Programmatic Advertising: Real time Marketing

Programmatic Advertising: Real-Time Marketing T he holy grail of advertising and marketing is to deliver the right message to the right person at the right time. If this were possible, no one would receive ads they did not want to see, and then no advertising dollars would be wasted, reducing the costs to end users and increasing the efficiency of each ad dollar. In the physical world, only a very rough approximation of this ideal is possible. Advertisers buy television and radio spots, newspaper ads, and billboards based on broad demographics, and the context in which the ad will be shown. The Internet promised to change this traditional method of buying ad space by allow-ing advertisers to gather personal information on consumers through the use of cookies placed on the user’s browser, which tracked behavior and purchases online and could be matched with offline information as well. Advertisers could then use this information to target ads to just the desired individuals they were seeking, based on personal character-istics, interests, and recent clickstream behavior. From the beginning, e-commerce was a trade-off for consumers between privacy and efficiency: let us know more about you, and we will show you only the advertising and products you are interested in seeing and would be likely to respond to. For brands, the promise was scale and cost: let us know who you are looking for and we will find millions of people on thousands of websites that fit your criteria. E-commerce was supposed to end the mass advertising that began in 19th century newspapers, 20th century radio, and exploded with the growth of television. The latest rendition of these promises from the ad tech industry is programmatic adver-tising, which it touts as an automated algorithmic platform that allows large brands to bid for ad space (web pages) on hundreds of thousands, and even millions, of websites, in coordinated campaigns, measure the results, and extend brands to tens of millions of consumers with unprecedented scale. But in 2017, it has become clear that the promise of programmatic advertising has not been realized and has many risks for brands. In fact, it has injured many brands, and the ad tech industry is reeling from advertiser criticism that the existing online ad ecosystem is murky, opaque, not accountable, and in some cases fraudulent. Contrary to the rosy promises of the online ad industry, most notably the ad giants Google, Facebook, and Twitter, most of the display ads shown to website visitors are irrel-evant, sometimes hilariously so, to visitors interests. For this reason, the click-through rate for banner advertising is stunningly low, well under 1%, and the price of generic display ads is less than $1.00 per thousand views because of their low response rate. Check this out: visit Yahoo (one of the largest display advertisers on earth) on any device, look at the prominent ads on screen, and ask yourself if you are really interested in the ad content at that moment in time. Often, it is an ad for something you have recently searched for on Google or even already purchased at Amazon or other sites. These ads will follow you for days as you are re-targeted across the web and on mobile devices. Researchers have found that only 20% of Internet users find that display ads on websites are relevant to their interests, and depending on the type of ad (sidebar, native inline, pre-roll video, or pop up) are viewed unfavorably by 50% to 78% of visitors. To understand how we ended up in this situation, its useful to review briefly how the Internet ad industry evolved. Digital display advertising has progressed through three eras. In the early 2000s, a firm with a website interested in ad revenue (a publisher) would sell space on its site to other firms (advertisers), usually through an ad agency or via a direct relationship. These were primarily manual transactions. By 2005, ad networks emerged. These networks allowed advertisers to buy ad space on thousands of participat-ing sites in a single purchase and allowed publishers to sell to advertisers more efficiently. Prices were negotiated among the parties. This was very similar to the manner in which ads on cable TV were sold. By 2011, even larger ad exchanges emerged and began using automated real-time bidding for ad space. This provided advertisers access to an even larger pool of publisher ad spaces that numbered up to the millions of websites. Prices and ad placement were automated by algorithms and adjusted based on real-time open auctions, in which advertising firms and brands indicated what they were willing to pay to advertise to consumers meeting specific criteria. Google, Facebook, Twitter, and others developed their own proprietary automated bidding platforms. Collectively, these are called real-time bidding (RTB) programmatic advertising platforms. The result today is an extraordinarily complex ecosystem of players, and sophisticated technologies (called the ad technology stack). In programmatic ad platforms, scale has increased dramatically. In 2017, there are
thousands of advertisers and millions of web pages where ads can be placed. The ads are chosen and generated based on the users browser cookie history and information about the web page, so that ads can supposedly target the right consumers. The content of the web page and the ad location on the page are also important. All programmatic advertising platforms use big data repositories that contain personal information on thousands to millions of online shoppers and consumers; analytic software to classify and search the database for shoppers with the desired characteristics; and machine learning
techniques to test out combinations of consumer characteristics that optimize the chance of a purchase resulting from exposure to an ad. All of this technology is designed to lower the cost and increase the speed and scale of advertising in an environment where there are hundreds of millions of web pages to fill with ads, and millions of online consumers looking to buy at any given moment. In 2017, advertisers are expected to spend over $32 billion (75% of all total display ad spending, including on banners, videos, and rich media) on programmatic advertising. This amount is expected to grow to over 80% by 2019. Programmatic ad platforms have since evolved into three different types: traditional
auction-based real time bidding (RTB) open to all advertisers and publishers; private marketplace (PMP), where publishers invite selected advertisers to bid on their inven-tory; and programmatic direct (PD), where advertisers deal directly with well-established publishers who have developed their own supply-side platforms (an automated inventory of available ad space). Currently, about 75% of programmatic advertising is programmatic direct and 19% is PMP. Open exchange RTB is no longer growing and represents only about 25% of programmatic marketing. The trend is towards publishers, especially well-known brands with large budgets, to reduce their dependence on the operators of the platforms, and exert much more control over where their ads appear, how visible they are, and what content they are associated with. To find out why continue reading. Currently, just 25% of online display advertising is still done in a non-automated,
traditional environment that involves marketers using e-mail, fax, phone, and text mes-saging in direct relationships with publishers. Traditional methods are often used for high value premium ads, say, the top of the screen with a video, expanding ads seen at major newspapers, magazines, and portal sites, and native ads appearing alongside or interwoven with native content. This is the world of the traditional insertion order: if you want to advertise on a specific newspaper or magazine website, call the ad department and fill out an insertion order. For instance, if you are a brand selling biking accessories, you can tell your ad agency to place ads in biking magazine websites and on social networks, targeting the readers of those magazines. In this environment, firms who want to sell products and services online hire advertising agencies to develop a marketing plan, and the agency directly contracts with the ad department of the publishers. This traditional environment is expensive, imprecise, and slow, in part because of the
number of people involved in the decision about where to place ads. Also, the technology used is slow, and the process of learning which of several ads is optimal could take weeks or months. Real-time so-called A/B testing is difficult. The ads could be targeted to a more precise group of potential customers, and to a much larger group of potential customers. While context advertising on sites dedicated to a niche product is very effective, there are many other websites or social network pages visited by bikers that might be equally effective, and cost much less. The process is very different in an open exchange (RTB) programmatic environment.
Ad agencies have access to any of several programmatic ad platforms offered by Google, Yahoo, AOL, Facebook, and many other pure ad platforms. Working with their clients, the ad agency more precisely defines the target audience to include men and women, ages 2435, who live in zip codes where mountain biking is a popular activity, have mentioned biking topics on social networks, have e-mail where mountain biking is discussed, make more than $70,000 a year, and currently do not own a mountain bike. The ad agency enters a bid expressed in dollars per thousand impressions for 200,000 impressions to people who meet most or all of the characteristics being sought. The platform returns a quote for access to this population of 200,000 people who meet the characteristics required. The quote is based on what other advertisers are willing to pay for that demographic and characteristics. The quote is accepted or denied. If accepted, the ads are shown to…

Questionnaire 3: Be the Manager and Action – Ch 7

This assignment consists of completing:

Be the Manager  3- Questions 1, 2, 3

Ensure to answer completely what the questions are asking.  In addition, make sure to write complete sentences and check spelling. Avoid to copy/paste from textbook or any other source. Cite the source if you’re quoting somebody’s intellectual work. Please, be original and creative when addressing the questions and avoid plagiarism.

Chapter 7 of the textbook is added in the file of the textbook, if needed.

The post Questionnaire 3: Be the Manager and Action – Ch 7 appeared first on Savvy Essay Writers.

Identify clearly what you know and what you do not know

Strategic Management
Spring 2015
Autumn 2012
HOW TO USE THIS LEARNING GUIDE
ICON KEY
?? Activity
??
??
Checklist
Deadline
?? Handout
?? Hint
?? Important
information
?? Online
activity
?? Reading
?? Toolkit
?? Warning
This learning guide supplements the unit outline and is designed to help you
navigate through the unit. It will help you focus on what you need to do for
classes and the various assessment tasks. You should consult the relevant
section of the learning guide as you plan your study it will highlight the main
things that you should be getting out of the resources available and provide
guidance on teaching activities and class preparation.
The learning guide also offers some study tips to assist you in developing the
skills and techniques of an effective learner at university level. In addition to
acquiring information and skills relevant to this unit you should also focus on
developing the habits and tools of a successful university student. As an adult
learner you need to take control of your own learning and ensure your own
success. This learning guide is specifically designed to help you achieve this.
A standard set of icons is used throughout the learning guide to make
navigation easier. Use the icons to quickly identify important information things
you need to do and hints for doing them.
STAFF
Unit
Coordinator
and point of
first contact
Marion Cornish
Building ED.G.34 Parramatta campus
Phone: 9685 9984 Email: m.cornish@uws.edu.au
Unit
administration
School of Business Student and Academic Services Team
Building ED.G.99 Parramatta Campus
Phone: 9685 9200 Email: business.courses@uws.edu.au
Teaching team Bankstown: Dr Jim Mitchell
Telephone :(02) 9772 6795
Mobile : 0404492902
Email : j.mitchell@uws.edu.au
Campus : Bankstown
Room :20.1.14
Staff Profile :http://uws.edu.au/staff_profiles/uws_profiles/doctor_jim_mitchell
Campbelltown: John Hibberd
Email : j.hibberd@uws.edu.au
CONSULTATION ARRANGEMENTS
All campuses Marion Cornish available Tuesday and Thursday (by appointment) and Monday
Friday via email. Jim Mitchell Wednesday (by appointment) and Monday-
Wednesday by email. John Hibberd Thursday only (by appointment).
Edition: Spring 2015
Copyright: University of Western Sydney 2015. No part of this publication may be reproduced or transmitted in any form
or by any means electronic or mechanical including photocopying recording or by any information storage and retrieval
system without the prior written permission from the Dean of the School of Business. Copyright for acknowledged materials
reproduced herein is retained by the copyright holder. All readings in this publication are copied under licence in
accordance with Part VB of the Copyright Act 1968.
2 0 0 3 0 0 M A N A G I N G P E O P L E A T W O R K
S P R I N G 2 0 1 5 | C O N T E N T S
Contents
SECTION ONE
ABOUT MANAGING PEOPLE AT
WORK 3
An introduction to this unit 3
Textbook 3
Approach to teaching 3
Learning outcomes 3
SECTION TWO
ASSESSMENT DETAILS 5
Assessment summary 3
Assessment 1: Individual case study report
(30%) 5
Overview 5
Details 5
Marking criteria and standards 8
Assessment 2: Group strategic simulation
report and presentation (40%) 10
Overview 10
Details 11
Marking criteria and standards:
Group report 15
Marking criteria and standards:
Presentation 17
Assessment 3: Final examination (40%) 20
Details 23
Marking criteria and standards 24
General assessment requirements 25
Assignment cover sheet 25
Turnitin 25
Late submission 25
After-hours submission 25
Extension of due date for submission 25
Feedback on assessment 26
SECTION THREE
TEACHING ACTIVITES 29
Schedule of activities 27
SECTION FOUR
LEARNING RESOURCES 34
Recommended reading 32
Referencing requirements 34
Other resources that might help with
university life 34
SECTION FIVE
THIS UNIT AND YOU 37
What is expected of you 35
Workload 35
Attendance 36
Student responsibilities and conduct 36
What you can expect from the teaching team 37
Changes to unit as a result of student
feedback 37
Policy and how it affects you 37
What is academic misconduct? 38
What is non-academic misconduct? 38
Raising concerns 38
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3
About Strategic Management
An introduction to this unit
This unit explores the nature and essence of strategy and how this is created in various
organisational industry and economic contexts. The complexity of the strategy process
content and context means that there is and never will be one clear position on strategy and
what this means to the majority of those interested in the development of strategic thinking
capability. The paradoxes and debates in the field of strategy are explored in an effort to
understand the concept of sustainable competitive advantage. Students will utilise the
theoretical knowledge presented in a dialectical enquiry framework to undertake strategic
analysis and develop a selection of strategic options for case study scenarios.
Strategic Management is a core unit in the in the broadly based multi-discipline Bachelor of
Business and Commerce. The unit develops communication and information literacies and
provides integrates theoretical and applied knowledge to analyse and solve complex and novel
problems facing organisations. This is essential for all disciplines and is the basis for students
to develop and apply comprehensive and connected knowledge in management.
As a final year unit the aims are also to address and qualify the UWS Graduate attributes
during the course of the semester. The Universitys graduate attributes related to this unit are:
?? Commands communication numeracy social interaction information literacy
technology literacy skills.
?? Demonstrates comprehensive coherent and connected knowledge.
?? Applies knowledge in professional or applied contexts.
?? Brings knowledge to life through responsible engagement and appreciation of diversity.
Textbook
De Wit B Meyer R 2014 Strategy synthesis: resolving strategy paradoxes to create
competitive advantage 4th edn South Western Cengage Learning London. [Or latest edition
Ebook]
Approach to teaching
We study at the tertiary level essentially to be capable of critical evaluation which in this
instance is about the nature and essence of strategy and how this is constructed in various
social organisational and industry contexts.
Debates about the nature of strategy are extensive in both the theoretical and real world.
Understanding strategy as a construct means that there is and never will be one clear
definition of strategy and what this means to the majority of those interested in the
development and implementation of strategy.
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4
Particularly in the study of organisations one definition is never possible as the constraints
and demands on management differ from context to context. Organisations under crisis will
demand different strategies from those which are under little current threat say in prosperous
economic times. Therefore as scholars interested in strategy and its societal impacts we must
constantly take an interest in and follow the debates in the field. This unit and the learning
which will take place starts that journey.
We learn best when we study what we find relevant and interesting to us as individuals. This
unit is designed to allow you the opportunity to find the relevance of what you are studying in a
theoretical framework and apply that to what you seek to learn in terms of strategy in the
practical sense.
The unit Strategic Management is one of the final units in the Management degree. This unit
therefore aims to integrate the knowledge and skills of students at the completion of their
program of study.
The introduction of a business strategy simulation into this unit aims to support both the
Universitys and School of Business requirements for student blended learning opportunities.
Business strategy simulations have a long history in management development practice.
Business simulations are some of the earliest forms of gamification now widely utilised as a
motivational learning tool. Learners undertake decision making in teams over a period of
approximately 8 weeks (competing in workshop cohorts) during the semester involving the
complex interplay of various functional requirements of the business. Decisions will be minuted
by the groups at the end of each workshop decision. Firm performance measurements based
on stakeholder perspectives such as decisions on corporate social responsibility and
shareholder returns determine current share price values of the organisations being managed
by teams of participants- in the university context by teams of students.
Overview of resources assessments and learning outcomes in this unit
ASSESSMENT
vUWS
Library resources
Learning guide
Lecture and tutorial
material
Textbook
LEARNING RESOURCES
Case analysis
(30%)
Group
strategic simulation report
and presentation
(40%)
2456
Final examination
(30%) 125
1-35
LEARNING OUTCOMES WEEK DUE
Week 8
Week 13
As per the UWS exam
schedule
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3
Assessment details
Learning outcomes
Strategic Management is a core unit in the in the broadly based multi -discipline Bachelor of
Business and Commerce. The unit develops communication and information literacies and
provides integrates theoretical and applied knowledge to analyse and solve complex and novel
problems facing organisations. This is essential for all disciplines and is the basis for students
to develop and apply comprehensive and connected knowledge in management. Learning
outcomes for the unit are outlined below.
1. Explain the impact of key elements of leadership people and organisational
culture in the formulation and implementation of strategy.
2. Apply contrasting theoretical approaches to strategic management.
3. Reflect on the strengths and weaknesses of various…

External Environment Factor

Explain how you would integrate the current external environment factors in the health industry. Translate your interpretation into a critical list of action items for a health organization. Develop this list for the organization in terms of a strategic plan, directional strategies, external and internal environment, organizational culture, and any other factors that you deem important for organizational positioning and survival.

 

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