve had your run with TV commercials.
Agency folk want more collaboration — or at least they claim You find digital exciting, but daunting and maybe even a bit
they do. over-hyped. Wouldn’t life be better if your agencies were
bringing truly integrated ideas to you?
So, what are you waiting for? If you are a CMO or brand leader
2. CULTURAL INERTIA
and you’re not pushing your agencies for deep collaboration,
you’re missing out on a big opportunity.
Success can dull the competitive edge. We have seen many
marketers and their agency teams not adapt fast enough because
they haven’t had to. Sometimes a great track record can put you
3
Sean Corocan, “How to Optimize your Interactive Agency Roster,” Forrester, May 27, 2011.
24 A WAKE-UP CALL FOR COLLABORATION
25. in a position for future failure. Similarly, agencies, particularly you’re at it, examine your own organization. Agencies tend
account people, are protective of their turf. Unless they feel to organize around their clients, so if your organization is siloed,
their piece of the pie is protected, change will be difficult. it’s likely that your agencies will be, too. Even if you don’t
change your structure, make sure your organization is aligned
3. ABOVE-THE-LINE AGENCY SNOBBERY
and not operating in silos defined by channel.
Some above-the-line agency teams believe that: 1) digital agencies DEMAND CREATIVE AND MEDIA COLLABORATION. Creative
don’t have anything of value to contribute to the conversation, collaboration starts with a solid brief delivered to all agencies
or that 2) their team is already leading the way in digital. simultaneously. Unearthing an insight that reflects true audience
behaviors is critical to crafting a relevant message, no matter
4. DIGITAL AGENCY LIVES IN A DIGITAL BUBBLE
who makes it or when it’s launched. The brief needs to nail the
Digital agency teams tend to fall down in two places: 1) they business objectives, brand DNA and the digital behaviors —
don’t fully respect the power of offline communications, or with the goal of tapping into the rituals that are ripe territory for
2) they aren’t able to lift out of the tactical and into the strategic, the brand. We recently found that if we allow the above-the-line
and they fail to put their work in this broader strategic context. agency to own the brand DNA, we can own the digital behaviors,
This leads clients and above-the-line agencies to keep them thereby making sure they are embedded into the ideas. This will
in their digital silo. enable your creative teams to come back with a true creative
platform — not just a single execution that’s stretched across
5. CLIENT SILOS channels. One-hit television campaigns or social campaigns do
not a platform make. Don’t settle for anything less than a robust
Clients are often organized into silos that make it very difficult
creative platform. Huge bonus points if your media agency is
to plan with a focus on how the consumer and the brand should
part of the team. A successful channel plan is one that considers
engage. There are different client owners for traditional creative,
how to leverage each channel in a way that makes the whole
digital creative, media, PR and other elements of the mix, too.
greater than the parts. You’ll find that when media and creative
When agencies report into different silos, true collaboration will
teams work together, you’ll get deeper consumer engagement.
not occur.
And just to be certain that the ideas are inherently social and
Despite these barriers, we have had success with our clients engaging, we have found it beneficial to include explanations
and our agency partners. We recently formalized our partnership in the brief. Use the brief to articulate why the insights point
with BBH at Unilever, a client with whom we’ve had a lot toward engagement.
of success rethinking the model. Here are some lessons we’ve
PROTECT COMPENSATION AND PROVIDE INCENTIVES THAT DRIVE
learned on getting the best work out of the right people:
ALIGNMENT. Incentives are a powerful lever that should be pushed
ESTABLISH THE PROCESS. In order to get the most out of each to drive behavior. Agencies should be rewarded for collaboration.
agency, make sure you define a clear process for them to work Ultimately they need to be rewarded for great work and business
together. You need to clarify the boundaries of their engagement, impact, but consider this to be part of a journey. They need to know
expectations and ownership. One exercise we went through that their piece of the business is protected. While strategy
with a partner agency was to play the “what if” game. We talked is shared, execution should be handled by channel experts so
through all of the worst-case scenarios we could imagine that change is managed gradually. In addition to giving agencies
and how we would handle them when things went wrong. a safety net, give them a reason to jump higher. For one client
It was a fun game and a great way to talk through problems we (us and the ATL agency both) receive a bonus if we help
in an environment where emotions weren’t running high. While the client exceed key business targets.
OUTLOOK REPORT | VOL 10 25
26. To get the most out of
each agency, make sure you
define a clear process
for them to work together.
KEEP A SLUSH FUND. A key to successful marketing is figuring ability to create urgency. You need to set a high bar. For instance,
out how to integrate always-on and episodic (campaign-based) point to competitors or other brands that are doing it well.
communications. Great creative platforms should have plenty And you need to shift the risk. Tell your agencies that if they fail
of legs and should be responsive to consumer engagement. by trying something new and different, you will embrace it, but
This creates a great opportunity for agency collaboration, if they fail by not collaborating, it will be a strike against them.
but as the client you need to set aside some money in order
to create relevant content or utilities that can stoke a fire that In the end, agency collaboration is rooted in something very
you may have created. When we created the Mercedes-Benz fundamental — trust. Your agencies need to trust each other
Tweet Race last year, we saw that there was a lot of curiosity to produce great work. By setting up a clear process, demanding
about the tweet-powered vehicles. We jumped on the buzz creative collaboration, and planning for the unplanned, you can
and created a spoof video of German engineers driving cars go a long way toward setting up the structure and incentives
with their mobile devices. It helped ignite a lot of interest. that your agencies need to build trust amongst each other.
You need to start planning for what you can’t plan. With a solid foundation in place you can count on your
agencies to do their job exceptionally well.
CREATE URGENCY. Without a substantial reason to change
behavior, it will not change. You, the client, have the greatest
26 A WAKE-UP CALL FOR COLLABORATION
29. It’s Time for
Big Data to Improve
Customer Experience
Channel-based marketing is dead. The increased amount of data
WRITTEN BY available at the individual consumer level, combined with the
proliferation of cloud computing, have allowed savvy analysts
Mark Taylor and marketers to create a truly singular view of the consumer,
VP, Customer Insight Group regardless of touch point. This single view enables a truly
LINKEDIN.COM/IN/MARKCHRISTOPHERTAYLOR
enhanced consumer experience and more efficient use of client
and agency resources for decision making. All the customer
WITH CONTRIBUTORS
data out there is worthless if you can’t process it and turn it into
Marc Sanford, PhD actionable intelligence.
Director, Customer
Insight Group Unfortunately, older data processing technologies (such as Relational Database
@MMSANFORD
Management Systems, or RDBMS) are simply not capable of processing data
in volumes that the industry has collectively coined “Big Data” — volumes that
Pradeep are in terabytes/petabytes. As such, we position the consumer as the only real
Ananthapadmanabhan appreciating asset and we tie everything together through the use of Big Data.
Chief Technology
Officer, VivaKi
LINKEDIN.COM/IN/PRADEEPANANTH
Awareness of the challenges of a multi-channel world is nothing new, but each
channel touch point represents an immense opportunity for insight. An average
Razorfish client has billions of customer interactions a year across paid, earned
and owned channels. With so many opportunities for insight and learning, we
READ MORE
create a 360-degree view of each individual in the database.
Using integrated Big Data approaches, we are now informing the holistic data
Scan the QR code
view to gain the fullest understanding of consumer interactions, intent and value
to explore additional
content associated possible. This current shift centers on how customer intelligence across channels
with this article. is not just used for insights, but actioned at great velocity to power multi-channel
targeting and personalization, made real through dynamic digital messaging.
OUTLOOK REPORT | VOL 10 29
30. Paid Email
Search Mobile
.com 3rd Party
Data
Web
Analytics razorfish-
Analytics
OPEN TM
Platform
Display Reporting
Earned Owned
Social AOD Media
Targeting
OWNED
Each touch point is an identifiable interaction
PAID
and an opportunity to build value.
EARNED
razorfishOPENTM
3RD PARTY (AOR/Client/3rd Party)
From insight to action, we’re now finally implementing
consistent and relevant messaging approaches that provide
cohesive consumer experiences.
Modular approach to platform and services, by fully
integrating an organization’s owned, paid and earned
In our experience, each client using Razorfish’s Big Data-led channels for insights and targeting.
performance marketing approach takes a different path. Ultimately,
a client’s path is based on business priorities and what information
can be leveraged from the available tagging and data strategy.
Better use of the team’s time to focus on what matters
Working with different clients has enabled us to determine
most to their business.
realistic roadmaps.
Data enables us to understand customers and to manage
Holistic integration benefits: contact and content strategy. Data is a core component of
integrated marketing and, via an integrated approach, we can
Common Data Marketing Platform (DMP) for reporting,
speak with a single voice across channels and lines of business.
analytics, targeting and media integration.
However, to succeed in a meaningful way at that level of
A channel and customer view of success. customer centricity, we have to manage all that data in a way
that holistically fuels customer engagement and experiences.
Metrics that measure end to end, not just in parts.
That effort requires a whole ecosystem of people, processes
Decision-making through actionable insights. and technology.
A common language for performance across different
Even the most sophisticated and modern businesses today are
teams, brands and markets.
surprisingly ill equipped to manage even the most basic digital
30 IT’S TIME FOR BIG DATA TO IMPROVE CUSTOMER EXPERIENCE
31. There’s a new game in town —
it’s cross-channel data
management and marketing.
marketing standards and activities, let alone jettison forward you might think. Much of the technical and analytical challenges
into the new world of Big Data techniques. for tapping Big Data have been solved — but failures today
often stem from attempting to use legacy small data solutions,
Through a series of in-depth interviews and client experiences, internal politics, effort fragmentation and failure to manage the
Razorfish found a common set of fundamental challenges true value of Big Data-based solutions. While a lot of niche
holding back meaningful data integration: players using Big Data approaches have stepped up to solve
parts of this challenge, building incremental capabilities in a silo
Fragmentation of efforts between different teams, tools and
can by default push you further into a silo-based culture and
data sources across multiple channels, brands and regions.
limit your understanding of the customer.
Political and fiscal turf protection.
Any holistic Big Data solution requires a scalable measurement
Multiple sales funnel constructs.
plan and tagging strategy at its foundation so you can take into
Inability to identify the customer. account performance marketing efforts across channels, tactics
and disciplines, with a shared strategy of measurement and
Inability to quantify the value of customer experiences.
tracking that is scalable across international regions and markets.
Let’s take a closer look at how our approach to Big Data, using
the razorfishOPENTM framework, can remedy these issues. The end solution provides a subtle and intelligent approach
that can evolve by integrating and building upon other assets,
Fragmentation data sources and capabilities already in place. This approach
enables a modular and organic ability to evolve and grow, but
We’re in an era where intelligent use of Big Data pays huge with a standardized core. These qualities are not always the
dividends. Implementing solutions that improve integration of prerequisite in Big Data techniques, but without this there is
data is very challenging and complex but not for the reasons no foundation for growth.
OUTLOOK REPORT | VOL 10 31
32. Online
Transaction Profiles &
Display Social Search .com Mobile Email Retail/
Data Segments
Store
MEDIA SOCIAL MEDIA SITE MOBILE EMAIL MERCHANDISING TENURE AND
ATTITUDINAL
METRICS METRICS METRICS METRICS METRICS METRICS METRICS PRODUCT VALUE
Report Report Report Report Report Report Report Report Report
MEDIA AGENCY MULTIPLE IN-HOUSE IN-HOUSE RESEARCH
SEARCH AOR DIGITAL AOR DIGITAL AOR IN-HOUSE
OF RECORD (AOR) AGENCIES TEAM 1 TEAM 2 AGENCY
DFA Buddy Media Marin Omniture Flurry ExactTarget ATG Custom Custom
OWNED
Example of a siloed view of data management and reporting. PAID
EARNED
3RD PARTY (Client and 3rd Party Data)
Turf wars and deep analytics. This was the foundation starting point for their
organization and it ensured they gained political capital across
Crossing organizational units can be tricky. Often clients are their business model through an evidence-driven, customer-
not set up internally for a path to success based on complete centric approach that enabled financial modeling of return on
integration and use of available data. Organizations are formed investment. Their next phase focus is on actioning that data for
around channels — one unit owns the Web site and its data, targeting across display advertising and the Web site.
another owns CRM and email, another may own Web media
and yet another may be in charge of social media. Worse yet, Another Razorfish client, a major global retailer, recognized
each silo may have its own analytics arm. The only way to be that they had a wealth of underutilized offline and digital data.
part of this organizational conversation is to think big. We have They decided to leverage Big Data approaches to integrate
gained phenomenal success by leveraging Big Data-based multiple channels and power media, dynamic re-messaging,
techniques as part of a modular, digital roadmap that directs analytics and more. The ultimate purpose is to enhance the
current and future business investment in the next 100 days/12 value of those relationships by aggregating information about
months/3 years. Be prepared to think big even while starting the customer and communicating with them in the most relevant
small, and determine your starting point and roadmap — no and engaging way. Previous iterations of this approach resulted
matter how audacious your goals. in a three- to five-time increase in return on ad spend, and a
significant decrease (about 65-70 percent) in cost per acquisition.
A Razorfish global technology client decided their initial priority Each phase typically pays for itself in weeks, while providing the
was to gain cross-channel insights before embarking on targeting funding for the next incremental phase. This becomes a sound
32 IT’S TIME FOR BIG DATA TO IMPROVE CUSTOMER EXPERIENCE
33. position to be in when convincing your peers of the rationale Multiple sales funnel constructs
and business case to fund such solutions.
Funnel management is where people are getting clever with Big
Big Data can be organized without a major disruption or re- Data, however it runs the risk of solving only one part, rather than
architecture of existing structures, internal teams, vendors, the whole. We know that leveraging a single view of the consumer
agencies, platforms or focus. Instead, our approach to Big Data drives value at all levels of the funnel. So why do many continue
utilizes an open standard designed to exploit existing assets to approach client problems and challenges as one-offs or focus
and fit the best custom solution for business environments. on just one area of the funnel?
This approach has an evolving set of modular relationships
managed as a single solution, resulting in a single and holistic Too many distributed engagements will lead to:
view of the customer based on all available data. Our clients
1. Single point-in-time solutions that require rebuild with
are using this common view to engage and encourage their
every new engagement.
different teams to speak in the same language.
2. An additional data silo that requires more time and effort
to manage and process.
Target 1.0 Target 1.1 Target 1.2 Target 1.3 Target 2.0
Heavy use of
Dynamic ad, last multiple data sources
Description CT with no multiple data sources
action only
dynamic ads
delivery
Delivery
Display, site, email,
Option/ Display or site Display Display Display
mobile, call center
Channel
Increased relevance
Higher relevance and huge long-term
Benefits Low complexity Fast to market Channel agnostic
and full data access incremental
data benefits
Some time to set up Greater set-up
Access to data Time to market Greater cross-channel
Considerations the offer, strategy investment to ensure
is limited is longer business coordination
and creative platform is in place
Typical ROI 1.5 X ROAS 3.5 X ROAS 5 X ROAS ~6.5 X ROAS ~8 X ROAS
razorfishOPENTM targeting roadmap.
OUTLOOK REPORT | VOL 10 33
34. Funnel management is
where people are getting
clever with Big Data.
For example, the illustration on the right shows how an effective DIGITAL OFFLINE
re-messaging program will grow the bottom of the funnel. However,
if this becomes a one-off without integrated implementation and
access to the data, the solution becomes a very clever silo at the Awareness
expense of the broader opportunity.
Consideration
The reality is that the rules and the data to enable an integrated
view and management of the funnel would need to come from Retargeting
first-party data via a DMP solution and the organization’s data
assets, rather than a third-party data provider. Third-party data
intelligence can provide these larger insights into what’s working
and where there’s opportunity for more scale. Data providers
Conversion and remarketing is only
can be joined to first-party data, not the other way around.
part of the answer.
Within Razorfish’s framework for integrating data and services
(described below as razorfishOPENTM), targeted, dynamic ads
are combined with a Demand Side Platform (DSP), such as and relevance. This integration also enables the ability to bring
Audience on Demand (AOD), to match impressions to users a wide array of data at the bottom of the funnel to the audience
identified in real time. This allows you to only reach users that at the top of the funnel.
have been already “qualified,” and avoid upfront agreements
and negotiation by paying the market price for users meeting Inability to identify the customer
criteria defined in the audience segmentation. By reaching the
right audience at the right price and allowing the ability to Razorfish implements a customer-centric approach through an
control bids at a cookie level provides a great deal of efficiency organized framework of measurement and tagging that tracks
34 IT’S TIME FOR BIG DATA TO IMPROVE CUSTOMER EXPERIENCE
35. all digital business activity and harnesses the full stream of toward meaningful interactions at a customer level and progress
data as the core basis of the single view of the customer. From the value of their brand relationships over time.
day one we leverage all existing assets, people, agencies and
We have seen our clients quickly moving toward a culture that
platforms, without a big, disruptive overhaul. Chances are these
understands customer data as one of its most valued assets.
existing components are there for a reason and are providing
value, but getting that cross-functional view and line of sight is
Focusing on customer value helps companies move away from
the first objective.
channel performance and toward greater customer-centricity.
But to calculate customer value, companies must fully utilize the
Inability to quantify the value of customer experiences recency of interactions, along with the required behavior, revenue
and relationship metrics. A key challenge businesses struggle
Organizations are increasingly demanding faster value return on
with is finding advanced analytical skill sets and analytics-based
their marketing investments. Razorfish has found that businesses
approaches that can leverage and interpret that data to determine
now more than ever need a true, meaningful understanding
the key levers that drive value within their organization, or at
of what drives customer value. Rather than using Big Data to
least within a specific team’s control.
improve one area of the customer experience, we need to build
AUDIENCE/ PROSPECT/ CUSTOMER CUSTOMER
PROSPECT/ CUSTOMER MANAGEMENT MANAGEMENT
CUSTOMER
Using an integrated DSP allows you to only reach customers
and prospects that have been "qualified" by razorfishOPEN TM.
Paid Call Center
Consistent data collection across touch DM
points enables analytics, segmentation, .com
Publishers
targeting and reporting. For example,
a customer falls into segment 8, based
upon razorfishOPEN TM rules. Razorfish Owned Mobile
then targets customer experience,
agnostic of channel (represented
by orange dots). Email
Earned Retail
Open & DSP Audience Enhanced Segmentation
Targeting Integration & Data Provision
3rd Party DSP and razorfishOPEN TM Client
Data Providers 1st Party DMP Proprietary Data
Behavioral data captured by the razorfishOPENTM first-party DMP on client-owned assets integrates with Media DSPs
third-party data to help build more precise audience segments and add to our clients’ audience buying capabilities.
OUTLOOK REPORT | VOL 10 35