Online TV Gets More Engaging With Interactive Features

As viewers turn to online venues for TV watching, networks are looking for ways to capitalize on that engagement while simultaneously staying up-to-date with what users expect in an online world.

The web is an interactive medium, with people constantly telling each other what to look at, what they’re doing and what to do; in turn, television networks are discovering that there are many ways they can turn that tendency to their advantage.

NBC unveiled an online video viewer that inserts other content related to the video being shown. Their new design allows users to take quizzes, view deleted scenes, and read blogs that talk about what’s happening on their favorite shows.

On ABC, viewers are mostly looking at the full-screen video, but they also have access to interactive comments and can share the episode on Facebook.

ABC is trying to keep up with the interactive needs of its users by making commentary from producers and actors available with their episodes, along with comments and ways to send the episodes to their friends, netting more page views and more click-throughs.

Indeed, that may be the whole point of more interactive features: online advertisers look at the time spent on a site as a gauge for how much the ad revenue is worth. With interactive features, networks can raise that number – and potentially their ad costs.

DVR Threatens Daytime Viewing Loyalty

The Syndicated Network Television Association (SNTA) has been telling advertisers for a long time about how day-and-date syndicated programs retain more viewers because people still watch television in traditional ways as scheduled without skipping over the commercials.

But, like so much else in TV, this, too, is changing.

More households are purchasing DVRs. A study of 800 daytime television viewers age 18 to 54 was conducted by New York-based Frank N. Magid Associates. Twenty-five percent to 50 percent of viewers of any particular daytime show are now shifting into digital video recorders (DVRs).

Over one-third of those surveyed had DVRs, while one in five said they planned to purchase one. The survey included 25 daytime shows: all of the network soap operas, seven court shows and eight talk shows.

The number of DVRs in homes is growing according to SNTA. Nielsen reports that 23 percent of homes have a DVR. The numbers are higher among adults 18 to 49 at 29 percent. Media buying agency Koeppel Direct projects that by 2010 approximately one-third of all households will have a DVR.

Why are DVRs such a threat? People use their DVRs to record shows they like that they can then view at any time of the day or night. Many watch nighttime shows on their DVRs during the day. This eats away at a program loyalty and becomes a daily habit.

Bridging the Media Fragmentation Gap: What's on the Horizon? (Part 2 of 2)

Media fragmentation refers to a range of media options that has more options and content sources than ever before.

Today’s fragmented media playing field is a result of, among other forces, an ever-increasing amount of choices and devices that deliver media to each of us. This presents a “good news/bad news” scenario.

A recent ADOTAS discusses blogs, ad networks and all sorts of solutions. One solution, SRDS, has been used within the ad industry in recent years. It has been recently updated and is now equipped with an improved function and online tools allowing media buyers to navigate the fragmented media environment more effectively.

Media buying and planning solutions. Many seasoned (and newcomer) companies are also offering media buying and planning solutions. They include media research tools and other valuable resources to fit various advertising channels – online, print, events, outdoor, mobile and more.

These solutions include the ability to provide advance planning, knowledge, management and communication features like SRFI and RFP functions for contacting publishers directly.

Media fragmentation will continue to challenge the advertising industry, but new technologically advanced tools along with the increasing number of organizations providing innovative solutions are making great strides toward bridging the gap.

Direct Marketing Success Story Pt. 6

JDS: What are your thoughts about having and/or dealing with business partners? Some businesses partnerships seem to thrive, while it destroys others.

Peter: In the previous ad agency I worked with I was one of four partners. We each had our own area of expertise, so each partner provided unique talents to the company. We all started off as friends, but I found that over the nine years we worked together we started to grow apart and egos got in the way of working effectively together. I think you need to choose your partners carefully and make sure you feel you can work with those partners through both the good and bad times and that you have similar philosophies about how you plan to manage and grow your business. A partnership is like a marriage, so you need to be prepared to live with your partners over an extended period of time.

JDS: What's the best advice you've received?

Peter: My wife told me it was a great idea for me to start my own business and go out on my own. At the time I started my business I had a fair amount of anxiety and fortunately she had the confidence in me to know I had what it takes to make my business a success.
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JDS: What most impresses you about a person?

Peter: I admire people that are self-starters and who work hard to achieve their goals. We've had several people in our company who started out as receptionists and worked their way up into important positions within Koeppel Direct. My COO started working with me as a college intern and eventually worked her way up to a top position in my company. I'm also impressed with entrepreneurs who have a great idea and are able to do whatever it takes to bring that idea to market. Often this type of person has the ability to bounce back from rejection and has the ability to maintain their drive and desire to succeed through some trying periods.

JDS: If you had it to do all over again, would you do anything differently?

Peter: I probably would have started our online division sooner than I did, looking at the tremendous growth in online advertising over the last five years. I also would have invested in an advanced, direct response media buying and tracking system sooner than I did. The system we have today gives Koeppel Direct some definite competitive advantages.

JDS: Who inspires you now?

Peter: I think that Donald Trump and Donny Deutsch are two successful entrepreneurs that have some good advice for people looking to start or grow their own business. I'm also think that Steve Jobs is a marketing genius and the guys that started Google seem to have a real vision and the resources for growing their business over the long term.

JDS: Do you have any pointers or words of wisdom to give Entrepreneurs and small businesses that want to follow in your footsteps?

Peter: Get involved in a business that you enjoy, since it will consume a big part of your life. Also, surround yourself with smart people that you like to work with and understand their strengths and help nurture those strengths.

JDS: I would like to thank Peter for taking the time to share his insights and story with all of us.

Direct Marketing Success Story Pt. 5

JDS: How has today's technology helped you?

Peter: It helps us tremendously. We try to hire the best people no matter where they live. So this requires us to communicate with these employees through online and other technologies that weren't around when I started my business. For example, technology allows us to rapidly communicate ideas, strategies, results, etc. both internally and with our clients, which results in us running our business and our clients' direct response media campaigns more efficiently. New technologies have also enabled us to create a proprietary media-targeting platform that allows us to track, analyze and optimize results in real time, which gives us a leg up on our competitors.

JDS: How have things changed in marketing since you started, and how has it stayed the same? What do you think the future holds for marketing your company?

Peter: There's been a definite shift from offline marketing to online marketing over the last five years. I see the online portion of our marketing efforts continuing to grow. The media industry is undergoing profound changes. There's been a dramatic shift in the way marketers are advertising their products and services over the last 10 years. When I first got into the direct response advertising business it was generally thought to be a medium where people would sell slicers and dicers on late night TV. Today, marketers have seen the way that advertising can be measured on the Internet and now they are looking for this same type of measurement in their offline media, such as TV, radio and print.

In addition, the average tenure of a CMO is now only 23 months and they are under increasing pressure to deliver a ROI from their marketing efforts. So marketers are now looking for the type of measurable advertising programs we can offer through direct response marketing. Koeppel Direct's positioning in the marketplace has also evolved over time. We started off as a direct response television media buying agency. Now we've branched into offering our clients multi-channel direct response media buying, including TV, online, radio, mobile and print, in order to efficiently reach consumers through a wide range of media options available to them in today's more fragmented media environment.

JDS: What are your future goals for your company?

Peter: I feel that we are well positioned to capitalize on the trend of clients demanding more of a return on investment from their marketing expenditures, which should translate into continued growth for Koeppel Direct. However, there will always be new challenges that we will face, such as TiVo's affect on consumers viewing of commercials, Google's impact on the media business and consumers gaining more control over the media they consume. So we are constantly assessing theses challenges and adapting our business strategies to address these types of changes in the marketplace.

JDS: How educated do you think you have to be to start and build a business? Do you think you need a college education to be successful? Or do you think any average person can start and build a business in today's world, if they work hard and are persistent?

Peter: I don't think you necessarily need a college education to be a successful entrepreneur. There are many examples of successful entrepreneurs who didn't attend college or dropped out of college to start their company. Both Bill Gates and Mark Zuckerberg, who started Facebook, dropped out of Harvard and Steve Jobs dropped out of Reed College. And all three of them are billionaires today. I went back to school to get an MBA because I didn't have a formal business background and I thought it would provide me with the basic business knowledge needed to effectively run a business. I also thought it would allow me to be considered for certain jobs that require that type of degree. A good business education can be helpful, but many people have built great companies without a college degree.

Direct Marketing Success Story Pt. 3

JDS: How did you get into the "business you're in now"? How did the "Big Idea" come to you?

Peter: I feel that my background working for a diverse range of companies in various marketing positions, including large Fortune 500 companies, a large ad agency, a start up ad agency, combined with my Wharton MBA in marketing, provided me with a strong background for starting and growing my business, Koeppel Direct. When starting my business it wasn't really a big idea that came to me, but more that I liked how direct response advertising allowed companies to measure the ROI from their marketing investments. It was more of a niche area of advertising at the time I started, but I saw firsthand the potential for companies to transform their business utilizing direct response, when I started working on the Hair Club business. Over the course of five years, we were able to help take their business from near bankruptcy, to a high level of profitability. This allowed the owner to sell his business for a high multiple of earnings, and the amount he received for the company greatly exceeded what he had been offered for the company when we first started working with them.

JDS: Did you layout a detailed business plan for it, or was it more a napkin-sized outline?

Peter: I didn't really have a detailed business plan when I started. I liked the direct response business and I saw the potential for growth. I liked the fact that if the client did well you could also do well, so you were really looking out for the client's best interest. In contrast, I had seen brand-advertising agencies spend huge amounts of a client's money, but they couldn't provide their clients with a way to accurately measure the impact of their advertising campaign on sales.

JDS: How did you finance your start up? i.e. Savings, Family, Mortgage, Bank/SBA Loan?

Peter: Fortunately, in the direct response TV business clients pay for their media time in advance, since at the time they tended to be higher risk, start up type businesses. I was able to use the float on the prepayments and the media commissions earned, to initially fund the company. I also put some of my own money into the company and I didn't take a salary for six months, so I could cover the payroll.

JDS: Did you have a detailed spending plan in place for the money you started with? If so, in ballpark percentage terms, how was the money spent; (product/inventory, marketing, employees, tools/equipment, location of operation.) Or was it more, I have this much money to start and I'm going to wing it the best I can?

Peter: I didn't have a detailed spending plan. My strategy was to improve the ROI for the client's I had, which would enable them to increase their advertising spending. I realized early on that the more money they made from their direct response media campaigns, the more money Koeppel Direct would make on media placement. Many of the successful infomercial marketers at the time were hard-core entrepreneurs that were highly demanding and still are today. We always kept in mind that we were spending their money, not a big corporation's money, so it was very important for us to be able to account for every dollar spent and demonstrate how that spending translated into profits for the client. Right from the beginning, I decided we would differentiate ourselves by offering better service, advanced analytics and superior performance, because I knew that was what successful entrepreneurs demanded from their media buying firm.

JDS: As your business progressed, was your growth self-financed through its own success? Or, did you need to raise outside money to grow? If you needed outside capital, how did you get it?

Peter: Our growth has been primarily self-financed. Later in our development, we established a line of credit with our bank, but we rarely have used that line of credit to fund growth.

Direct Marketing Success Story Pt. 1

Starting from scratch, Peter Koeppel has grown Koeppel Direct into one of the leading direct response media-buying firms in the U.S. Peter is a Wharton MBA, with over 25 years of marketing and advertising experience. Koeppel has helped Fortune 1000 businesses; small businesses and entrepreneurs develop direct marketing and infomercial campaigns to increase profits. Here is part one of an interview of Peter Koeppel by John D. Schulte.

JDS: What was your life like when you were a kid? Were your parent's business owners, or show other entrepreneurial traits?

Peter: My father was an entrepreneur. He owned a car dealership. It was a family business. I worked there growing up doing everything from answering the phones, to moving cars, to helping out in the service department. My parents believed in a good education, so they moved to an area with a good school system in New York. Many accomplished entrepreneurs lived in the area, so I was exposed to a wide range of hard working business people that had achieved financial success by starting their own business.

JDS: Did you have any business people you looked up to, or wanted to be like?

Peter: I was greatly influenced by my uncle, who was an extremely successful entrepreneur. He was a son of an immigrant, who started with nothing and built a banking, real estate and hotel empire. Starting as young boy and through the time I was in college, I worked at his hotel during the summer in various positions, such as a caddy, being in charge of the golf carts and working as a front desk clerk. This experience gave me insight into how a successful business was run and it also gave me the opportunity to see how my uncle conducted business. My uncle was a very hard nosed and intimidating businessman, but he had a soft spot for kids and enjoyed helping them with their careers and other life issues. So he was definitely a mentor to me during my formative years.

One lesson my uncle taught me still stands out in my mind today. My cousin and I were running the driving range at his hotel one summer. While we were picking up golf balls on the range, we left the cash register (it was actually a cigar box) unattended. Later on that day, our boss came by and asked us for the proceeds from the register and then we noticed that the money was missing. He informed us that we were in big trouble and that we needed to tell my uncle about this. My cousin and I were quite nervous about telling my uncle about the loss. We decided that I would be the one to tell him. After he listened to my story, he let us know that my boss had taken the money when we weren't looking to teach us a lesson about keeping track of the company's money. It's a lesson I never forgot.

JDS: What made you want to start your own business?

Peter: I helped build a general ad agency business over nine years with three other partners prior to forming Koeppel Direct. I started working with a few of the franchisees for direct response television marketer, Hair Club for Men, towards the end of my time at that agency. I really liked the accountability of direct response advertising, but the other partners at the agency were more brand advertising oriented and were more interested in winning awards than generating results. They, like many other general ad agency people, looked down on direct response advertising and considered it more selling than advertising. At that point, I felt it would be best if I parted ways with that agency and I decided to start up a direct response media buying business, where I could focus on working for clients interested in measuring and tracking the ROI from their advertising campaign.

It was scary breaking off on my own at a time when I had two young children and my wife wasn't working. My wife was supportive of my endeavor and believed that if I worked hard I could make it a success. It turned out to be a good move. Based on strong results, I was able to secure the media buying for most of the Hair Club franchisees within a year of starting Koeppel Direct. The franchisees then introduced me to the parent company, which was struggling, and they tested my company against their current agency, a big direct response media-buying firm in New York. We were able to reduce their cost per sale by 75% and eventually won their entire business.