The Russ effect: Russell Westbrook and NBA stars have turned into fashion icons

When Russell Westbrook stepped into Chesapeake Energy Arena, home of the Oklahoma City Thunder, in May of 2016, photographers were waiting to capture his latest ensemble. The NBA player was wearing a cropped light-wash jean jacket, white jeans, white sneakers, shades and a scoop-neck tank top. By that point, the Russell Westbrook effect on fashion was in full swing, and photos of the outfit lit up Twitter. The NBA tweeted about it, proclaiming that Westbrook had arrived “in the way only Russ can.”

That influence was felt online. His jean jacket — a $1,595 version made by acclaimed streetwear brand Fear of God — sold out shortly after. At large, Westbrook’s influence on fashion has extended into brand deals, collaborations, a signature pair of Jordans (naturally) and even his own fashion line, Honor the Gift, which hit stores in the fall of 2017. He’s worked with brands like Tumi and retailers like Barneys to design lines.

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Richemont’s China opportunity

Richemont executive Johann Rupert calls it “the great China opportunity.”

For the first time, the French conglomerate is exploring e-commerce capabilities in the region. Today, the luxury-company-finally-embraces-the-internet story is a tale as old as, well, the internet. But the old guard is gruelingly slow to wake up to the potential of digital sales, and in China, a perfect storm of opportunity has kicked Richemont’s higher-ups into high gear.

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Turner creates London ad division for international properties

Turner International, whose brands outside the U.S. include CNN International, Bleacher Report and Great Big Story, has spent the last year developing its internal tech so that advertisers can target audience segments spanning all its news, sports and children’s digital properties, across 200 countries.

Turner has set up a new digital ad sales unit called T1 in London to run the new offering. For now, T1 will be run by a handful of dedicated employees, who will draw on resources across the business. More staffers will be hired to create a team of 20 people dedicated to T1 by the end of this year. The team will comprise sales, consultancy and operations experts, and while most of them will be based in London, some appointments may be at other international Turner offices. A new commercial director will be appointed to run the division in the coming weeks, according to the publisher. No changes will occur to existing local and regional ad sales teams, according to Turner.

Previously, advertisers could book campaigns separately across each brand and locally by market. Now, should an advertiser wish to target sports fans, for example, it can do so easily across all Turner International sports brands, including CNN Sport, Bleacher Report, Eleague, Esporte Interativo and Copa90, which Turner partly owns. Likewise, advertisers can tap audiences across Turner’s kids portfolio, which includes Cartoon Network and Boomerang, along with CNN International, TNT, TBS and Great Big Story.

The launch of T1 is timely, just months away from when Turner’s newly acquired UEFA Champions League and Europa League rights begin — something agencies are anticipating. “The more rights someone owns, the greater their ability to leverage multiple properties for the benefit of advertisers,” said Misha Sher, vp of sport and entertainment for MediaCom Worldwide. “They can now go to market with a compelling proposition around sport or millennials that sits across multiple properties that they own. That’s appealing for both the media owner and the advertiser.”

Naturally, giving access to audiences spanning all its titles is a major scale play for the media owner. Across all its owned and operated digital international properties, Turner collectively has 200 million monthly unique users, which includes its reach on Copa90, according to the company. But to compete with the scale and acute audience targeting that major tech platforms like Facebook offer, Turner must also compete on data targeting. All campaigns run via the T1 division will offer the kind of targeting CNN International Commercial offers, including segment building, demographic and content-vertical targeting. The only genre that won’t be available for targeting is the children’s titles, for regulatory reasons. Advertisers can also access the Audience Insights Measurement packages developed by CNN International Commercial, which offer deep campaign reporting such as  beyond click-through rates. This includes monitoring what sites people have been on before arriving on CNN, what articles they have clicked on from social platforms before coming to CNN, and which articles match client data such as search terms individuals have used to arrive on a particular brand client’s site.

Quality publishers have actively touted their brand-safety credentials since the YouTube scandal last year brought the issue, which has long dogged user-generated content platforms, into the mainstream. With Turner’s business rooted in TV, it’s pushing brand safety — long a hygiene factor in TV advertising — hard in pitches.

“Many clients are now reappraising the impact of chasing scale in an underregulated digital environment,” said Rani Raad, president of CNN International Commercial. “Many are rightly concerned about the environment their messages are seen in and how their brands are being associated with devaluing content. We are providing a scaled-up offering built on some of the world’s most trusted and responsible media brands.”

For agencies, any media owner that offers a compelling content proposition and a brand-safe environment has an advantage, Sher said.

The T1 team is also working on unifying the ad tech stack so that advertisers can easily view, access and execute their own global, regional and local ad campaigns across the different Turner properties. Turner had already opened up the ability to execute programmatic campaigns across all its properties, though the focus for T1 will be to sell branded content and other direct deals across mobile, video, display and native formats.

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How Citizens Bank is reaching millennials

Citizens Bank is selling millennials a comfortable, enjoyable life of travel, adventure and everything short of avocado toast in an effort to grow its student loan refinancing business.

In order for the Providence, Rhode Island bank to reach millennials, it needs ads that speak to what they want: balance across their personal, professional and financial lives, according to Lori Dillon, Citizens’ director of brand, advertising and consumer strategy.

“We highlight the savings they can get on their monthly payments and what they can do with it,” like traveling and other experiences, Dillon said. Similarly, SoFi ran a “Relax and Refi” campaign last fall that focused on addressing borrowers’ anxiety over paying off loans.

Citizens’ approach is to target its major markets like Boston, Philadelphia and Pittsburgh, with television, direct mail and digital ads, with the objective to build a following based on brand trust. Ads feature employees to convey Citizens’ community approach and the ability to talk to someone, a feature Dillon said millennials want.

Read the full story on tearsheet.co

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Dugout eyes livestreaming rights after News Corp deal

As it looks toward Southeast Asia for its next growth spurt, football media startup Dugout will use the reach and influence of News Corp in the region to push into broadcasting match highlights and live games.

Dugout.com has acquired the media conglomerate’s BallBall business, which launched in 2013 to show exclusive European football content in Japan, Indonesia and Vietnam. In return, News Corp took an undisclosed stake in the startup, viewing it as a chance to push commercial revenues from the sport away from rights ownership. Both media owners plan to wean BallBall off a sports model tied to a ballooning rights market, positioning the former News Corp startup as a place where other rights owners can distribute near-live highlights or livestream games alongside the more lifestyle- and entertainment-oriented content from Dugout.

Since the deal was announced this week, “people have already asked whether they can put highlights and other behind-the-scenes content” on BallBall in order to reach Dugout’s audience, said Simon Greenberg, News Corp’s global head of rights and future Dugout SE Asia board member. Other executives are asking whether BallBall could eventually become a livestreaming platform, Greenberg added, meaning “we would utilize their rights rather than buy them ourselves, turning us [the platform] into a conduit of their livestreaming.”

For a sports media owner like Dugout trying to crack a market like Southeast Asia, Greenberg said entering as a conduit for other media owners’ content would be less risky than running as a “rights-reliant business” as BallBall did previously. Asia is becoming one of the early growth markets for livestreaming, as media owners, technology platforms and advertisers attempt to cash in on the huge appetite for it in markets such as China and India. Facebook, for example, tried to enter the region last year with a £430 million ($600 million) bid to stream Indian cricket, only to get blown out the water by a £1.9 billion ($2.6 billion) offer from 21st Century Fox.

“No one else will aggregate as much quality [football] content as us,” said Greenberg. “When you have a board meeting and 10 of the top teams in Europe are around the table, all striving to create huge reach and engagement that will drive revenue and data, it’s an important play.”

Dugout is building agency-like services that could cut out both media and agencies. There’s more money to be made for Dugout when there are no marketing services businesses to pay and it owns the relationship with its audience. The challenge is how Dugout quantifies the scale of its audiences, which the business reports at over 67 million unique users. Large media owners are starting to better segment their users but are still selling impressions of display ads. Dugout, however, wants to sell bespoke content plans.

As seen in Europe, programmatic ads, driven from Dugout’s own ad tech stack, will chase low-hanging-fruit budgets in markets like Thailand, Australia and Malaysia, freeing its commercial executives to broker larger branded-content deals. Having sold in some of those markets since 2013, BallBall’s team expects branded-content revenue to grow faster than programmatic, said Greenberg, who explained that demand for those types of partnerships is gathering steam. The new division would work with commercial partners to either repackage existing content on the platform, or work with the players and clubs to create bespoke content that could be as short as a 30-second post from a player or as long as an hourlong documentary on a club’s history, said Dugout President Matthew Baxter.

Dugout’s aim in Southeast Asia is to form a sort of union of sports stakeholders, similar to what it’s doing in Europe and the U.S. Broadcasters, clubs, leagues and federations control the content, the revenue generation and ultimately the audience on the platform, with Dugout keen to stress its position as friend to the foe of the technology platforms. Clubs and players are disillusioned with how Facebook has profited from football fans at their expense. For Dugout, that rocky relationship between media owner and social network is a chance to sidle up to sports executives. It goes some way to explaining why seven of the world’s most-followed football clubs according to KPMG are also among the 10 stakeholders of Dugout.

Source: KPMG Football Benchmark study

Clubs like Real Madrid and FC Barcelona are getting smarter about how they use platforms beyond their own to amplify their content, particularly in emerging markets, said Baxter. “We’re positioned as an open platform to deliver quality content and provide good reach for the consumers,” he added. “We’re not diminishing that stance through algorithms.”

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Nike Reshuffles Marketing Leadership Amid Reports of ‘Behavior That Is Inconsistent With Our Values’

An internal memo sent to staff today by Nike chairman, president and CEO Mark Parker announced several major changes to the athletic-wear giant’s marketing department while also mentioning an investigation into unspecified behavior within the organization. In the biggest move, Trevor Edwards, a 25-year veteran of the organization whom many saw as Parker’s potential heir,…

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Rihanna Blasts Snapchat for Approving an Ad Mocking Domestic Violence

Days after social media users called out Snapchat for running an ad making light of a 2009 domestic abuse case involving Rihanna and then-boyfriend Chris Brown, Rihanna took to Instagram Stories to criticize its rival. The ad, a promotion for the mobile video game “Would You Rather,” posted animations of Rihanna and Brown, asking users…

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Video: Inside the Super Secret Batmobiles at Warner Bros.’ SXSW Activation

Warner Bros. subsidiary DC Comics is bringing its comic books to life for its 2018 SXSW activation. The film and TV studio brought several vehicles from two Batman films, as well as last year’s Justice League, allowing festival-goers to get up close and personal with movie history. “They decided, this is SXSW, [so] we’re going…

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‘We should short Facebook’: A Digiday+ Slack town hall with The Media Kitchen’s Barry Lowenthal

Barry Lowenthal, president of The Media Kitchen, joined Digiday+ members for a Slack town hall on March 15 to talk about the challenges facing the agency business. The full conversation is available exclusively to Digiday+ members, but lightly edited excerpts appear below. Click here to join Digiday+.

Here are Lowenthal’s views on:

Media agencies’ biggest challenge
“Making profitable revenue. It’s just getting harder and harder to make money in this biz. Did everyone see the recent article about the hedge funds shorting holding company stocks? Wall Street is betting against us.”

Agencies’ biggest mistakes
“I think competition is compressing fees. But I don’t think agencies have ever connected their contribution to overall market value. In the age of exposure, it was less important because no one was able to connect advertising to sales until it happened. But now, we’re in the age of outcomes, and agencies still can’t connect their contribution to performance.”

Facebook and Google
“I think we should short Facebook. I think they are going to have lots of trouble in the near future. Most people feel worse about themselves after spending time on Facebook, so how is that a good business? … I don’t think clients think they’re in a hostage situation yet. Facebook and Google still work and haven’t raised prices while our addiction increases. Once that starts happening, clients will start to get really worried, but I think that’s still a ways away.”

Clients in-housing media buying
“We’ve had clients take some functions — mainly social buying — in-house, only to give it back to us and decide they want to just keep social listening. … Maybe clients will just pay for strategy and ideas, and take execution in house. I spoke to a client this morning that wanted to hire us to help them develop a strategy to get funding from senior management. It happens more and more, and we’re adjusting our business model to support that kind of work.”

Digital publishing
“I just saw a publishing group that had $100 million in backing, and I was looking at their content, distributed via social, and I couldn’t help wonder, why would anyone care? There is just so much content, the white noise is deafening. I think it’s hard to launch a media brand in today’s marketplace when they’re all fighting over 15 cents.”

comScore
“All I will say about that is you may want to short comScore.”

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Podcast: 4C Insights Stretches Beyond Social

Welcome to AdExchanger Talks, a podcast focused on data-driven marketing. Subscribe here. 4C Insights might be the largest of the small handful of companies certified to buy media across all the social platforms. All the big agency groups, along with many independents, use its technology. Total ad spend through its platform exceeds $1 billion across Facebook, Instagram,Continue reading »

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