We are smart media
The new president of Cox Media Group got her start in TV news before moving into sales and management, where she’s had a history of success, creativity and passionate support of her team members.
Back in 1986, Kim Bredar took a risk. The young TV journalist, just two years out of Iowa State University, made a major career move.
Since graduating with a journalism degree, she’d been working in TV news, making less than $11,000 a year. Her boyfriend (Todd Guthrie, who became her husband in 1988) who was in radio asked her if she’d ever considered selling advertising.
“Of course, I didn’t know what people sold. I was a news person for God’s sakes, I didn’t understand how the whole sales process works,” she recalls.
But Todd told her that it was similar to journalism, requiring only curiosity and a little courage.
“So I went into sales in a small market — LaCrosse, Wis. — selling an AM-FM combo and absolutely fell in love with the whole process of marketing and sales — and radio, too.”
The new career path took
Today’s marketers have a myriad of data and technology tools to use in their quest to target and engage with individual consumers. Between these tools and programmatic buying technology, any brand can now create what can appear to be a foolproof digital advertising plan. But sometimes, having niche targeting as a primary objective is at an advertiser’s peril.
Targeting is a tactic that serves a specific role. Marketers may miss opportunities when targeting is used improperly, misunderstood, or when it forms the strategic foundation of the campaign rather than the business objective.
Successful ad planning should not start with a targeting objective. It should always start with the business objective.
Suppose a casino releases an online game and runs a digital campaign to promote it, focused on targeting customers likely to visit the property (the business objective). To execute this strategy, strategists rely on proprietary data.
The company’s historical market research may suggest that the best target would be heavy casino goers (10+ times per year), who are more likely to be female, 45+, with
The 21st century workforce continues to evolve at a breakneck pace
Henry Ford famously said: “If there is any one secret of success, it lies in the ability to get the other person’s point of view and see things from that person’s angle as well as from your own.” This quote is especially applicable to leadership in the 21st century American workplace.
Successful leaders today are challenged with finding a way to unify a melting pot of employees towards common goals while simultaneously supporting individual needs.
As the workplace evolves and becomes more diverse, leaders need to have a strong understanding of what resonates with different life groups within that workforce to create successful teams for the long haul. At CoxReps, a division of Cox Media Group, almost half of the current workforce falls into the millennial generation or next generation. Research shows that members of this generation move quickly from one employer to the next and turnover is expensive and exhausting for most companies. The leadership team at CoxReps wanted to be proactive about how to address the needs of this important life group
Online retailers have naturally migrated to the digital landscape where their business functions serve as a way to engage with potential customers. However, despite a symbiosis between digital advertising and digital businesses, many e-commerce companies often struggle to derive a meaningful return on their digital advertising investment. Much of this disappointment is rooted in the measurement system, which often tracks metrics counterintuitive to the objective of the campaign.
Measuring a campaign appropriately is the most important consideration for online media. For online retailers in particular, measurement methods can make or break a campaign. To accurately measure a campaign, retailers must identify the true business objective, and then measure against that objective. Objectives, execution, measurement and results weave an intricate web of interdependent pieces in a digital campaign. Ad types (e.g., banners vs. interstitials) and optimization tactics (optimize toward people who convert vs. people who click) will vary greatly depending on the objective of the campaign. If, for example, the objective is to drive online purchases, using a pixel to measure
In my current position as Vice President Director of Content and Consultative Services, I chart the direction of the content department in advising over 300 local broadcast television station clients from all the major broadcast groups. The department advises these broadcast groups in all aspects of content, program scheduling, audience research insights and promotion opportunities. Our recommendations are all based in thorough analysis of many different data sets. CoxReps’ core advertising sales are two billion dollars annually and can grow to three billion in a political year like 2016. I mention this because these sales are predicated on local market audience ratings. So ratings are at the heart of the company’s revenue and obviously very important to us.
Be forward thinking with improvements for local media measurement to accurately capture and account for consumption habits with the rapidly changing and expanding availability of TV content across devices.
The committee has been considering a longitudinal study of media consumption in cooperation with a number of universities.