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Tag: AOL

  • Marc Benioff: ‘Office Mandates Are Never Going to Work’

    Marc Benioff: ‘Office Mandates Are Never Going to Work’

    Salesforce CEO Marc Benioff has weighed in on return-to-office mandates, proclaiming they “are never going to work.”

    Companies large and small are struggling to adapt to the workplace changes brought by the pandemic. Some have embraced remote and hybrid work, while others are insisting employees return to the office (RTO). Benioff has made no secret of his belief that remote and hybrid workflows are here to stay, and he reiterated that at a company event Thursday, according to AOL.

    “Office mandates are never going to work,” Benioff said.

    See also: Hybrid Work Disparity Is Fueling the Great Resignation

    Although many companies are working hard to return to the pre-pandemic status quo, the evidence has so far supported Benioff’s assertion. The more companies have demanded employees return to the office the more those employees have pushed back.

    Even high-profile companies like Apple and Google have not been immune, with both companies receiving significant pushback from their employees. In fact, Apple even lost its top AI executive over its RTO policies. Google has similarly had to push back RTO deadlines in response to employee demands.

    In contrast, Salesforce has focused on its “Success from Anywhere” approach, giving employees “the flexibility to work how, when, and where works best for them.” The company’s acquisition of Slack has dovetailed perfectly with its efforts, helping round out its suite of tools and services to enable remote and hybrid workflows.

  • From the Ashes: Yahoo Is Back!

    From the Ashes: Yahoo Is Back!

    One of the oldest internet companies is once again under its own name, as Yahoo is no longer part of Verizon.

    In May, Verizon announced it was selling Verizon Media to Apollo Funds. Verizon Media included the Yahoo and AOL brands, and was part of Verizon’s attempt to take on Google and Facebook in the advertising market.

    The acquisition is now complete, and Yahoo is once again operating as a standalone company under its own name.

    “We look forward to partnering with Yahoo’s talented employee base to build on the company’s strong momentum and position the new Yahoo for long-term success as a standalone consumer internet and digital media leader,” said Reed Rayman, Partner at Apollo. “We couldn’t be more excited about this next chapter for Yahoo as we look to invest in growth across the business, including accelerating its customer-first offerings and commerce capabilities, expanding its reach and enhancing the daily user experience.”

    “This is a new era for Yahoo,” said Guru Gowrappan, CEO, Yahoo. “The close of the deal heralds an exciting time of renewed opportunity for us as a standalone entity. We anticipate that the coming months and years will bring fresh growth and innovation for Yahoo as a business and a brand, and we look forward to creating that future with our new partners.”

    With some 900 million monthly active users, Yahoo has significant potential to be a profitable company for Apollo Funds.

  • Verizon Media Sold to Apollo Funds

    Verizon Media Sold to Apollo Funds

    Following reports Verizon was exploring a sale of Yahoo and AOL, its Verizon Media business is being sold to Apollo Funds.

    Verizon purchased Yahoo and AOL, both pioneers among the early internet companies. Although both had since fallen on hard times, the two brands still had large, loyal followings. Verizon’s goal was to build an advertising business that could rival Google and Facebook.

    Unfortunately, the advertising business proved more difficult for Verizon to crack than it planned. Over the last several years, the company has been selling off some of its media properties, with Yahoo and AOL being the final piece. Apollo Funds has agreed to purchase Verizon Media for $5 billion. The new company will be known as Yahoo, and Verizon will maintain a 10% stake in it.

    “We are excited to be joining forces with Apollo,” said Guru Gowrappan, CEO, Verizon Media. “The past two quarters of double-digit growth have demonstrated our ability to transform our media ecosystem. With Apollo’s sector expertise and strategic insight, Yahoo will be well positioned to capitalize on market opportunities, media and transaction experience and continue to grow our full stack digital advertising platform. This transition will help to accelerate our growth for the long- term success of the company.”

    “We are thrilled to help unlock the tremendous potential of Yahoo and its unparalleled collection of brands,” said Reed Rayman, Private Equity Partner at Apollo. “We have enormous respect and admiration for the great work and progress that the entire organization has made over the last several years, and we look forward to working with Guru, his talented team, and our partners at Verizon to accelerate Yahoo’s growth in its next chapter.”

    “We are big believers in the growth prospects of Yahoo and the macro tailwinds driving growth in digital media, advertising technology and consumer internet platforms,” said David Sambur, Senior Partner and Co-Head of Private Equity at Apollo. “Apollo has a long track record of investing in technology and media companies and we look forward to drawing on that experience to help Yahoo continue to thrive.”

    “Verizon Media has done an incredible job turning the business around over the past two and a half years and the growth potential is enormous,” said Hans Vestberg, CEO, Verizon. “The next iteration requires full investment and the right resources. During the strategic review process, Apollo delivered the strongest vision and strategy for the next phase of Verizon Media. I have full confidence that Yahoo will take off in its new home.”

  • Verizon May Sell Yahoo and AOL Assets

    Verizon May Sell Yahoo and AOL Assets

    Verizon is looking to sell Yahoo and AOL assets, as it pivots away from the digital media business it spent billions to enter.

    Verizon bought Yahoo and AOL for a combined $9 billion, in an effort to diversify beyond its core business. The company saw its phone subscribers as a way to drive growth to digital media properties, and ultimately challenge the likes of Facebook and Google for digital media and advertising.

    The company’s plans have been far from successful, and it is now looking to sell off its digital media assets, including both Yahoo and AOL, according to The Wall Street Journal. The decision follows a $4.5 billion write down of its digital media business in 2018, the sale of Tumblr in 2019 and the sale of HuffPost to BuzzFeed in November of last year.

    Verizon has already involved Apollo Global Management, Inc. in the deal, one that some believe could be worth as much as $5 billion. Given the challenges Verizon faces moving forward with its 5G rollout, and the vast sum of money it recently spent to acquire more spectrum, $5 billion could be far more helpful in its core business.

  • BuzzFeed Acquires HuffPost, Strikes Strategic Partnership With Verizon

    BuzzFeed Acquires HuffPost, Strikes Strategic Partnership With Verizon

    BuzzFeed has acquired HuffPost from Verizon, while striking a strategic partnership that will see Verizon become a minority stakeholder in BuzzFeed.

    HuffPost has now come full circle as it joins the company founded by one of its original cofounders, Jonah Peretti. Peretti founded BuzzFeed a year after HuffPost, focusing on it full time after AOL purchased HuffPost. Over the years, BuzzFeed has evolved into a serious news source, making HuffPost a natural fit for Peretti’s latest company.

    “We’re excited about our partnership with Verizon Media, and mutual benefits that will come from syndicating content across each other’s properties, collaborating on innovative ad products and the future of commerce, and tapping into the strength and creativity of Verizon Media Immersive,” said Jonah Peretti, Founder and CEO, BuzzFeed.

    “I have vivid memories of growing HuffPost into a major news outlet in its early years, but BuzzFeed is making this acquisition because we believe in the future of HuffPost and the potential it has to continue to define the media landscape for years to come,” Peretti continued. “With the addition of HuffPost, our media network will have more users, spending significantly more time with our content than any of our peers.”

    As part of the agreement, Verizon will take a minority stake in BuzzFeed. The two companies will also syndicate content across each other’s platforms, as well as work together to monetize emerging ad formats.

  • Direct to Consumer is a Fundamental Platform Shift, Says Tim Armstrong

    Direct to Consumer is a Fundamental Platform Shift, Says Tim Armstrong

    Direct to Consumer, or DTC, is a fundamental platform shift, according to former AOL and Verizon digital properties CEO Tim Armstrong. “There have been a couple times in my career where there has been what is basically a fundamental platform shift,” noted Armstrong. “I felt like direct-to-consumer was something that was going to be a platform shift. Not for probably the obvious reasons, but some of the reasons that were less obvious, but things that I thought were important for the future.”

    Tim Armstrong, former AOL and Verizon Oath CEO and current founder and CEO of The DTX Company, discusses how direct to consumer (DTC) ecommerce businesses represent a “fundamental platform shift,” in an interview with Recode’s Kara Swisher and Jason Del Rey at An Evening with Code Commerce in Las Vegas:

    Direct to Consumer is a Fundamental Platform Shift

    About a year and a half ago I started spending a lot more time just on where the underlying infrastructure in the world was changing around the internet and mobile and all the things that we’ve talked about for years. One of the things that stood out to me was there’s been a couple times in my career where there has been what is basically a fundamental platform shift. I felt like direct-to-consumer was something that was going to be a platform shift. Not for probably the obvious reasons, but some of the reasons that were less obvious, but things that I thought were important for the future.

    One was data management, just in terms of things like GDPR and similar things that were happening. I think the power and data is going to shift back more towards the consumer side over the next 10 or 20 years. I thought that would fuel direct to consumer. The second is that the product development cycles that were happening at the direct the consumer companies were much faster and much deeper than what was happening in the normal channels of product development. I think that’s another thing that over a 5, 10, 15, 20 year period these companies are going to have a real advantage in terms of how they develop products and distribute them.

    Customer Communication: Two Way or No Way

    The third thing was just the two-way communication. At DTX we have a growing team, but one of the things we say is two way or no way. Two-way communication with the customer having a direct relationship with companies. The last thing is how the relationships between consumers and companies are going to change. This seems like a really important trend and probably there’s a really big opportunity here. There may not be but that that’s what got me interested in it.

    What we’re doing right now is really kind of two simple things. One is we’re putting investments directly into DTC companies and we’ve done a number of those and we’ll do a few more. The second thing we’re doing is spending a lot of time on an acronym that I hear all the time now which is CAC, customer acquisition cost. Really, on the operating side of the business what we’re doing is not CAC, it’s CRAC, which is an unfortunate acronym, but it’s customer revenue and acquisition cost. Having the balance on the equation of those two things we’re going to be testing things in 2019, some experiences and and other things that will hopefully put the R back in the CAC equation.

    DTC Might Re-Engineer the Entire Way Commerce is Done

    All of my experiences and basically all the stuff I did on the media side was all two-way relationships. The more time I started to think about really what happened was the reason I thought about DTC’s. I started to go back to those memories based on meeting a lot of the DTC founders and of coaching CEOs for DTC founders. I started to think about things like GDPR and some of the things that are happening underneath the surface that I think is going to change long term. I thought wow, this might actually re-engineer the entire way commerce is done and this is a really interesting opportunity.

    There are a bunch of spaces online now you can look at where people are piling money and where there’s probably over investment. But DTC overall, if you went product by product, category by category, industry by industry, in DTC, there are so many companies that you’ve never heard of and rightly so. The Casper’s, the Warby Parker’s, those are amazing companies and they get a ton of notoriety. There are also about 10,000 other categories. They don’t have ten people, they might have one or two, but they’re doing interesting things in them.

    People ask us all the time, is there a DTC ceiling, these companies can only get so big? That may be true but I don’t think it’s true. What will happen is the aggregate of all these things together. If you have ten thousand DTC brands and they’re $10 million or $50 million or $500 million they may not have to look like Google and Facebook right now, but when you add up all of them together over time and what’s likely to happen with a condensing of the market in the next 10 or 20 years (it is significant).

    DTC Could Be an Amazing Transformation

    There are two things that stand out to me. One is every major press article around traditional commerce tends to be negative. Not all the time, but there’s so much angst around what’s happening in retail overall. A lot of it is deserved, but there are a lot of interesting things happening in traditional retail. The second one is the DTC categories that are super hot, the four or five super hot categories, get 90 percent of the coverage and press. What we’re seeing and we have people coming in offices all day doing DTC and there’s just an amazing amount of ingenuity, invention, and innovation happening in different categories.

    I think again it’s one of these things you’re going to wake up 5, 7, 10, or 15 years from now and say, wow, this was like a really amazing transformation. It’s going to be for the reasons that these companies all talk to their consumers all the time. The amount of product innovation that’s happening is truly tremendous. If you take the Beauty category or any category and you dig into all of the DTC brands and micro categories within, if you went to a Procter & Gamble or Unilever and look at all of their products, each one of their products has multiple DTC companies trying to innovate that space.

    I think you’ll end up seeing the recreation of really large consolidated companies. It may not happen for years, but I think it will happen. The reason is not because they were cheaper than what happens in the Unilever Procter & Gamble it’s because the product innovation is hard. Having spent so much time now with DTC companies, the amount of product innovation that happens at that those companies with direct consumer interactions seems to me to be deeper and faster than it is at most other traditional companies.


  • Jason Calacanis: This Could Be Facebook’s AOL Peak, Their Yahoo Peak

    Jason Calacanis: This Could Be Facebook’s AOL Peak, Their Yahoo Peak

    Internet entrepreneur and investor Jason Calacanis suggests that Facebook may go the way of AOL and Yahoo. “This could be, it’s possible, maybe not probable but possible, this could be their AOL peak, their Yahoo peak,” said Calacanis. “I think this could be peak Facebook right now.”

    Jason Calacanis, Internet entrepreneur and angel investor in over 150 startups including Uber, Evernote, and Tumblr, discussed the current Facebook crisis on CNBC:

    This is a Pretty Serious Crisis

    This is a pretty serious crisis. If you look at the stakeholders involved, shareholders obviously no longer want to hold the stock and you’re seeing the stock collapse. If you look at employee morale it’s incredibly low. Founders who sold their company to Facebook, to Zuckerberg, and made billions of dollars have been incredibly critical of Mark Zuckerberg, which is pretty incredible when you think about it. You give somebody a couple of billion dollars and then they criticize you on the way out the door, it’s pretty unheard of.

    Advertisers Still Love the Platform

    But advertisers still love the platform. Anecdotally, the companies I work with, private companies, it is the only game in town to reach users at this level of scale. One has to wonder if the fourth constituent, which is governments around the world, are going to put up with their democracies being compromised. You put those four stakeholders together and this is a true crisis for Facebook.

    This could be, it’s possible, maybe not probable but possible, this could be their AOL peak, their Yahoo peak. Those companies peaked with hundreds of millions of users, and in AOL’s case 30 million plus paid users, and it took a decade or two for those companies to deprecate.

    People Are Realizing That This is Not a Positive for Society

    Facebook’s on a whole different scale with two and a half billion people, so I don’t think they’re going anywhere anytime soon. The advertisers still love it and the advertisers are going to always go to the platform that has the lowest customer acquisition cost. But this is a crisis amongst the executives and the people who work there and I think people are starting to realize that net-net this is not a positive for society. Put it all together and you don’t want to own the stock and you don’t want to work at the company, so that’s pretty dark when you think about it.

    This Could Be Peak Facebook Right Now

    I don’t know that there’s an easy solution other than grinding it out for the next three or four years just like they did with the mobile problem. They couldn’t figure out mobile advertising and they figured that out so maybe they’ll figure this out. But I think this could be peak Facebook right now.

  • Steve Case: Facebook Needs to Pivot and Recognize They’re Not in the Garage Anymore

    Steve Case: Facebook Needs to Pivot and Recognize They’re Not in the Garage Anymore

    AOL co-founder Steve Case says that Facebook needs to pivot and recognize that they are not in the garage anymore. Case sees some of this as a backlash against big tech, which he predicted a few years ago in his book The Third Wave. As companies like Facebook, Google, and Amazon become more important it is critical for them to engage more at the policy level.

    Steve Case, CEO of Revolution and AOL co-founder, talked about Facebook’s response to the explosive New York Times article on CNBC:

    People Are Looking for the Actions to Follow the Intent

    The New York Times report was obviously very troubling. It’s a great company and I know Mark and Sheryl have done a fabulous job of building not only one of the most valuable companies in the world but also one of the most impactful companies the world. It has had a significant impact not just on business but on society, even in terms of politics. They have to understand that they do shoulder a great responsibility and hopefully they will make the moves necessary. They have the right intent, they’ve been clear about the intent. I think a lot of people are looking for the actions now to follow the intent and hopefully, in the coming weeks and months, we’ll see more of that.

    Expected This Backlash Against Big Tech

    Some of this backlash against big tech, backlash against Silicon Valley, I frankly expected that for several years. I wrote a book a couple years ago that’s called The Third Wave and talked about it. As these companies become more and more important and have more and more impact, engaging more on the policy level is going to be critical.

    In the next wave of innovation, the policy issues, the regulatory issues, whether it be on the platform side of the internet or in healthcare or other other sectors of our economy, the entrepreneurs, the innovators need to engage with the policy makers and the regulators. Entrepreneurs don’t like to do that because they just like to have the freedom of action to move quickly, and that’s understandable. But the nature of the kind of issues we’re now dealing with, the opportunities we’re trying to deal with does require more of that engagement. Facebook is seeing that and Google’s seeing that and other companies will see that as well.

    That’s going to do really define the winners in this next 10 or 20 years, the ones that are innovating and moving quickly but doing it in a way that is understanding they’re living in a broader context and are more respectful of the role of policy.

    Facebook Needs to Pivot and Recognize They’re Not in the Garage Anymore

    Facebook’s a great company, Google is a great company, Amazon’s a great company, they’re a lot of great companies out there. They’re going to still be a magnet for talent but it does become more difficult as you get larger. It does become more difficult when your company is attacked.

    A few years ago everybody felt proud to be associated with Facebook and now some at the company, so the reports suggest, are a little more anxious. We’ve seen that in other large companies as well. Some of that this comes with the scale of going from a startup to a speed up to one of the most important companies in the world.

    This is one of the reasons, but not the only reason, that they need to pivot and recognize they’re not in the garage anymore, it’s not a startup anymore. They have significant civic responsibilities and if they implement those appropriately they’ll be able to attract and keep people and attract and keep customers and that’s a key part of what they need to focus on.

  • The Education Technology Revolution is Still on its Way

    AOL founder and internet visionary Steve Case in his new book, “The Third Wave” says that the Education Revolution will be: More personal. More Individualized. More data-driven. Even though there have been many technological solutions that fit the spirit of Steve’s mantra, they have been implemented in a scattered way thus far. In other words we have a long way to go–but we are on a path to get there.

    The obstacles are huge, people don’t like change, schools don’t have the necessary software budgets and people have been jaded by past technology investments that have been failures. There are numerous examples, but I’ll give just one big one. L.A. Unified School Districts failed $1.3 billion iPad program.

    In 2013 the District decided to give every student an iPad pre-loaded with Pearson instruction material. One of the drivers of this plan was learning equity, so that underprivileged kids could have the same learning opportunities as the middle class and rich kids. By 2015 the money had been spent and it went down as one of the most spectacular failures in public education history. There were problems with the curriculum, a lack of internet access at the homes of students the program was meant to help the most and nobody had a solution to account for thousands of lost or stolen iPads.

    This was a software and technology experiment that was badly implemented, but that doesn’t mean that technology in education won’t ultimately be what saves our education system.

    Wired summed it up:

    But while the the parties involved continue pointing the finger and picking up the pieces, the important question to ask now is what this fiasco means for the future of technology in the classroom. If one of the country’s largest school districts, one of the world’s largest tech companies, and one of the most established brands in education can’t make it work, can anyone?

    Technology Focusing on Learning Progress Can Transform Education

    Technology can and will transform education by making the learning process, and more importantly the learning progress the centerpiece, instead of everybody learning the same stuff at the same time and pace. Everybody’s different, with unique interests and personalities and with widely varied backgrounds. Of course everybody should know the basics, but our system should ultimately do better at guiding students toward an education goal that they’re meant to reach. That’s what Olympic athletes do. They start their focused training toward their end goals early in life and that’s how they become world-class in their sport.

    Technology can help provide that kind of focus in education.

    The idea is for cloud based platforms to help teachers and students direct your personal education path. It’s not just about curriculum, it’s about setting learning goals that are individualized so that students can stay in their passion zones, which maximizes learning. We all work harder when we are learning something that interests us. These individualized goals can also be used to help students with learning difficulties or IEP’s, so that we are measuring their progress in a way that allows us to view their progression over time and make adjustments to their goals or learning strategies if progress isn’t happening.

    Educators should create goals in a goal attainment scaling framework that enables meaningful measurement across spectrums. In other words, use a data-driven approach to measure a students learning progress. Progress toward a students learning goals are a better indicator of a students success and with proper measurement the progress data can easily be compared to the students other learning goals and the overall learning progress of the classroom as a whole, an entire school, district or state.

    Comparison of measurable data allows students, teachers, parents and administrators to intervene and improve the learning process before too much time passes. Software that encourages meaningful measurement of progress encourages productivity in learning. Instead of comparing standardized grades and test scores, we should be comparing measurable progress of students and our education system in general.

    This personal, individualized, data-driven approach will revolutionize education.

    – By Rich Ord, CEO of iEntry, Inc. and co-founder of StudentGrowthWorks, a software platform to measure the progress of students, especially those with IEPs or RTI plans.

  • AOL Announces ONE by AOL: Publishers

    AOL Announces ONE by AOL: Publishers

    At the Interactive Advertising Bureau’s Annual Leadership Meeting, AOL announced the launch of ONE by AOL: Publishers bringing together the company’s content and distribution capabilities.

    The company says the offering will simplify “an overly complex ecosystem and provide holistic, tailored solutions for publishers.” It comes as the result of six years of AOL investing over $1 billion in publisher technologies. It includes audience engagement, analytics, content distribution, and revenue management elements.

    “Publishers face many obstacles and challenges in navigating the complexities of today’s media environment, and the walled garden technology solutions available to them today is underservicing their needs to capitalize on the consumer shift to mobile and video,” said Tim Mahlman, President of Publisher Platforms at AOL. “With ONE by AOL: Publishers, AOL is drawing on world-class, publisher-minded teams and technology solutions to redefine monetization and empower publishers to capture the maximum value of their content.”

    The product is “tightly connected” with the ONE by AOL buying platform, the programmatic platform AOL launched in 2014.

    “It simplifies the number of platforms and partners needed to harness every type of advertising relationship and satisfy every ad buyer requirement, while eliminating much of the painful tech tax that publishers face with cobbling together point solutions,” the company says. “On average, publishers use four different supply-side platforms to sell inventory and receive less than 50 percent of the media spend advertisers are willing to pay due to the number of intermediaries.”

    The company discusses data analysis and optimization, mobile-first, and video benefits here.

    ONE by AOL: Publishers includes a new video activation solution aimed at helping publishers capitalize on people’s increasing consumption of mobile and video content. Publishers get access to a set of video management and curation tools and a new video content player, which provides deeper audience and performance data.

    In related news, AOL is acquiring AlephD.

    Image via AOL

  • AOL Makes Programmatic Ad Deal With A+E Networks

    AOL Makes Programmatic Ad Deal With A+E Networks

    AOL announced that it has formed a new programmatic and publisher solutions partnership with A+E Networks that will enable the latter to leverage AOL’s programmatic platform as a publisher and as an advertisers.

    AOL describes it as a first of its kind partnership for the company.

    A+E will use AOL’s tech to optimize its monetization across its video and display inventory and drive personalization across its portfolio, which includes A&E, HISTORY, Lifetime, FYI and more. It will also utilize AOL’s premium content brands including Huffington Post, Xbox (presumably AOL On), TechCrunch, Moviefone, etc. to drive awareness for its content programming. It will also use its own first-party data along with AOL’s to improve targeting.

    AOL President Bob Lord said, “With consumers driving media transformation today, it’s become that much more important for publishers to deploy technology and data in new ways to offer unique, personalized experiences to their audiences. A+E Networks has been a first-mover in that regard, and we look forward to working with them to deliver increased revenue opportunities and scalable technologies.”

    “A+E Networks has brought a level of flexibility to the market by affording advertisers and agencies the ability to use advanced tools and software that create more dynamic campaigns based on optimization and targeting capabilities,” added Mel Berning, President and Chief Revenue Officer at A+E Networks. “By partnering with ONE by AOL, we extend these opportunities to their client list in an uninterrupted execution.”

    The partnership includes video, display, and personalization components as well as an upfront ad commitment. AOL has set aside premium video and display ad inventory across mobile and desktop for A+E Networks programming.

    Image via A+E Networks

  • Verizon’s AOL Is Acquiring Millennial Media

    Verizon’s AOL Is Acquiring Millennial Media

    AOL, which as a reminder, is now owned by Verizon, announced on Thursday that it has entered agreement to acquire mobile ad platform Millennial Media. It’s paying $1.75/share, which comes to roughly $238 million.

    AOL says it will use Millennial Media to add a supply-side platform for app monetization with over 65,000 apps; add significant mobile brand advertising scale across ONE by AOL; gain access to a billion global active unique users and new cross-screen targeting capabilities; accelerate its mobile position in key international markets; and add “world-class” engineering, sales, and product talent.

    “AOL is well positioned as consumers spend more and more time on mobile devices, and as advertisers, agencies and publishers become more reliant on programmatic monetization tools,” said AOL President Bob Lord. “As we continue to invest in our platforms and technology, the acquisition of Millennial Media accelerates our competitive mobile offering in ONE by AOL and enhances our current publisher offering with an ‘all in’ monetization platform for app developers.”

    “By joining AOL, we will be adding additional mobile expertise to AOL’s growing technology assets,” added Michael Barrett, President & CEO of Millennial Media. “I am excited by what this acquisition means for our shareholders, our employees and our partners.”

    The deal will comes by way of tender offer to be followed by a merger. It’s expected to be completed this fall, and Millennial Media will become a wholly owned subsidiary of AOL.

    Image via Millennial Media

  • Def Leppard Will Share a Stage With Donald Trump in Iowa

    Def Leppard Will Share a Stage With Donald Trump in Iowa

    When Def Leppard takes the stage at the Iowa State Fair next month, they will be introduced and welcomed by none other than Donald Trump.

    Def Leppard is touring with classic rock acts Styx and Tesla, who will also be on the bill at the State Fair Grandstand on the fairgrounds in Des Moines on August 15. Def Leppard has had a rough way to go recently. Guitarist Vivian Campbell has fought cancer off and on over the past few years. It was feared that he would not be able to tour with Def Leppard this summer, but his doctor has cleared him to go.

    As for Donald Trump, Def Leppard will not be his first brush with rock and roll. On his Celebrity Apprentice program, Trump rubbed elbows with the likes of Gene Simmons, Bret Michaels, famous band manager Sharon Osbourne, Meat Loaf, and Dee Snider.

    There is no clue yet as to how the guys in Def Leppard might respond to Trump’s introduction. If the fans that show up that night don’t boo him off the stage, it may be best to smile and nod and get on with the rock.

    Not all rock stars are enamored of Trump. The Donald ran afoul of Neil Young when he announced his candidacy. The music piped in to the event included Neil Young’s “Rockin’ in the Free World.” Young, a politically active artist, too offense and called the campaign out on it.

    “Donald Trump was not authorized to use ‘Rockin’ in the Free World’ in his presidential candidacy announcement,” Neil Young agent Elliot Roberts said. “Neil Young, a Canadian citizen, is a supporter of Bernie Sanders for president of the United States of America.”

    Trump’s campaign insisted they had paid the appropriate rights’ organizations to license the song, but were informed that an artist still has recourse to stop their music from being used to represent someone they disagree with.

    “We won’t be using it again,” Trump’s campaign manager announced. “There are plenty of other songs to choose from, despite the fact that Mr. Trump is a big fan and likes Neil very much. We will respect his wish and not use it because it’s the right thing to do.”

    No word on whether Donald Trump likes Def Leppard, or even knows who they are. One thing is for sure:

    If he calls them “Death Leopard” on that stage, he can kiss his campaign good-bye.

  • What Marketers Should Know About The AOL-Bing Deal

    What Marketers Should Know About The AOL-Bing Deal

    Microsoft and AOL announced a major agreement which sees AOL assuming management and sales responsibilities for all of Microsoft’s display, mobile, and video ad inventory across the U.S., U.K., Canada, Brazil, France, Germany, Italy, Spain, and Japan. AOL will run the ads across Microsoft’s MSN homepage and verticals, Outlook Mail, Xbox, Skype, and in apps.

    The two companies also made a ten-year global search and search advertising deal, which sees Bing power search for AOL (across all screens) starting at the beginning of next year.

    Will this deal have any impact on your approach to search marketing? Share your thoughts in the comments.

    “We have enjoyed a terrific relationship with Microsoft, and this expanded partnership is a win for both companies and our advertiser partners as our industry continues to rapidly transform and evolve,” said AOL President Bob Lord. “This collaboration further validates our leadership position in digital advertising and the shift to automation, while also allowing Microsoft to focus on what they do best: industry leading services and search innovation.”

    “This deal is further evidence of the quality of Bing results and the performance of the Bing Ads marketplace,” said Rik van der Kooi, Corporate Vice President at Microsoft. “And we will continue our focus on delivering world class consumer services and content and look forward to partnering with AOL to market them.”

    Bing controls 20% of the search market share in the U.S., and this will serve as a key partnership for growth. There hasn’t been much change in the market for several months. Google still has 64%.

    Google has been the search engine powering AOL search for many years, so this is another significant partner that Google is losing. It already lost Firefox (in the U.S.) to Yahoo.

    Danny Sullivan, who has been covering the search industry as long as anyone, recalls: “When Google first won the AOL deal back in 2002, it was a huge deal for that company. Google was still up-and-coming; AOL had substantial search traffic. Google managed to renew the deal every time it came up since, such as in 2010. But no more.”

    “That’s no great loss for Google, however,” he adds. “AOL has only about 1% of the search traffic in the US, versus Google’s 65%. Google will likely not notice the loss. Potentially, the company didn’t even fight for or hard to renew the deal. The loss even helps Google argue that it’s not as completely dominant in search as it’s often criticized for.”

    He still goes on to say that it’s a “great win for Bing”.

    To me, it doesn’t seem like anything that’s a great win for Bing should be downplayed too much for Google, particularly considering that it is losing other distribution partners, and Apple is moving further and further into its own universe.

    Keep in mind that as of last week, AOL is owned by Verizon, so there may be a lot of new opportunities for AOL to get its various offerings in front of more people. It’s not unthinkable that its search functionality, which will eventually be powered by Bing, could see an increase in usage.

    What Does This Mean for Marketers?

    More than anything, what the deal means for marketers is an increased distribution of their Bing marketing efforts. That goes for SEO and paid search efforts. Here’s a look at an AOL search results page right now:

    Screen shot 2015-06-30 at 10.04.12 AM

    It’s basically a Google results page with AOL’s logo and some minor cosmetic changes. You can easily imagine this as the Bing alternative.

    “Many Search advertisers are growing their audience reach by advertising on multiple publishers,” says Hoiling Wong at Marin Software. “While Google may still be the dominant force in the market, Bing is quickly growing. An April 2015 study conducted by Merkle | RKG shows that spend in Bing for Q1 2015 grew 36%, compared to Google’s 13%.”

    With a deal like this, it stands to reason that growth will only continue.

    “The extended reach combined with the controls within Bing Ads will give marketers opportunities to reach even more customers at the right ROI,” says Bing in a blog post about the AOL deal. “We’re excited about our partnership with AOL and will continue to evaluate additional partners to bring new opportunities to our customers.”

    Microsoft’s Bing Ads business is doing better than you probably thought. The company said this week that it’s a multibillion dollar business, and that it’s critical that it continues to monetize it. That means they’re going to focus on making Bing Ads better and more effective than ever, and with AOL handling the display ad duties, that should be easier for them to do.

    Those looking to drop their dollars on search ads look to Bing as the first alternative. That alternative is bound to become more attractive as time goes on.

    Do you expect to increase your Bing budget? Let us know in the comments.

    Images via Bing, AOL

  • Verizon Now Officially Owns AOL

    Verizon Now Officially Owns AOL

    Verizon announced on Tuesday that it has already completed its acquisition of AOL.

    That didn’t take long, did it? The $4.4 billion deal was only announced last month. Now, Verizon says it has successfully completed its tender offer to purchase all of AOL’s outstanding shares for %50 per share in cash.

    Verizon says in its announcement:

    Verizon subsequently completed the acquisition of the remaining eligible AOL shares not acquired in the tender offer through a merger pursuant to Section 251(h) of the General Corporate Law of the State of Delaware. As a result, AOL shares will no longer be traded on the NYSE, and AOL is now a wholly owned subsidiary of Verizon.

    As of the expiration of the tender offer, approximately 47,522,501 shares were validly tendered and not withdrawn in the tender offer, representing 60.37 percent of AOL’s outstanding shares, according to the depositary for the tender offer. Notices of Guaranteed Delivery were delivered with respect to 2,767,607 additional shares, representing approximately 3.52 percent of AOL’s shares, according to the depositary. Verizon has accepted for payment and will promptly pay for all validly tendered (and not withdrawn) shares.

    All eligible AOL shares that were not validly tendered have been converted into the right to receive $50.00 per share in cash, without interest and less any applicable withholding taxes — the same price paid in the tender offer.

    In an expanded role, AOL CEO Tim Armstrong continues to lead AOL operations after the closing, and Bob Toohey, president of Verizon Digital Media Services, will report to Armstrong. Verizon Digital Media Services uses world-class technology to help companies prepare, deliver and display digital media content including video, web pages, applications, mobile ads and live events on any screen. Armstrong will report to Marni Walden, Verizon executive vice president and president of Product Innovation and New Businesses.

    The companies will hold a press conference today to further discuss the details.

    Despite speculation that Verizon would sell AOL’s content properties such as The Huffington Post, the companies have said that there are no such plans. Of course Twitter CEO Dick Costolo also said his job was safe about a week before he announced his resignation.

    We’ll be hearing plenty more about Verizon’s plans for AOL and its various properties in the near future.

    Image via YouTube

  • Will AOL Get Rid Of The Huffington Post Under Verizon?

    If you’ve been on the internet today, you probably know that Verizon is acquiring AOL, pending regulatory approval and closing conditions. While the announcement made no claims that AOL’s content properties would be spun off, reports at Re/code have suggested otherwise.

    As we referenced in an earlier article on the acquisition, Re/Code’s Peter Kafka suggested Verizon could decide to spin out AOL’s content operations with a third partner, “perhaps German publisher Axel Springer”.

    Re/Code’s Kara Swisher has since written:

    According to numerous sources, while it has been negotiating its deal to sell to Verizon, AOL has also been in advanced discussions with a number of parties to spin off its flagship Huffington Post content unit.

    The talks have been most serious with Axel Springer, the German media conglomerate, but a number of private equity firms have also expressed interest in the high-profile property. Sources said the Huffington Post has been valued at above $1 billion in this scenario, which would either be a complete sale or, more likely, structured as a joint venture.

    AOL has been sending around a statement in response to such reports (via Variety): “AOL owns a portfolio of premium, global content brands including The Huffington Post, TechCrunch and Endgadget, among others, and all of them will continue to be part of our business as we go forward.”

    Swisher says this contradicts what “several top AOL sources” told her this morning. As Kafka noted in his article, AOL CEO Tim Armstrong also said in the past that there was no truth to reports of a potential acquisition by Verizon.

    Image via Wikimedia Commons

  • Verizon Is Buying AOL For $4.4 Billion

    Verizon Is Buying AOL For $4.4 Billion

    Verizon announced that it has signed an agreement to acquire AOL for $50 per share, in a deal valued at roughly $4.4 billion. Verizon is painting the acquisition as a “significant step in building digital and video platforms to drive future growth” and ” as driving its LTE wireless video and OTT (over-the-top video) strategy.

    The deal, Verizon says, will also support and connect its Internet of Things platforms.

    “Verizon’s vision is to provide customers with a premium digital experience based on a global multiscreen network platform. This acquisition supports our strategy to provide a cross-screen connection for consumers, creators and advertisers to deliver that premium customer experience,” said Verizon chairman and CEO Lowell McAdam. “AOL has once again become a digital trailblazer, and we are excited at the prospect of charting a new course together in the digitally connected world. At Verizon, we’ve been strategically investing in emerging technology, including Verizon Digital Media Services and OTT, that taps into the market shift to digital content and advertising. AOL’s advertising model aligns with this approach, and the advertising platform provides a key tool for us to develop future revenue streams.”

    According to Verizon, the combination of the two companies creates a “scaled, mobile-first platform” targeting the $600 billion global advertising industry. The deal of course includes AOL content brands like The Huffington Post, TechCrunch, Engadget, MAKERS and AOL.com, as well as millennial-focused OTT, original video content; and its programmatic advertising platforms.

    TIm Armstrong will remain chairman and CEO of AOL for the foreseeable future.

    He said, “Verizon is a leader in mobile and OTT connected platforms, and the combination of Verizon and AOL creates a unique and scaled mobile and OTT media platform for creators, consumers and advertisers. The visions of Verizon and AOL are shared; the companies have existing successful partnerships, and we are excited to work with the team at Verizon to create the next generation of media through mobile and video.”

    AOL’s TechCrunch shares an internal memo from Armstrong:

    AOLers –

    As you have heard me say many times over the last 5 years since we became an independent AOL, we are building toward becoming the largest media technology company in the world. While there are search platforms, social platforms, and commerce platforms, we have built a very meaningful media platform and AOL today is a media platform company powering our brands and the brands of over 30,000 partners.
    If there is one key to our journey to building the largest digital media platform in the world, it is mobile. Mobile will represent 80% of consumers’ media consumption in the coming years and if we are going to lead, we need to lead in mobile. Over the last 18 months we set a goal of moving AOL into a leading position in mobile, mobile video, and mobile registered consumers. We are approaching 400 million global consumers, we have built one of the best advertising platforms in the world, and we have one of the most talented teams in the world – and now it is time for us to fully open up the mobile frontier.

    Today, we are announcing that the largest and most innovative wireless and cable company – and the one investing the most in high quality mobile content – is acquiring AOL with the strategy of building the biggest media platform in the world. The company is Verizon and the deal will game-change the size and scale of AOL’s opportunity. Just as AOL has propelled The Huffington Post, Adap.tv, TechCrunch, and other companies we have acquired, Verizon will propel AOL and comes to the table with over 100 million mobile consumers, content deals with the likes of the NFL, and a meaningful strategy in mobile video.

    The decision to enter into an agreement with Verizon was made over a long and thoughtful time period and both companies see significant opportunity to service consumers and customers in a differentiated and exciting way. On a personal level, the decision to go forward with an agreement was predicated on giving our talent the best opportunity to build a multi-decade business that would be deeply growth oriented and aimed directly at the platform shift that video and mobile are offering the world – today and 20 years from now.

    There are two important questions you might have at this point in the letter:

    1. What does this mean?

    2. What does this mean for me (meaning you)?

    The deal means we will be a division of Verizon and we will oversee AOL’s current assets plus additional assets from Verizon that are targeted at the mobile and video media space. The deal will not change our strategy – it will expand it greatly. The deal will give our content businesses more distribution and it will give our advertisers more distribution and mobile-first features. The deal will add scale and it will add a mobile lens to everything we do inside of our content, video, and ads strategy.

    For you this means growth, it means mobile, and it means compensation that will be equal or better to your AOL compensation. Your benefits will not change in 2015. We will eventually go on Verizon’s benefit plan, but that won’t happen until 2016 or later and we will work with Verizon to make sure the benefits are strong and cover important areas of people’s lives. Your job and what you do on a daily basis should be enhanced by the market opportunity this deal is targeted to capture. The simple answer to the question of “what does this mean for you?” should be, “I just got more resources, more support and more growth opportunity.”

    The leadership at AOL is staying and I am staying – enthusiastically, and we made that part of the deal. We have the opportunity to build a unique and globally scaled media technology company with the scale and resources we need to make that happen. Verizon and AOL are very large partners today – in content, in ads, and in the technology. We know their team well and they know our team well. The cultures share very similar values and are both working on very similar ways to do good while doing well. Diversity and women’s leadership are at the top of both companies’ agendas and we look forward to having a consumer and industry impact on those important issues.

    The future in front of AOL and the industry requires scale, mobile, and video – and partnerships. In our lifetime, we will see the connection of the world on very large and very fast networks – and to play in that world with our strategy requires us to take the natural steps to secure our ability to shoot for the stars. This deal is aimed at the stars and we are going to pursue the joint vision of building the most significant media platform in the world.

    I have been a buyer of AOL over the last 5 years – and that is an investment in one thing – our talent. We have reviewed every hire coming into the company over the last 5 years and we have taken extraordinary risks and faced extraordinary challenges over the last 5 years. There is nothing more meaningful than watching our team turn-around this great company and restoring it to growth when most people had left it for dead.

    AOL is back and now we are joining forces with Verizon to build the best media technology company in the world. Let’s mobilize. – TA

    So what are people saying about the deal?

    The Wall Street Journal says it “suggests a crumbling empire more than it shows the power of the network,” making the case that while telecom giants like Verizon and AT&T aren’t going away, “their place in the world seems ever more insecure” as companies like Google and Facebook launch Internet from the air services and lay fiber in the ground, cable companies deploy Wi-Fi workarounds, mobile phone carriers push Wi-Fi as the default.

    “Verizon is certainly aware of the cross-device marketing opportunity,” writes Zach Rodgers at AdExchanger. “The company has an addressable advertising division, Precision Market Insights. That unit has experimented with – and gotten into some hot water over – a persistent mobile tracking mechanism that leveraged a unique ID header as a mobile cookie of sorts. After an outcry from privacy advocates over the improper use of that ID, the company changed the mechanism to be more privacy friendly.

    “The backlash may have been due in part to Verizon’s ‘service provider’ relationship, which in the eyes of consumers and regulators may be too weak to justify data collection,” he adds. “By accessing direct relationships with media consumers through AOL, Verizon’s mobile audience data business may not draw the same negative attention, and its work around mobile data collection may become as acceptable as it has for Facebook.”

    Re/code’s Peter Kafka suggests that Verizon may decide to spin out AOL’s content operations with a third partner, noting that Armstrong didn’t address such a scenario in an interview, but that he “seemed to leave the door open.”

    The New York Times reminds us that AOL “also manages a dwindling but profitable dial-up Internet business, providing online access for those who live in areas too remote to have broadband, or who never canceled their subscriptions.”



    The actual transaction will take place as a tender offer followed by a merger, with AOL becoming a wholly owned subsidiary of Verizon, though the deal is obviously subject to regulatory approval and closing conditions. The companies expect the deal to close sometime this summer.

    AOL reported its quarterly earnings last week. Highlights included: fastest multi-platform user growth among top 5 internet properties; accelerating ad revenue growth; 80% programmatic growth surging to 45% of global brand ad revenue; strong growth in video, mobile, programmatic, and native ad revenue; and global ad pricing growth of over 10%.

    Image: Tim Armstrong via Wikimedia Commons

  • 90s Facebook Ad Is Hilarious Parody of Early AOL Ad

    If Facebook would have come around in the mid-90s, you would’ve been burning through free trial discs like Fruit by the Foot. I know I would’ve.

    From comedian Brent Weinbach comes this damn-near-perfect parody of those old internet ads – but for a mysterious new product called “The Facebook”.

    Simply ship a few photographs to The Facebook, they’ll cover the postage, and an operator will set up your profile!

    Here’s what an ad for Facebook would’ve looked like in 1995:

    Wondering why this feels so familiar? Well, it’s pretty much a remake of this old AOL commercial, which you’ll probably remember if you’re near 30 or older.

    Ah. What a time to be alive.

    Image via YouTube

  • AOL Acquires Video Platform Vidible

    AOL Acquires Video Platform Vidible

    AOL announced that it has acquired video management and exchange platform Vidible to expand its global scale in video distribution, discovery, and management.

    More specifically, AOL says the pick-up enables it to expand its video stack with new video content management tools, and increase availability and management of premium video to publishers and content owners via a self-serve platform. It also adds a video content exchange, which will fit into the company’s monetization platforms, including ONE by AOL. Finally, it adds what AOL describes as “an A+ team of proven operators and top-notch product and technical leaders.”

    “AOL is focused on transforming the digital media environment by creating an open marketplace for video,” said Dermot McCormack, President of AOL Video and Studios. “We are thrilled to welcome the Vidible team to AOL as we accelerate our mission of providing our partners the platform and tools they need to better create, curate, syndicate and monetize their content across the globe. ”

    “We’re excited to be joining AOL, a company that is at the forefront of video, “ added Vidible co-founder and President Tim Mahlman. “The combination of AOL Video and Vidible accelerates our vision of making content management and syndication available to video content creators and publishers everywhere.”

    Vidible’s content exchange includes over 300,000 videos and over 800 million monthly video plays.

    Terms of the deal were not disclosed.

    Image via Vidible

  • AOL Earnings Released, Revenue Up 12%

    AOL just released its Q3 earnings report with total revenue growth of 12% year-over-year thanks to strong global advertising growth. This was the company’s seventh consecutive quarter of revenue growth.

    It grew its domestic multi-platform unique visitors by 14% from the same period last year, which is the fastest rate of grwoth among the top five internet properties, AOL claims.

    Programmatic revenue grew to 37% of non-search ad revenue from just 12% the same time last year. Global ad revenue grew 18% thanks to strong pricing growth in display and third-party platform driven. AOL credits premium formats including video.

    CEO Tim Armstrong said, “In Q3, AOL continued its strong growth in consumer traffic, revenue and profitability across its portfolio of assets. AOL is a leader in global content, video, mobile, and programmatic advertising and is positioned directly at the center of the most disruptive changes happening online and offline in culture and code.”

    The company also announced a stock repurchase of a million shares.

    Here’s the release in its entirety:

    NEW YORK–(BUSINESS WIRE)–Nov. 6, 2014–

    AOL Inc. (NYSE:AOL) released third quarter 2014 results today.

    “In Q3, AOL continued its strong growth in consumer traffic, revenue and profitability across its portfolio of assets,” said Tim Armstrong, AOL Chairman and CEO. “AOL is a leader in global content, video, mobile, and programmatic advertising and is positioned directly at the center of the most disruptive changes happening online and offline in culture and code.”

    Summary Results
    In millions (except per share amounts)
    Q3 2014 Q3 2013 Change
    Revenues
    Global advertising and other $ 473.4 $ 399.7 18%
    AOL Properties Display 141.5 141.9 0%
    AOL Properties Search 97.9 95.0 3%
    Third Party Platform 215.1 149.1 44%
    Other 18.9 13.7 38%
    Subscription 153.4 161.6 -5%
    Total revenues $ 626.8 $ 561.3 12%
    Adjusted operating income before depreciation and amortization (Adjusted OIBDA) (1) $ 121.8 $ 119.8 2%
    Operating income $ 48.0 $ 16.7 187%
    Net income attributable to AOL Inc. $ 28.5 $ 2.0 1325%
    Diluted EPS $ 0.35 $ 0.02 1650%
    Adjusted Diluted EPS (1) $ 0.52 $ 0.56 -7%
    Cash provided by operating activities $ 137.8 $ 98.9 39%
    Free Cash Flow (1) $ 101.2 $ 64.6 57%
    (1) See Page 8 for a reconciliation of Adjusted OIBDA, Adjusted Diluted EPS and Free Cash Flow to the GAAP financial measures we consider most comparable.

    Q3 Consolidated AOL Revenue Trends:

    • Total revenue grew 12% year-over-year on strong growth in global advertising and other revenue.
    • Global advertising and other revenue grew 18% year-over-year reflecting:
      • 44% growth in Third Party Platform revenue, driven by growth in the sale of premium formats and by the inclusion of revenue from Adap.tv for a full quarter in 2014 versus approximately one month in 2013. Third Party Platform revenue grew approximately 22% excluding Adap.tv.
      • Flat AOL Properties display revenue due to the absence in Q3’14 of approximately $10 million in revenue from disposed or shuttered brands, including Patch. Excluding these impacts, display revenue grew 7% driven by improved pricing on AOL Properties.
      • 3% growth in AOL Properties search revenue, driven by increased queries from search marketing-related efforts.
      • 38% growth in other revenue, related to increased platform access and licensing fees.
    • Subscription revenue declined 5% year-over-year as 6% growth in average monthly subscription revenue per AOLsubscriber (ARPU) partially offset a 9% decline in subscribers. Domestic AOL subscriber monthly average churn improved sequentially to 1.4% in Q3 2014 and was flat to Q3 2013.

    Q3 Consolidated AOL Profitability Trends:

    • Cost of revenues increased $61 million year-over-year, driven by a $65 million increase in TAC, partially offset by expense savings resulting from reduced headcount. TAC increases reflect the inclusion of Adap.tv, search marketing-related efforts and growth in Third Party Platform revenue.
    • General and administrative expenses grew $3 million year-over-year, due primarily to increased operating expenses associated with acquisitions made late 2013 and early 2014.
    • Adjusted OIBDA grew 2% year-over-year, driven primarily by total revenue growth. Year-over-year comparisons were negatively impacted by $5 million received in the prior year period related to the disposition of a legal claim. Excluding this impact, Adjusted OIBDA grew 6% year-over-year.
    • Diluted and Adjusted Diluted EPS were negatively impacted by increased amortization associated with acquisitions made late 2013 and early 2014 and increased interest expenses associated with our credit facility and convertible senior note offering during the quarter, which more than offset the benefit of a lower effective tax rate.

    AOL Asset, Cash & Cash Flow Trends:

    • AOL had $458 million of cash and equivalents at September 30. During the quarter, AOL repaid $105 million of borrowings under its $250 million senior secured revolving credit facility. AOL had no outstanding borrowings at September 30 and has none to date. Additionally, on July 30, AOL completed the sale of its Dulles Technology Center (DTC) for approximately $33 million in cash.
    • On August 14, AOL issued $379.5 million aggregate principal amount of 0.75% convertible senior notes maturingSeptember 1, 2019. Net proceeds after expenses were approximately $369 million. AOL used a net $37 million of the net proceeds to pay the cost of the convertible note hedge and warrant transactions designed primarily to offset potential shareholder dilution.
    • Q3 cash provided by operating activities was $138 million and Free Cash Flow was $101 million, an increase of 39% and 57% year-over-year, respectively, reflecting the timing of working capital.
    • On July 28, AOL’s Board of Directors authorized a $150 million share repurchase program. On August 6, 2014 in connection with the convertible senior note offering, AOL repurchased approximately 1 million shares of common stock at an average price of $42.46, or approximately $40 million in aggregate, leaving $110 million available on AOL’s current authorization.
    DISCUSSION OF SEGMENT RESULTS
    Q3’14 Q3’13 Change
    (In millions)
    Revenues
    Brand Group $ 187.3 $ 192.5 -3%
    Membership Group 196.7 204.5 -4%
    AOL Platforms 271.9 188.7 44%
    Intersegment eliminations (29.1) (24.4) -19%
    Total Revenues $ 626.8 $ 561.3 12%
    Adjusted OIBDA
    Brand Group $ 17.0 $ 10.9 56%
    Membership Group 139.2 149.8 -7%
    AOL Platforms (0.6) (7.1) 92%
    Corporate & Other (33.8) (33.8) 0%
    Total Adjusted OIBDA $ 121.8 $ 119.8 2%

    Brand Group

    Brand Group revenue declined year-over-year, impacted by the absence of display revenue from disposed or shuttered brands, including Patch. Excluding this impact, Brand Group display revenue grew 1%, driven by continued growth in inventory pricing.Brand Group search revenue grew 8% year-over-year, driven by increased queries from search marketing-related efforts.

    Brand Group Adjusted OIBDA improved significantly year-over-year, due to general cost savings initiatives, including the savings associated with the disposal and shuttering of certain brands, including Patch, partially offset by increased TAC associated with search marketing-related efforts.

    Membership Group

    Membership Group revenue declines reflects a 5% year-over-year decline in subscription revenue and a decline in search revenue, offset in part by growth in display revenue on improved inventory pricing at AOL Mail. Subscription and search revenue declines reflect 9% fewer domestic AOL subscribers on 1.4% monthly average churn. Subscription revenue declines were partially offset by 6% growth in ARPU year-over-year, reflecting price increases associated with adding increased features, services and value to our subscribers’ packages.

    Membership Group Adjusted OIBDA declines primarily reflect subscription revenue declines discussed above, partially offset by a decrease in costs related to fewer domestic AOL subscribers. Year-over-year comparisons were negatively impacted by $5 millionreceived in Q3 2013 related to the disposition of a legal claim. Excluding this impact, Membership Adjusted OIBDA declined 4% year-over-year.

    AOL Platforms

    AOL Platforms revenue increased 44% year-over-year, driven by significant growth in Third Party Platform revenue, and revenue from Adap.tv for a full quarter in 2014 as compared to approximately one month in 2013. Excluding Adap.tv, Third Party Platform revenue grew approximately 23% year-over-year, driven by growth in the sale of premium formats.

    AOL Platforms Adjusted OIBDA improved significantly year-over-year, reflecting strong growth in revenue in the segment, partially offset by increased TAC and investments in our programmatic platforms and premium formats.

    Tax

    AOL had Q3 2014 pre-tax income of $42 million and income tax expense of $14 million, resulting in an effective tax rate of 34%. This compares to an effective tax rate of 90% for Q3 2013. The effective tax rate for Q3 2014 did not materially differ from the statutory U.S. federal income tax rate of 35% primarily due to additional deductions that produced a tax benefit in the quarter, which offset foreign losses that did not produce a tax benefit. The effective tax rate for Q3 2013 differed from the statutory U.S. federal income tax rate of 35% primarily due to the tax impact of the non-deductible goodwill impairment charge and the foreign losses that did not produce a tax benefit.

    Cash Flow

    Q3 cash provided by operating activities was $138 million and Free Cash Flow was $101 million, an increase of 39% and 57%, respectively, primarily reflecting the timing of working capital.

    OPERATING METRICS
     
    Q3 2014 Q3 2013 Y/Y Change Q2 2014 Q/Q Change
    Subscriber Information
    Domestic AOL subscribers (in thousands) (1) 2,274 2,508 -9% 2,338 -3%
    ARPU (1) $ 21.35 $ 20.15 6% $ 20.86 2%
    Domestic AOL subscriber monthly average churn (2) 1.4% 1.4% 0% 1.6% -13%
    Unique Visitors (in millions) (3)
    Domestic average monthly AOL multi-platform unique visitors 179 156 14% 171 5%
    Domestic average monthly desktop unique visitors to AOL Properties 108 115 -7% 108 0%
    (1) Domestic AOL subscribers include subscribers participating in introductory free-trial periods and subscribers that are paying no monthly fees or reduced monthly fees through member service and retention programs. Individuals who are only registered for our free offerings, including subscribers who have migrated from paid subscription plans, are not included in the AOL subscriber numbers presented above. Additionally, only those individuals whose subscription includes AOL-brand dial-up access service are included in the AOL subscriber numbers above. ARPU is calculated as domestic average monthly subscription revenue per AOL subscriber.
    (2) Churn represents the percentage of AOL subscribers that are either terminated or cancel our services, factoring in new and reactivated subscribers. Monthly average churn is calculated as the monthly average number of terminations plus cancellations divided by the initial AOL subscriber base plus any new registrations and reactivations for the applicable period.
    (3) See “Unique Visitor Metrics” on page 9 of this press release.
    FINANCIAL STATEMENTS
    AOL Inc.
    Condensed Consolidated Statements of Operations
    (In millions, except per share amounts)
    Three Months Ended September 30, Nine Months Ended September 30,
    2014 2013 2014 2013
    (unaudited) (unaudited)
    Revenues:
    Advertising and other $ 473.4 $ 399.7 $ 1,358.5 $ 1,147.5
    Subscription 153.4 161.6 458.4 493.4
    Total revenues 626.8 561.3 1,816.9 1,640.9
    Costs of revenues 479.4 418.6 1,394.3 1,211.6
    General and administrative 81.5 78.2 236.3 237.6
    Amortization of intangible assets 16.9 11.1 48.6 29.7
    Restructuring costs 1.2 19.0 15.7 28.1
    Goodwill impairment charge 17.5 17.5
    (Gain) loss on disposal of assets, net (0.2) 0.2 (4.2) (2.1)
    Operating income 48.0 16.7 126.2 118.5
    Interest and other income (expense), net (5.7) (2.1) (7.0) (5.6)
    Income before income taxes 42.3 14.6 119.2 112.9
    Income tax provision 14.4 13.1 55.2 57.8
    Net income $ 27.9 $ 1.5 $ 64.0 $ 55.1
    Net (income) loss attributable to noncontrolling interests 0.6 0.5 2.0 1.3
    Net income attributable to AOL Inc. $ 28.5 $ 2.0 $ 66.0 $ 56.4
    Per share information attributable to AOL Inc. common stockholders:
    Basic net income per common share $ 0.36 $ 0.03 $ 0.83 $ 0.73
    Diluted net income per common share $ 0.35 $ 0.02 $ 0.79 $ 0.69
    Shares used in computing basic income per common share 78.3 77.3 79.2 77.1
    Shares used in computing diluted income per common share 82.2 81.2 83.3 81.4
    Depreciation expense by function:
    Costs of revenues $ 31.1 $ 29.8 $ 92.2 $ 90.1
    General and administrative 2.4 2.2 8.4 7.3
    Total depreciation expense $ 33.5 $ 32.0 $ 100.6 $ 97.4
    Equity-based compensation by function:
    Costs of revenues $ 15.1 $ 7.6 $ 34.8 $ 18.8
    General and administrative 6.2 4.2 16.6 12.6
    Total equity-based compensation $ 21.3 $ 11.8 $ 51.4 $ 31.4
    Traffic Acquisition Costs (included in costs of revenues) $ 178.9 $ 114.0 $ 488.2 $ 307.9
    Third Party Platform Traffic Acquisition Costs $ 143.5 $ 93.8 $ 386.7 $ 248.9
    AOL Inc.
    Condensed Consolidated Balance Sheets
    (In millions, except per share amounts)
    September 30, December 31,
    2014 2013
                                        Assets (unaudited)
    Current assets:
    Cash and equivalents $ 457.5 $ 207.3
    Accounts receivable, net of allowances of $9.2 and $8.3, respectively 457.3 491.0
    Prepaid expenses and other current assets 38.9 34.1
    Deferred income taxes, net 24.2 30.7
    Total current assets 977.9 763.1
    Property and equipment, net 454.3 467.9
    Goodwill 1,486.3 1,361.7
    Intangible assets, net 228.0 208.4
    Long-term deferred income taxes, net 76.6 110.6
    Other long-term assets 95.4 71.7
    Total assets $ 3,318.5 $ 2,983.4
    Liabilities, Redeemable Noncontrolling Interest and Equity
    Current liabilities:
    Accounts payable $ 77.0 $ 101.0
    Accrued compensation and benefits 96.5 127.0
    Accrued expenses and other current liabilities 201.8 197.3
    Deferred revenue 70.4 67.2
    Current portion of obligations under capital leases 53.6 55.5
    Total current liabilities 499.3 548.0
    Convertible senior notes 303.1
    Long-term portion of obligations under capital leases 82.3 56.2
    Long-term deferred income taxes 3.7 4.4
    Other long-term liabilities 104.5 97.6
    Total liabilities 992.9 706.2
    Redeemable noncontrolling interest 9.0 9.7
    Equity:
    Common stock, $0.01 par value, 115.2 million shares issued and 77.8 million
    shares outstanding as of September 30, 2014 and 114.1 million shares issued
    and 79.2 million shares outstanding as of December 31, 20130 1.2 1.1
    Additional paid-in capital 3,676.8 3,592.7
    Accumulated other comprehensive income (loss), net (293.8) (290.4)
    Accumulated deficit (27.4) (93.6)
    Treasury stock, at cost, 37.4 million shares as of September 30, 2014 and 34.9
    million shares as of December 31, 2013 (1,041.5) (942.9)
    Total stockholders’ equity 2,315.3 2,266.9
    Noncontrolling interest 1.3 0.6
    Total equity 2,316.6 2,267.5
    Total liabilities, redeemable noncontrolling interest and equity $ 3,318.5 $ 2,983.4
    AOL Inc.
    Condensed Consolidated Statements of Cash Flows
    (In millions)
    Nine Months Ended September 30,
    2014 2013
    (unaudited)
    Operating Activities
    Net income $ 64.0 $ 55.1
    Adjustments for non-cash and non-operating items:
    Depreciation and amortization 149.2 127.1
    Asset impairments and write-offs 12.3 30.4
    (Gain) loss on disposal of assets, net (4.2) (1.1)
    Accretion of convertible notes discount 1.6
    Amortization of debt issuance costs 0.7 0.2
    Equity-based compensation 51.4 31.4
    Deferred income taxes 4.7 31.5
    Other non-cash adjustments 2.8 4.5
    Changes in operating assets and liabilities, net of acquisitions 4.7 (50.2)
    Cash provided by operating activities 287.2 228.9
    Investing Activities
    Investments and acquisitions, net of cash acquired (192.6) (336.9)
    Proceeds from disposal of assets, net 38.2 1.1
    Capital expenditures and product development costs (55.7) (52.7)
    Cash used by investing activities (210.1) (388.5)
    Financing Activities
    Borrowings under the credit facility agreement 105.0
    Repayments under the credit facility agreement (105.0)
    Repurchase of common stock (98.6) (102.2)
    Proceeds from issuance of convertible notes 379.5
    Payment of issuance costs (10.4) (3.1)
    Payments for note hedges (70.1)
    Proceeds from issuance of warrants 33.5
    Principal payments on capital leases (53.3) (44.5)
    Tax withholdings related to net share settlements of restricted stock units (22.5) (13.3)
    Proceeds from exercise of stock options 10.2 22.7
    Other financing activities 5.9 3.9
    Cash provided (used) by financing activities 174.2 (136.5)
    Effect of exchange rate changes on cash and equivalents (1.1) (2.3)
    Increase (decrease) in cash and equivalents 250.2 (298.4)
    Cash and equivalents at beginning of period 207.3 466.6
    Cash and equivalents at end of period $ 457.5 $ 168.2
    SUPPLEMENTAL INFORMATION – UNAUDITED
    AOL Inc.
    Reconciliation of Adjusted Diluted EPS to Net Income Attributable to AOL Inc.
    (In millions, except per share amounts)
    Three Months Ended
    September 30,
    Nine Months Ended
    September 30,
    2014 2013 2014 2013
    Net income attributable to AOL Inc. $ 28.5 $ 2.0 $ 66.0 $ 56.4
    Add (less) items impacting comparability of net income:
    Restructuring costs 1.2 19.0 15.7 28.1
    Equity-based compensation 21.3 11.8 51.4 31.4
    Asset impairments and write-offs 1.1 29.0 12.3 30.4
    (Gain) loss on disposal of assets, net (0.2) 0.2 (4.2) (2.1)
    Income tax impact of items above (1) (9.3) (16.7) (32.2) (26.9)
    Adjusted net income attributable to AOL Inc. $ 42.6 $ 45.3 $ 109.0 $ 117.3
    Shares used in computing diluted EPS 82.2 81.2 83.3 81.4
    Adjusted Diluted EPS $ 0.52 $ 0.56 $ 1.31 $ 1.44
    Marginal tax rate (2) 39.8% 39.5% 39.8% 39.5%
    (1) Income tax impact of restructuring charges, equity-based compensation and asset impairments and write-offs are calculated by applying the marginal tax rate to deductible items. The income tax impact of gain (loss) on disposal of assets is calculated by using the actual tax expense for the transactions. The goodwill impairment charge of $17.5 million recorded in the third quarter of 2013 is not deductible for income tax purposes.
    (2) For the three and nine months ended September 30, 2014, the marginal tax rate used was AOL’s 2014 projected marginal annual effective tax rate. For the three and nine months ended September 30, 2013, the marginal tax rate used was AOL’s 2013 projected marginal annual effective tax rate as of September 30, 2013.
    AOL Inc.
    Reconciliation of Adjusted OIBDA to Operating Income and Free Cash Flow to Cash Provided by Operating Activities
    (In millions)
    Three Months Ended September 30, Nine Months Ended September 30,
    2014 2013 2014 2013
    Operating income $ 48.0 $ 16.7 $ 126.2 $ 118.5
    Add: Depreciation 33.5 32.0 100.6 97.4
    Add: Amortization of intangible assets 16.9 11.1 48.6 29.7
    Add: Restructuring costs 1.2 19.0 15.7 28.1
    Add: Equity-based compensation 21.3 11.8 51.4 31.4
    Add: Asset impairments and write-offs 1.1 29.0 12.3 30.4
    Add: Losses/(gains) on disposal of assets, net (0.2) 0.2 (4.2) (2.1)
    Adjusted OIBDA $ 121.8 $ 119.8 $ 350.6 $ 333.4
    Cash provided by operating activities $ 137.8 $ 98.9 $ 287.2 $ 228.9
    Less: Capital expenditures and product development costs 19.4 19.7 55.7 52.7
    Less: Principal payments on capital leases 17.2 14.6 53.3 44.5
    Free Cash Flow $ 101.2 $ 64.6 $ 178.2 $ 131.7

    Note Regarding Non-GAAP Financial Measures

    This press release and its attachments include the financial measures Adjusted OIBDA, Adjusted Diluted EPS and Free Cash Flow, all of which are defined as non-GAAP financial measures by the Securities and Exchange Commission (SEC). These measures may be different than similarly-titled non-GAAP financial measures used by other companies. The presentation of this financial information is not intended to be considered in isolation or as a substitute for the financial information prepared and presented in accordance with generally accepted accounting principles (GAAP). Explanations of our non-GAAP financial measures are as follows:

    Adjusted OIBDA. We define Adjusted OIBDA as operating income before depreciation and amortization excluding the impact of restructuring costs, non-cash equity-based compensation, gains and losses on all disposals of assets, non-cash asset impairments and write-offs and special items. We consider Adjusted OIBDA to be a useful metric for management and investors to evaluate and compare the ongoing operating performance of our business on a consistent basis across reporting periods, as it eliminates the effect of non-cash items such as depreciation of tangible assets, amortization of intangible assets that were primarily recognized in business combinations, asset impairments and write-offs, as well as the effect of restructurings, gains and losses on asset sales and special items, which we do not believe are indicative of our core operating performance. We exclude the impacts of equity-based compensation to allow us to be more closely aligned with the industry and analyst community. A limitation of this measure, however, is that it does not reflect the periodic costs of capitalized tangible and intangible assets used in generating revenues in our business or the current or future expected cash expenditures for restructuring costs. The Adjusted OIBDA measure also does not include equity-based compensation, which is and will remain a key element of our overall long-term compensation package. Moreover, the Adjusted OIBDA measures do not reflect gains and losses on asset sales, impairment charges and write-offs related to goodwill, intangible assets and fixed assets or special items which impact our operating performance. We evaluate the investments in such tangible and intangible assets through other financial measures, such as capital expenditure budgets, investment spending levels and return on capital.

    Adjusted Diluted EPS. We define Adjusted Diluted EPS as diluted net income per common share excluding the net-of-tax impact of restructuring costs, non-cash equity-based compensation, gains and losses on all disposals of assets, non-cash asset impairments and write-offs and special items. We consider Adjusted Diluted EPS to be useful to management and investors as a profitability measure to allow comparison of our results to historical periods and forecasting of our results for future periods. A limitation of Adjusted Diluted EPS is that it does not include all items that impact our net income and diluted net income per common share for the period. We compensate for this limitation by also relying on diluted net income per common share as a comparable GAAP financial measure.

    Free Cash Flow. We define Free Cash Flow as cash provided by operating activities, less capital expenditures, product development costs and principal payments on capital leases. We consider Free Cash Flow to be a liquidity measure that provides useful information to management and investors about the amount of cash generated by the business that, after capital expenditures, capitalized product development costs and principal payments on capital leases, can be used for strategic opportunities, including investing in our business, making strategic acquisitions, and strengthening the balance sheet. Analysis of Free Cash Flow also facilitates management’s comparisons of our operating results to competitors’ operating results. A limitation on the use of this metric is that Free Cash Flow does not represent the total increase or decrease in cash for the period because it excludes certain non-operating cash flows.

    Unique Visitor Metrics

    We utilize unique visitor numbers to evaluate our performance, as unique visitor numbers provide an indication of our consumer reach. Although our consumer reach does not correlate directly to advertising revenue, we believe that our ability to broadly reach diverse demographic and geographic audiences is attractive to brand advertisers seeking to promote their brands to a variety of consumers without having to partner with multiple content providers. AOL multi-platform unique visitor metrics represent a measure of AOL’s unduplicated audience across multiple digital platforms (desktop computers, smartphones and tablets). AOL multi-platform unique visitors represent the estimated number of individuals who visited any content of a website or application owned by AOL or for which the traffic has been assigned to AOL by the owner during the applicable measurement period. Additionally, AOL multi-platform unique visitor metrics also include visitors to AOL’s syndicated video content distributed on third party sites. Desktop unique visitors to AOL Properties represent the estimated number of individuals who visited any content of a website or application owned by AOL or for which the traffic has been assigned to AOL by the owner during the applicable measurement period via a desktop computer. The source for our unique visitor information is a third party (comScore Media Metrix).

    Cautionary Statement Concerning Forward-Looking Statements

    This press release and our conference call at 8:00 a.m. Eastern Time today may contain “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995 regarding business strategies, market potential, future financial and operational performance and other matters. Words such as “anticipates,” “estimates,” “expects,” “projects,” “forecasts,” “intends,” “plans,” “will,” “believes” and words and terms of similar substance used in connection with any discussion of future operating or financial performance identify forward-looking statements. These forward-looking statements are based on management’s current expectations and beliefs about future events. As with any projection or forecast, they are inherently susceptible to uncertainty and changes in circumstances. Except as required by law, we are under no obligation to, and expressly disclaim any obligation to, update or alter any forward-looking statements whether as a result of such changes, new information, subsequent events or otherwise. Various factors could adversely affect our operations, business or financial results in the future and cause our actual results to differ materially from those contained in the forward-looking statements, including those factors discussed in detail in the “Risk Factors” sections contained in our Annual Report on Form 10-K for the year ended December 31, 2013 (the “Annual Report”) and our Quarterly Report on Form 10-Q for the three months ended September 30, 2014 (“Quarterly Report”), filed with theSecurities and Exchange Commission. In addition, we operate a web services company in a highly competitive, rapidly changing and consumer- and technology-driven industry. This industry is affected by government regulation, economic, strategic, political and social conditions, consumer response to new and existing products and services, technological developments and, particularly in view of new technologies, the continued ability to protect intellectual property rights. Our actual results could differ materially from management’s expectations because of changes in such factors. Achieving our business and financial objectives, including improved financial results and maintenance of a strong balance sheet and liquidity position, could be adversely affected by the factors discussed or referenced under the “Risk Factors” sections contained in the Annual Report and Quarterly Report as well as, among other things: 1) changes in our plans, strategies and intentions; 2) stock price volatility; 3) future borrowing and restrictive covenants under the revolving credit facility; 4) the impact of the convertible senior notes and the related hedge and warrant transactions; 5) the impact of significant acquisitions, dispositions and other similar transactions; 6) our ability to attract and retain key employees; 7) any negative unintended consequences of cost reductions, restructuring actions or similar efforts, including with respect to any associated savings, charges or other amounts; 8) adoption of new products and services; 9) our ability to attract and retain unique visitors to our properties; 10) asset impairments; and 11) the impact of “cyber-attacks.”

    About AOL

    AOL Inc. (NYSE:AOL) is a brand company, committed to continuously innovating, growing, and investing in brands and experiences that inform, entertain, and connect the world. The home of a world-class collection of premium brands, AOL creates original content that engages audiences on a local and global scale. We help marketers connect with these audiences through effective and engaging digital advertising solutions.

    From time to time, we post information about AOL on our investor relations website (http://ir.aol.com) and our official corporate blog (http://blog.aol.com). Follow us on Twitter @AOL_Inc.

    Webcast and Conference Call Information

    AOL Inc. will host a conference call to discuss third quarter 2014 financial results on Thursday, November 6, 2014, at 8:00 am ET. To access the call, parties in the United States and Canada should call toll-free (877) 415.3181 and other international parties should call (857) 244.7324. Participants should reference ‘AOL Call’ when dialing into the live call. Additionally, a live webcast of the conference call, together with supplemental financial information, can be accessed through the Company’s Investor Relations website at http://ir.aol.com. In addition, an archive of the webcast can be accessed through the link above for one year following the conference call, and an audio replay of the call will be available for two weeks following the conference call by calling (888) 286.8010 and other international parties should call (617) 801.6888. The access code for the replay is 53719765.

     

    Source: AOL Inc.

    Image via Wikimedia Commons

  • IAB Opens Pubic Comment On OpenDirect Spec

    IAB Opens Pubic Comment On OpenDirect Spec

    AOL, Microsoft, Yahoo, and Yieldex have worked together on the new OpenDirect technical specification for programmatic ad sales, and have provided an early version to the Interactive Advertising Bureau (IAB), who has opened up public comment on it. Comments will be used to help spur wider industry adoption.

    OpenDirect 1.0 is described as an automated, guaranteed API standard for programmatic selling and buying of premium inventory. According to the IAB, it delivers “greater efficiencies and reliability in the packaging, pricing, and delivering of reserved inventory for publishers.”

    IAB VP of Technology and Ad Operations Scott Cunningham said, “OpenDirect 1.0 is valuable to the industry at-large and therefore is best served under the auspices of the IAB, where we have the resources and reach to ensure it becomes a global standard. Programmatic strategies have become a mainstay within our business and it is imperative to find solutions and technologies that will make these types of automated transactions more reliable and beneficial to all parties involved. This common set of API specifications sets the stage for direct programmatic ad sales and will allow buyers who want to access guaranteed inventory via automated processes avoid multiple, costly, custom integrations.”

    Microsoft GM of Display Advertising Greg Nelson added, “Microsoft was founded on the belief that technology empowers people and organizations to do more and achieve more. Supporting the growth of programmatic premium aligns with this value as this technology alleviates points of friction that make it hard for advertisers and publishers to scale big brand buys on the internet. By removing these obstacles, programmatic users are given back valuable time to focus on what matters most to them. These new standards will serve as a catalyst to unlock pent-up demand for premium publisher offerings and help speed the migration of offline media spend to online, and ultimately empower others to achieve more.”

    “Yahoo has been working hard to establish standards that will improve programmatic buying and make the process easier and more efficient for advertisers,” said Eric Lange, VP of Ad Products at Yahoo. “Common API specifications will help create a thriving digital ad ecosystem. Now, advertisers can confidently use programmatic to maximize the value of high-quality premium ad placements and get a higher return on their ad budgets.”

    “This initiative and the capabilities it provides are in line with AOL’s open programmatic strategy and an extension of our AOP Programmatic Guaranteed offering,” added AOL Platforms CTO Seth Demsey. “Efficient transactions between multiple publishers and buying platforms have the potential to dramatically accelerate the growth of automated guaranteed buying.”

    Benefits of the specification to agencies, according to the IAB, include liquidity of bigger pools of unique users, increased efficiency thanks to one API integration across multiple publishers, and the ability to book guaranteed delivery and access to media offerings not available on an exchange.

    The public comment period will run through December 3. At that point, the IAB Digital Advertising Automation Task Force will evaluate comments, and make necessary adjustments before releasing the final version.

    Image via IAB