7. What we do
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Over a thousand members
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39. the most dynamic and
revolutionary changes
of any era in the
history of advertising
40. "Marketers large and small
have come to accept digital
media as the fulcrum of any
marketing strategyâ
Randall Rothenburg, IAB US, 2007
41. âgrowth continues to be
stimulated by the expansion of
newer online ad platforms, such
as broadband video, rich Internet
applications, mobile, and social
mediaâ
MediaPost, Q3 2007
47. Orbitz: Kaizen in Ad Ops
ď˝ Ad Operations goal
ď˝ Provide the highest levels of quality to our customers
ď˝ Eliminate redundant and wasteful activities
ď˝ 3 Principles of Kaizen âoperational excellence
through:
ď˝ Process and results (not results-only)
ď˝ Systemic thinking (i.e. big picture, not solely narrow view)
ď˝ Non-judgmental, non-blaming (blaming is wasteful)
ď˝ PCDA âPlan, Do, Check & Act
ď˝ FOCUS on quality âstrive for 100% (99.9% is not
adequate)
49. Orbitz: Kaizen in Ad Ops
ď˝ How to achieve this
ď˝ Operations teams achieve high quality through continuous
improvement, learning, modifying process and adapting to change.
ď˝ The Japanese refer to this as Kaizen, which means, âchange for the
betterâ or âimprovementâ. The English translation is continual
improvementâ
ď˝ Results at Orbitz
ď˝ Since debuting this concept in 2005 organization has eliminated waste,
cross-trained teams and balanced the workload
ď˝ Scalable framework for managing and measuring excellence
ď˝ Eliminated redundant activities and automated many processes
ď˝ Better balance of responsibilities for the department
ď˝ Strong team mentality
50. Microsoft: The Staffing Challenge
ď˝ How to get more from their ad ops team?
ď˝ High churn levels at lower Ad Operations positions
ď˝ Ad Operations people tend to not have a career path
ď˝ The âMillennialâ problemâŚ
51. Microsoft: The Staffing Challenge
ď˝ Invest in People
ď˝ Outline career paths
ď˝ Management path or Professional path
ď˝ Functional Leader or broad Business Leader
ď˝ Extend Job Responsibilities Quickly
ď˝ Share Reality with employees
ď˝ Measure Performance; Reward Success
ď˝ Measure results
ď˝ Hold managers accountable
52. Microsoft: The Staffing Challenge
ď˝ Results
ď˝ Team Leaders and Team Members have well defined goals
ď˝ Team Members know their importance to the company
ď˝ Department can scale efficiently
ď˝ Manager accountability
ď˝ Reduced churn in the department
53. Martha Stewart: Ad Ops as Revenue Center
ď˝ Major offline U.S. Media Brand
ď˝ Needed to drive online revenue
ď˝ Needed to shift from a âtraffickingâ structure to a
revenue center structure
54. Martha Stewart: Ad Ops as Revenue Center
ď˝ Hired Matthew Gay, VP Media
Advertising Operations
ď˝ Not originally in Ad Operations, but
finance and process expert
ď˝ Metrics of department success all
around revenue
ď˝ Hired the right people for the right
jobs but not necessarily from ad
operations
ď˝ Implemented process changes
throughout organization
ď˝ Implement Yield Management
tools
55. Martha Stewart: Ad Ops as Revenue Center
ď˝ Results
ď˝ Ad Operations seen as the provider of logical and rational
information for the organization.
ď˝ Ad Operations seen as Revenue Center not a data center
ď˝ Inventory review & management reporting
ď˝ Focus on yield & monetization within ad operations
57. Washington Post: Ad Product Innovators
ď˝ Growing Revenue by being Innovative
ď˝ Standard units are commoditized...non-differentiated
ď˝ Networks have lowered the bar on pricing
ď˝ Can help a non-differentiated site stand out in the
crowd
ď˝ Clients/Agencies are looking for things that have
never been done
60. Washington Post: Ad Product Innovators
ď˝ Developed culture of innovation
ď˝ Created team solely focused on developing
innovative ad products.
ď˝ Team works with all internal departments and with
clients to bring ideas to fruition fast.
ď˝ Departments meet together to share new ideas.
ď˝ Ad Operations seen as an enabler of revenue.
61. Yahoo!: Ad ops, Top Down
ď˝ Top tier clients demand
top tier service
ď˝ Ad Operations is about
business process, not
trafficking
ď˝ Wenda Millard in the US
and Fru Hazlitt in
Europe
VP
Sales
Agency
Sales
Direct
Sales
Client
Svcs
VP Ad
Ops
Traffic Yield Tech
62. Yahoo!: Ad Ops Top Down
ď˝ Raise the game of operations
ď˝ Create VP of ad ops
ď˝ Getting a handle on inventory/pricing/yield critical
ď˝ Big investment in both people and tech to get there
ď˝ In house technology and creative teams
ď˝ Rational economic decisions trump irrational emotional ones
ď˝ Sales & Operations in partnership
ď˝ Align corporate priorities and sales incentivesâŚwith Ops
providing the insight
63. What do these all have in common
ď˝ Executive level cheerleader who support ad operations
ď˝ Ad Operations has been challenges and/or allowed to
step up
ď˝ These companies view the organization more as business
ops than simply âad opsâ and certainly âtraffickingâ
ď˝ Understand that ad operations is about more than just
managing ads and campaigns its about growing the
business
ď˝ Have created a role for a senior ad operations leader
within their org
65. 2010 Challenges
ď˝ New technologies and pressure to monetize them
ď˝ Video & mobile
ď˝ Economic climate drawing C-level attention to Ad Ops. Need
to communicate challenges and justifications, better reporting
ď˝ Pressure on revenue leading to increased demand for ad
network deals. More sales âcustom adsâ and pressure for ârule
bendingâ
ď˝ Desire for increased targeting
ď˝ Reduction or freezing of staff levels
69. Ad Ops, the early days
Head of Sales
Trafficking
Ad
Technology
70.
71. Are you an ad ops leader?
ď˝ Where are you in the evolution of ad ops?
ď˝ What will your plan be to get ops to the bridge?
ď˝ Is ad ops a business partner or an order taker?
ď˝ Is 90% good enough?
ď˝ Whatâs your plan for implementing Kaizen in your
operations?
ď˝ How do you find and keep the BEST talent in ad ops?
ď˝ If you are, what more can you be doing to
ď˝ Grow as a revenue center
ď˝ Create career paths
This is googleâs entire computing center in 1999 the year admonsters held its first publisher forum in sea island geor
1792 megabytes of memory
366 gigabytes of disk storage
2933 megahertz in 10 CPUs
gia
A Google data center in oregon⌠the time they are a changingâŚ
Stats
63,272 Machines126,544 Processors253,088 GHz Proccessing ability126,544 GB Memory5,062 TB Hard Drive Space
------------------
The economy
Managing networks & optimizers
Finding & retaining talent
Innovating in ad operations
Video and mobile finally becoming real
In 2009 AdMonsters held 66 events throughout the US and Europe and introduced two new types of programs. More than 850 member from ad operations teams around the world joined have joined us at our events so far this year.
Anyhow, enough about usâŚletâs get into what makes a great ad ops team in 2009 and beyondâŚ
I thought weâd start the discussion today with a look at how some of the very best ad operations teams work, how they are structured, and what key roles and responsibilities they play. Then weâll rewind back to the early days of online advertisng and take a look at how far things have come for ad ops since then. As we move back and forth through the past dozen years or so, as yourself what year your ad operations team is in? Are you doing what the very best companies are doing? If not, what might a roadmap look like to get you there or at least partway thereâŚ
Okay, so these slides are a bit of a âNirvana.â and very few companies have all of the following in place. However, the very best ad operations teams have grown into critical areas of the business, true partners in not only executing completed sales but also in developing strategy and optimizing revenue. Hereâs some of the ways theyâve done that.
This snapshot may not apply to your company and, in fact may seem completely unrealistic but weâve seen the true market leaders develop most if not all of these areas for their ad operations teamsâŚ
By their very nature, ad operations teams have since the very beginning had to be innovators. Before the first web ad ever went up, sales people had been selling ads on tv, radio, print, and other media. Agencies had been planning ad campaigns. But never before had their been an online advertising operations roleâit was brand new and had to be created from whole cloth. Often, team came up with their own solutions independent of one another, sometimes in partnership with technology vendors, sometimes on their own, using scripts, visual basic in excel, and other creative and innovative methods. This spirit of innovation permeates the very best ad ops teams to this day. As new challenges around mobile, creative, or video crop up, these teams face them head on and come up with solutions that work. Then, at events like AdMonsters, share and collaborate on the best solutions and drive the industry forward.
At its most simple, ad operations is all about making sure you make money from your online ad inventory. Itâs up to them to make sure the campaigns deliver, that pages and users are monetized, and that sales deals are successfully executed so clients come back and spend more money with the media owner.
At the very best organizations, inventory management, yield management, pricing, are all critical parts of operations. They serve as rational economic counterpoint to the sometimes overzealous and emotional sales teamsâespecially near the end of a quarterâŚan important check and balance to keep the money rolling in. They can report on incredibly fine levels of detail but at the same time can roll that data up and clearly communicate risks and rewards of any potential sales deal.
This is a snapshot of where the most foreward thinking ad ops team are today. To see how we got here, letâs go back in time and look at how ad ops has changed. If you found yourself snickering over the last couple slides or thinking âI wishâ to yourself, think as we go through this history of where you are and what you need to do to start to bring your ad ops teams forward. Are you a circa 2001 shop? Are you a 2005 shop? Letâs start with the early days of ad operationsâŚ
Some publishers though havenât come alongâŚmake sure the flow makes sense hereâŚsomehow it doesnâtâŚprobably say that betterâŚ.
During this period of huge increase in online ad spend, it was very hard for operations to get out from under the ever increasing volume of orders. While playing catch up, itâs hard to optimize for growth and scale. Instead, they are left constantly chasing a moving goal post.
Early ads were fairly simple
Static or animated gifs, occasionally some flash
Often the technology dictated the workflow and process as people made do with what was availableâŚbeing creative and inventing solutions on the fly. I often hear from people, still, that the most important tool for Ad Ops is Excel. Yuck. Why is this still the case? Having ad ops teams that are senior enough to make and execute buying decisions plays a part of it. If sales is managing ad ops, they wonât care HOW the work is getting done as long as it is getting done. When managing growth, this is a HUGE scalaibility issue. Ask yourself is your company putting enough pressure on your vendorsâdo you treat them like employees? Do you ever fire them? Why not?
The standard banner was THE ad unit to use. While itâs emergence as the first âcreative standardâ was great and helped bring some consistency to ad buys, it left a lot to be desired. However, it didnât require a whole lot of technical skill to build or deliver.
A big one and one that we still see a lot today, especially in smaller markets or in companies that havenât invested heavily in operational excellence. Ops is seen as the âstep childâ of sales. The âdata entryâ team for sales. The campaigns are thrown to âthe ops guysâ once a deal is sold and, unless anything goes wrong, in which case itâs the ops teamâs fault, itâs pretty much forgotten about. Ops canât really act as a valid sounding board or check/balance for the sales team. The people in the ops team arenât really senior enough to make buying decisions participate with trade organizations and standard setting bodies, there is no real pricing or yield potential. Ops hasnât emerged as a true partner to salesâŚ
Ad ops had a reputation, probably justified, of being a âdr noâ ⌠this didnât do much to help relations between sales and ops and created an âus v. themâ mentality that wasnât productive for anyone.
Ad ops were seen as (and often treated as) order takers and processors, data entry teams, and were expected to simply execute whatever the sales team sold
For those whoâs job it was to take and process orders, the work wasnât the most exciting. Ad ops would get some experience and often move on to other areas of the company or leave all together. They werenât really involved in decision making at all.
Career path was unclear. What was the potential for an ops person if they didnât want to go into sales? They could leave the team entirely and often did. Or even the company.
But of course when something was broken, it was the ops team whoâd be called on to fix it.
Ad ops kept the engines going during a period of unprecedented growth, proving the backbone and the infrastructure for what was an entirely new medium. But at this rate it wasnât really possible to continue without some changes. They had to get out of the boiler room and up to the bridge.
During this period of huge increase in online ad spend, it was very hard for operations to get out from under the ever increasing volume of orders. While playing catch up, itâs hard to optimize for growth and scale. Instead, they are left constantly chasing a moving goal post.
Guys that looked like this at the so-called â.comsâ of the time were talking to guys that looked like this either at fledgling digital agencies or at the bottom of the hill at big agencies. Then these same guys tried to get meetings with guys like this who had access to money like this.. To get access to the big brand money, it was going to require a change.
During this period of huge increase in online ad spend, it was very hard for operations to get out from under the ever increasing volume of orders. While playing catch up, itâs hard to optimize for growth and scale. Instead, they are left constantly chasing a moving goal post.
Adops a shambles, sales has matured, where does that lead ad ops? Senior executives at the time at some leading companies realized that it was not only a good idea to turn the focus on ad operations but was crticial to their successâŚThese changes laid the ground work for what has become the ideal for ad ops teamsâŚPhases of ad ops: Phase I: Rise of the Ad Ops Manager [best-trafficker/most-senior]; Phase II: Managing Growth/Scale [process; efficiencies]; Phase III Managing the Margin [GEC/CreditCrunch] protect the margin; Phase IV: Managing the Business [biz partner w/ sales etc. ad ops as revenue; larger remit]
From vicious cycle to virtuous circle
99.9% examplesâŚ
450 planes would have an issue per year from Heathrow
If McDonald's was 99.9% clean then they would serve 8 bad hamburgers EVERY MINUTE!
90% acceptable threshold on âunderdeliveryâ/discrepancy
This is largely down to human error (tagging, scheduling, creative, etc. NOT technical)
Online advertisingâŚ.90%...nearly 3 BlnâŚ.
95% nearly 1.5 BlnâŚ
99% 300MâŚ.
99.9% nearly 30M
Transition from âsimplyâ managing growth,/reacting to growth to managing ad operations as a business is tough...we need to look to other industries to scale and growâŚin this example âkaizenâ toyota motor company
PROCESS and resultsâŚnot just results
MEASURING success
Those born between 1980 & 1990
The goals were to: breed leaders within the team; reduce churn amongst ad operations; create a career path; create some institutional knowledge in the department
Offline: broadcast & print
Duplicate and extend success to online
Needed to grow online revenues
Ad operations was in the â1.0â model: order takers, cost center, not revenue center, wasnât able to grow the business. Had to look outside the ad ops world and think bigger than âpromoting my best traffickerâ to manage the team. Finance and process expert.
1) Ad ops will be seen and will BE a revenue, not a cost center
2) Had to find an external business leader with a sold understanding of process; not just best trafficker
3) Metrics for success are all around revenue; implemented YM tools to get visitiblity eCPM, inventory, prod dev
4) The ad ops role is promoted to a true PARTNER of sales
Restructured the team to reflect the changes and streamline ad operations as a revenue center
Furthering the concept of ad ops as rev center, ad operations can also lead innovation around advertising
Pro active
Standard ad units while scalable are non-differentiated and becoming comoditized; how do they stand out from the competition, offer clients new ad products
make WPNI seen as innovative
Editorial content didnât really work for standard IAB ad units
The creative is integrated into the actual experience
Record a camtastia screen grab (animated) to show
Phase IV
Career path was unclear. What was the potential for an ops person if they didnât want to go into sales? They could leave the team entirely and often did. Or even the company.