AdExchanger.com: How did the InvestingChannel begin? And how has the company pivoted since it was first started?
north dakota : We started this business for a couple of key reasons, amongst others :
- The business was started as an advisory business designed to help financial media companies with their digital advertising revenue strategies. We quickly discovered that many of our clients required execution both on the ad sales and operations/optimization side and often lacked the resources, reach and expertise to effectively monetize their valuable audience.
- With the ease of content creation and the resulting proliferation of sites, particularly in finance, along with the desire for independent, trusted content, online audiences have dispersed to niche sites to consume content rather than the larger ‘big brand’ destinations. These audiences are highly coveted and desirable for endemic and non endemic advertisers but because of the fragmentation, lack of ad infrastructure and size, it is extremely difficult for advertisers to find and target these largely unduplicated audiences The business insights we gained from our consulting business coupled with the power and growth of the long/mid tail audiences led to the creation of InvestingChannel.
We started as a consulting firm. We moved at the request of many clients to the murder side inaugural as a saturated fiscal lead coevals collector of investor sites. immediately we entirely manage all aspects of a publisher ’ south ad products/revenue ( display, head gen, e-mail, newsletters, fluid, video, directly chain mail, and so forth ). In 2011, we are effectively evolving to a full-service tax income engine for publishers including initiatives beyond ad such as a subscription development business, content distribution and development, television and mobile tools, etc. Our ability to overlay audience data is besides key for the clientele in 2011 and will allow us to offer more incorporate campaigns to drive engagement/branding and enhance ROI.
What are the keys to growing a successful vertical ad network?
I could write a flannel composition on this but to try and keep it brief, it ’ mho about execution intelligibly. For exercise, it ’ mho critical to understand what ’ s unique to the upright, hire the right autochthonal staff, provide multiple services beyond streamer sales/monetization, create functional efficiencies to scale, etc. however, what frequently times goes overlooked is the daunting infrastructure necessity to scale with hundreds of advertisers and publishers. That said, there are many networks out there and while it continues to be important to provide more and more advertiser services, we will besides be differentiating ourselves with more publisher services. That said, we are not just an ad network and have effectively become one of the larger fiscal media companies providing multiple tax income sources to our publishers .
Is Investing Channel profitable? Can you provide a sense of the company’s scale?
We have been profitable for years now, but are actively reinvesting $ ’ second back into the clientele. a far as scale, we have nowadays over 250 publisher partners representing 10 million + feeder and engaged visitors and hundreds of advertisers in the IC family .
How do you see audience buying and the growth of targeting with data affecting your business?
We have to continue to be smarter to target our audience more finitely. And while it is significant to use some of the commoditized data sources out there to facilitate this, as we are, it is equitable as or even more important to find data that is singular to our sits and/or network of sites. however, data target will be more critical for mass content/network plays versus highly vertical companies .
For publishers, how do you differentiate among other opportunities such as competing vertical (or not) ad networks and exchanges? Do you offer multiple digital formats, for example?
Yes, one way is to offer multiple ad products to combat some of the generic networks. however, that ’ mho again where we are unique offering the lapp grade of formats as a single web site with much more efficiency across engaged users in niche sites. Publishers will besides need to be much more integrate in their sales approach and hope that their brand and contextual relevance can sustain the more general network/data buy whether in or out of context. however, as mentioned above, we plan on offering more than barely ad products to help our publishers such as content distribution.
What about agency trading desks -are you seeing or anticipating any impact from them? What’s your view on the Agency Trading Desks (ATDs)?
ATDS already have impacted the ad commercialize considerably…particularly for mass networks offering strictly streamer solutions. This type of bribe can be done efficaciously using data targeting in an exchange environment and/or with ATDs. While we do not work with any at this point, it will become necessity to integrate with some of these where the controls exist on both sides to facilitate a buy without cannibalizing the value for the publisher or the target for the advertiser .
Please share trends you’re seeing from your advertisers today.
Versus 1-2 years ago, we are again seeing longer term budget. While there has been pricing coerce across the industry, given how hyper-vertical we have stayed and the high value audience we represent, we have actually seen an addition in our CPMs and prize to our advertisers as we get smart with our targeting, delivery and optimization. The big thing about our exemplary is that bargain sizes continue to increase as we are constantly adding premium content, sites and hearing and not constrained like a one site publisher .
We are seeing more advertisers wanting to push their content out there as a means of commercialize and educating their audience. This is particularly significant in finance as it ’ s a much different deal than buying a shoe or flight. In Finance, subject has a much higher risk/reward than most other verticals and consequently, trust is key .
Although the majority of advertising presently is still in standard creative types, the push towards sociable, video and mobile environments is on. An integrate approach to build trust and engage their target consultation is exceed of mind .
What controls do you offer your publishers and how do you preventchannel conflict?
We alone work entirely with managing our publisher ’ mho ad inventory therefore there ’ mho no sales channel dispute. however, they can absolutely control the type of ads seen on their site. Beyond this, we are building controls or quite products that allow our publishers to more efficaciously distribute subject, aggregate contentedness, drive subscriptions, create mobile/video capacity with our chopine, etc .
What is the biggest challenge of running a vertical ad network?
once again, it relates to execution and of course the plate and infrastructure that is such an intricate function of this business. however, a close eye always has to be kept on fresh ways of targeting, what ’ randomness happening with ATDs, how are bulk networks trying to be more erect, etc. It ’ s obviously crucial to understand your contest, but upright networks need to stay relevant by continuing to provide more services to their publishers AND advertisers. Again, while we are differentiating ourselves with the products we offer our advertisers through our publishers, we are besides providing tools for publishers beyond ad monetization that helps us create a true fiscal media party and not good a upright ad network.
A year from now, what milestones would you like Investing Channel to have accomplished?
The bible for us is double…double staff, gross, infrastructure, advertisers, publishers, products, etc .
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