Category: Monetization

The Valuation Disconnect in Mobile

Well before the media anointed mobile the Next Big Thing, venture capitalists saw its potential. Consumers have rewarded VCs for their foresight by how quickly they’ve adopted non-voice mobile services over these past couple of years. The result has been a number of high-profile liquidity events this year starting with mobile ad network Millennial Media’s IPO followed by Facebook’s acquisition of Instagram for an eventual price of $736 million and record levels of gaming sector acquisitions led by mobile. With all this positive momentum it’s not surprising that VCs continue to allocate an increasing share of deals and dollars to mobile startups as the overall number of investments has reached its highest levels since the dot-com days.

In contrast to this optimism in the venture community, Wall Street is down right negative towards mobile. Google’s third quarter earnings announcement was met with a 8% drop in share price in part due to the increasing number of search queries being performed on mobile devices which is causing a deceleration in the company’s revenue growth. And while Facebook’s most recent quarterly earnings report resulted in the stock rising 20%, the company’s market capitalization is still only at 60% of its peak value from its first day of trading. This is in largely due to concerns over Facebook’s ability to monetize their growing mobile audience, which now consists of 600 million users, including 126 million of which use Facebook mobile exclusively.

The Typical Relationship

So why the disconnect in how these investors value mobile? It can be partially explained by how each type of investor evaluates investment opportunities to begin with. Venture capitalists, especially early stage ones, typically look to buy private, and thus illiquid, stock in pre-revenue companies with nascent, but potentially market-disruptive, ideas. As such, these investments may take up to 10 years to realize a return for their VCs, if at all. Contrast this with public market investors, such as hedge and mutual funds, which focus on the predictability of earnings and revenue growth relative to a company’s market value and reevaluate their investments in real-time based on news and quarterly earnings reports since liquidity is readily available in these stocks.

So when VCs invest in start-ups, especially consumer-oriented ones that are ad-supported, they are betting not only on a company’s potential to execute on their business plan but also on the formation of a rapidly growing market. Due to this, the focus is usually on customer acquisition and market share growth- not revenues. As a market begins to mature in size and opportunity, monetization solutions are developed, usually by other start-ups, allowing the entire market to benefit from the creation of new revenue streams. Companies that don’t get acquired and can show they have a path to profitability have the opportunity to go public and in the process become industry bellwethers, using their new capital infusion and stock shares as currency to further enhance their market position.

Why Mobile Had Been Different

In the case of mobile, a couple of things happened that has affected the usual relationship between the private and public markets. First, the consumer adoption of mobile has outpaced any other technology in the history of the U.S.- including radio, TV and the internet. As such the native monetization solutions that were developed alongside these other technologies have been slow to scale in mobile because (1) the ad formats currently being used are largely re-purposed ad technologies from the desktop internet, such as banner and rich media ads, which were easy to launch with in an effort to capture mobile revenue early on and (2) advertisers have been slower to allocate advertising budgets to mobile than previous technologies due to this speed of growth- funds that would be used to help spur innovation in ad experiences on mobile devices.

The economic realities of increasing supply of mobile ad inventory coupled with relatively low demand for quality ad experiences thus far has resulted in effective CPMs that are 1/5th the price of desktop internet advertising. This disparity in monetization capabilities between mobile and desktop is forcing public investors to reevaluate consumer tech investments where mobile is becoming impactful enough from a usage perspective to potentially affecting earnings. With Millennial Media, a pure-play mobile ad network, and Pandora Media, whose ad-supported internet radio audience is now 75% mobile, still not profitable as publicly-traded companies, investors will continue to discount the mobile businesses of public consumer technology companies for the foreseeable future.

Without having proven their business models to Wall Street yet, Millennial and Pandora can’t be considered mobile bellwethers, which is needed to preserve the private-to-public valuation relationship. Companies such as AdMob and Instagram might have achieved bellwether status if they hadn’t been acquired before realizing their potential as stand-alone public companies. As such it might be left to existing ad-supported consumer internet tech leaders who are able to make the audience and business transition into mobile to perpetuate the ecosystem. Facebook, which has faced scrutiny over its performance as a public company in part due to mobile, has the momentum in user growth and sheer audience size to accomplish this transformation if they can prove their various mobile ad products can profitably scale. Because of this you could argue that Facebook actually went public too early, instead of too late, if you look at it as a mobile-first company. Probably the best positioned public company though is Google which acquired what is now the most popular mobile operating system in Android, largest mobile ad network in AdMob and is seeing mobile growth in its core search business as well as across YouTube.

Mobile is Really Two Different Experiences

The second part of the answer to the valuation disconnect is in the definition of mobile. When research companies forecast trends and investors talk about opportunities they always speak about mobile as if it were one cohesive distribution channel when in fact it is composed of two distinct experiences- smartphones and tablets. Being able to differentiate between the two is critical because of the activities each device is best suited for based on the physical limitations of each display as well as their monetization opportunities.

Smartphones

While Apple might be credited with ushering in the consumer mobile era with the launch of the iPhone in 2007, it was the launch of the App Store the following year that enabled smartphones to properly leverage their mobility as the physical limitations of mobile phone screens (3 to 5 inches in length) required task-specific applications be built instead of all-encompassing web experiences. Because of this, the most successful app experiences, as Benchmark Capital’s Matt Cohler eloquently describes it, mimic a remote control in that they are easy to use and provide a specific utility to consumers. In turn, advertising on mobile phones need to abide by these same principles in order to be valuable.

Rare Crowd’s Eric Picard described the current mobile ad format problem in a recent article while also presenting a possible solution for smartphones that is interruptive without being intrusive- and can be delivered at scale. For app developers that have large enough user-bases though, creating native experiences, especially ones that can leverage location, will always result in better value for both the advertiser and consumer. Expanding on sponsored ad units that Facebook (via Sponsored Stories) and Twitter (via Promoted Tweets) have popularized in the social activity stream and more recently on mobile, location-based social exploration platform Foursquare launched Promoted Updates for local merchants this past summer and crowd-sourced traffic app Waze launched its own self-service advertising platform earlier this month that focuses on solving users’ location-based needs.

Tablets

Like smartphones, Apple can also be credited with jump-starting the tablet market a mere 3 years ago. The company was prescient in introducing the iPad as a tool for consuming media as users have made watching TV shows, playing games and reading the primary uses for the device. This makes sense when you consider the screen size of tablets (ranging from 7 to 10 inches) allows consumers to replicate the offline experience of reading a magazine or watching television in a more convenient and personal format than traditional computers allow for. Because of this, advertising on mobile tablets can be interruptive like traditional media and less concerned with other vectors such as location since most people are using their tablets at home and as a second screen complement to watching television. That means online video and rich media interstitials, which are higher-valued ad units than traditional banner ads, will work with minimal refactoring compared to smartphone ad experiences. That doesn’t mean there isn’t an opportunity for companies to innovate around the ad experience as start-ups like Kiip are proving by rewarding user engagement and retention within mobile apps with real world rewards.

When It’s All Said and Done

With tablets expected to outsell PCs by next year, focusing efforts on this part of the mobile market might be the most prudent move for consumer tech companies with mobile audiences since the advertising experience most closely resembles the desktop internet from both a format and value perspective. The smartphone advertising market will take longer to scale simply because of the utility-oriented nature of the user experience.

As these advertising solutions sort themselves out though, so should the discrepancy between public and private market investor valuations around ad-supported business models. As start-ups fill these gaps in the consumer mobile space with monetization solutions that prove to be effective, so to will public investors get comfortable with the long-term value mobile users have to offer, which, at the end of the day, will benefit everyone involved in growing the value of the mobile industry.

Not All Users Are Created Equal (For Ad-Supported Consumer Businesses)

Facebook’s first earnings announcement as a publicly-traded company last week was not well-received by investors, as the company’s stock hit new all-time lows after only being able to meet analysts’ already lowered financial expectations.

Most of the discrepancies between Facebook’s growth trajectory and stock performance can be summed up in these two slides from the company’s earnings release:

While directionally these charts look good, going up and to the right, a closer look reveals a growing problem in the relationship between Monthly Active Users (MAUs) and Average Revenue Per User (ARPU). The MAUs chart shows quarter-over-quarter user growth in each of Facebook’s four geographic regions over the past two years. The largest of these regions, Rest of the World, is growing the fastest though (at 9% over last quarter) while US & Canada, which is the smallest region in terms of MAUs, is growing the slowest (at 2%) which is an issue since Facebook is able to monetize US & Canada users over seven times better than Rest of World users on average according to the ARPU chart. Optimizing per user monetization is further exacerbated when you consider that growth is increasingly coming from mobile-only users where advertising is still in its infancy.

Facebook’s ability to attract and monetize a large U.S. audience is what has enabled the company to go public. Whether Facebook becomes a successful publicly-traded company will rest largely on how quickly it’s able to reduce the ad monetization gap between U.S. users and every other region of the world. Until then, the financial markets will continue to recalibrate Facebook’s valuation (downward) to reflect the realities of the company’s current revenue capabilities.

This situation isn’t unique to just Facebook though. For example Twitter, the second largest social network out there, recently passed the 500 million account mark according to analyst group Semiocast, which also saw the proportion of U.S. user accounts decline relative to the rest of the world since the beginning of the year and identified Jakarta, Indonesia as the most active tweeting city- statistics that have a similar looking trend to what Facebook has experienced, growing but mostly in less mature advertising markets. As any free consumer tech services starts to grow quickly, they too will eventually face this same situation.

If you’re fortunate enough to be involved with such a consumer product that is gaining millions of users, focus on growth in countries where advertising is a mature industry so mobile will also be monetized more quickly (places like the U.S., Japan, Germany, and U.K.) and also accessible (so not China). If growth takes off in less-mature ad markets, but sizeably populated countries such as India or Indonesia, find a local advertising partner with strong ties to large conglomerates and marketers in the region before committing resources.

So when Josh Elman, venture capitalist at Greylock Partners, blogs about getting meaning from growth numbers provided by startups, we should probably add users by region to the discussion for ad-supported consumer start-ups in order to better understand the real opportunity and value being created for investors.

Want to Monetize User Generated Content? Make it Consumer Generated Media!

Users_AdvertisersOne of the biggest things Web 2.0 will be remembered for is its proliferation of user generated content (UGC). With falling bandwidth and storage costs, the thinking was that entrepreneurs could amass a large audience fast, and lock-in users in the process, by offering visitors a place to create, upload, manage and/or share their personal content (articles, photos, videos) with friends- and provide it all for free. The network affect would drive adoption as users invited friends to the site to check out their content, who in turn would sign up for the service themselves (thus the user acquisition costs could be defined as the per user cost for hosting and delivering the content). Once a site’s audience reached a certain threshold, the idea was to monetize these visitors through advertising and, to a lesser extent, premium services (i.e. get people to pay for more storage, additional features, etc.). Sites like Blogger, Photobucket and YouTube were launched to meet specific user needs around content verticals (articles, photos and videos respectively), while social networks like MySpace enabled the content to be aggregated by allowing their users to embed widgets from these UGC sites for everyone to see on the social network. While this tactic was a boon from a user adoption perspective, the revenue opportunity hasn’t proved itself for the acquirer of these web properties (both Blogger and YouTube were acquired by Google, while MySpace and Photobucket were acquired by News Corp/Fox) as of yet. While adjacency issues (displaying a brand advertisement banner next to objectionable content on a website) have been a primary excuse for poor CPM rates on UGC sites, the real issue has been the lack of higher value, integrated branding opportunities available to advertisers to leverage the unique behaviors of these communities. Since visitors to UGC websites are there to develop their content and interact with other users, standard ad units that push contextually irrelevant content are completely ignored. Considering that the Internet population is increasing the amount of time it spends on these types of properties, advertisers need a way to reach these users in a manner that is consistent with how people use these sites. So what’s the solution that provides UGC sites with more revenue, advertisers with better value for their ad spend and users with a enjoyable ad experience? It’s consumer generated media (CGM). While some might consider the difference solely semantic, there are differences between CGM and UGC in how the content is produced. Consumer generated media is created based on explicit and/or implicit sets of guidelines while user generated content has no such restrictions. These parameters enable producers of user generated content to create three types of consumer generated media.

  1. Participation. Self-promotion is a big reason why people upload their content creations to sites like YouTube. So what better way to help some of them realize their 15 minutes of fame than by having them participate in an ad campaign! YouTube_ContestThe typical model for participatory campaigns is to create a contest where users upload their videos or photos with explicit guidelines around what content qualifies, how winners are chosen and whether the prize is fame and/or fortune. Doritos was an early adopter of this model, leveraging fans to create Super Bowl ads on behalf of its brand, with the top 5 entries getting a monetary prize ($25,000) and a grand prize winner having their creation aired during the Super Bowl (in fact this year’s contest winner was also named the best ad by consumers, resulting in an additional $1 million prize!). According to Forrester Research, consumer generated video campaigns are are a popular way for a wide range of industries to drive brand loyalty. With the growing popularity of Twitter, even commenting-based campaigns are gaining traction as advertisers include a filtered set of publicly available tweets in widget-based ads. In both cases, you can see how leveraging the participatory nature of UGC sites can provide a quick and cost effective method for reaching and engaging with an audience, and in the process create ads that are more relevant to the intended audience.
  2. Endorsement. Out of those seeking fame and fortune online a few have actually achieve celebrity status. Due to the open, promotional nature of UGC sites, individuals such as Justine Ezarik (iJustin), Rhett McLaughlin and Link Neal (Rhett & Link) and Gary Vanyerchuck (Gary Vee), have been able to grow their popularity from within specific communities. As such there is a stronger perceived relationship and level of trust afforded to these individuals by their followers than you would find with more mainstream celebrities. This has also enabled these internet celebrities to leverage their success on one content platform to create devoted followers across other UGC sites (Facebook, Tumblr, Twitter, etc.). Thus, an endorsed campaign centered around one community’s platform offers an opportunity for the endorsement overflow into the individual’s other audiences as well. But because of the relationship these personalities have with their followers, advertisers interested in leveraging the endorsement model need to trust these internet celebrities to communicate the value of the advertiser’s brand in their own voice. Scripted endorsement could be construed as disingenuous and risk damaging both the celebrity’s and the advertiser’s brand. In putting together this type of program explicit guidelines should only be placed on the topic and context the online celebrity will be communicating to their audience, while implicit guidelines should be used around the content itself (the individuals’ thoughts, experience, etc. with the brand). Companies such as Carl’s Jr. and JetBlue have both recently experimented with this type of consumer generated media to promote their respective brands. For UGC properties, highlighting these celebrities or power users (if the former doesn’t exist) as potential brand advocates can yield high engagement- as long as the brand is willing to give up a certain level of control in the messaging. In addition to the monetization opportunity for both the web property and its endorsing personalities, this type of campaign can further strengthening the relationship of the site with its community as users see how the time and effort they put into the site can be rewarded.
  3. Mashup. Combining user generated content with elements of professionally produced media (user generated video that incorporates a popular song into the experience is an example of this) can create an unexpected branding and, more importantly, revenue opportunity if embraced by the copyrighted content owner. These UGC productions are traditionally taken down by the UGC site host at the request of the professional content owner before the mashup has a chance to gain any traction in most cases. But the viral success of the JK Wedding Entrance Dance (choreographed to Chris Brown’s ‘Forever’) shows what can happen if allowed to flourish with the appropriate technology capabilities and business relationship in place to identify and capitalize on the opportunity. The popularity of this video mashup resulted in increased music sales for Chris Brown and his record label in addition to providing YouTube with a new revenue opportunity. In fact, YouTube is encouraging future mashups by allowing producers of viral video hits to participate in the revenue generated from their creations. Imagine the creative mashups that would be produced if content from media companies and the like were readily made available to a site’s users to mashup on a consistent basis? A scenario could evolve where the professional content owner wouldn’t need to spend marketing dollars to promote their content as a site’s user would essentially be doing it on the company’s behalf. This could evolve into more of a participatory model, though with a focus on revenues versus branding. Because the mashup model is user-initiated, the only parameters a brand can place on the experience is implicitly around the content as the professional production can only be spliced or layered into UGC content but the quality cannot be altered. The key for UGC sites is to have identifying and tracking technologies in place to enable monetization (instead of inhibiting it as most copyrighted content owner seem to do) and the right business partnerships to execute and share in the revenues.

While the ability for advertisers to control the brand message and user experience decreases as they progress from the Participation to the Mashup model, the potential brand engagement value actually goes up as the ad unit becomes pull-oriented versus the typical push model (where a user proactively grabs the content ad to consume versus landing on a page where an ad is ad served) making the experience more engaging. The key for advertisers is to find their comfort zone with these guidelines and the right UGC web property to help plan, deliver and report on the appropriate model.

Here’s to the evolution of consumer generated media!

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Ad-Supported Facebook Applications Are In For A Rude Awakening

Rude Awakening

Dear Facebook developer, if you’ve banked your livelihood on banner ad-supported applications get ready for a rude awakening. The deceptive advertising practices that have increasingly permeated Facebook applications, and driven effective CPMs on banner ad units to double-digit levels in some cases, are starting to get noticed outside of Facebook (Nick O’Neill of All Facebook has done a great job of covering this topic), which is leading to involved parties being shut down in the process. The longer-term ramifications of this put into question the business viability of many developers on Facebook’s platform.

How Did We Get Here. As recently as the 2nd half of last year Lookery, a Facebook ad network at the time, was guaranteeing developers a mere $0.15 CPM for their application inventory. The combination of inexpensive banner ad inventory and access to Facebook users’ friends (via the social graph) was all savvy direct marketers and ad networks needed to test converting Facebook users into unknowing subscribers of mobile services (among other things) costing upwards of $20 per week. These very well integrated ad experiences that imply your friends’ usage of certain applications and services (as in these examples) QuizCrushare converting well enough on a an impression basis to generate upwards of $10.00 effective CPM for many large Facebook developers. Several ad networks have beem more than happy to deliver these ads since they are in turn getting paid roughly $15 to $25 CPMs by the underlying advertisers. It’s rather amazing actually that in the midst of an overall global recession that has seen the broader U.S. market indices fall around 30%, the effective CPMs Facebook application developers have received has grown upwards of 6500% over the same timeframe!

What’s Going to Happen Next. Before getting to the ‘what’ we need to understand ‘why’, which is actually quite simple- Facebook wants to go public. For this to happen, Facebook needs to show potential Wall Street investors that it has a growing, sustainable business model (so the stock price will go up) and that it runs aclean operation (so as not to make the stock price go down).

From a business perspective, among other well publicized initiatives, Facebook needs to get traditional brand advertisers to spend some of their $550 billion in global ad dollars on its platform in an effort to fuel revenue growth and justify what is sure to be a high earnings multiple it will trade at. As long as there is a perceived risk of tarnishing a brand’s image by placing ads on the same website where deceptive offerings are being run, agencies won’t allocate brand ad dollars to Facebook. In terms of its operations, investors need to feel comfortable that Facebook can effectively monitor its platform and ecosystem to avoid any potential public relation embarrassments or legal issues (privacy concerns aside) that could adversely affect the company’s profitability and trading mutiple.

In terms of the ‘what’, Facebook will become increasingly active in policing ads, networks and advertisers in their ecosystem in an effort to eradicate any potential issues that could affect the ‘why’. A prime example of this was the recent banning of ad networks Social Hour and Social Reach from advertising on Facebook applications. Facebook might even consider launching its own ad network for developers, to ensure the quality of advertisers remains high, at the expense of other ad networks.

The result of these types of actions will be a significant decrease (over 50% in many cases) in revenues seen by developers as the remaining ad networks on Facebook will have to deal with an increase in application inventory in conjunction with a decrease in advertiser demand (as deceptive advertisers are removed from the site). While I am definitely not suggesting effective CPMs will crater back to Lookery guarantee levels, like the stock market, there will be a reversion to the mean for ad prices. Regardless of where CPM rates eventually settle, there will be a flight to quality from an advertiser, as well as user, perspective. Bad experiences with certain applications will drive ad dollars and users away from applications that continue these practices, creating a death-spiral scenario in some cases (the situation where fewer users lead developers to place more ads on their applications to make-up for the lost revenue, which in turn leads to a further decrease in users due to a worse user experience, and so on).

What to Do. If you’re a developer, here are your options:

  1. Stay the Course. Continue to accept these deceptive ads in an effort to make as much money as possible until these ad practices and/or networks are shut down by Facebook. If the user and/or platform backlash doesn’t kill your application business, then try one of the remaining options or follow these ads and networks to the next social platform for exploitation.
  2. Go Virtual. If it makes sense, incorporate virtual goods into your applications. Game developers like Zynga have built successful businesses around the selling of virtual items to their user base, which alleviates the need for, or at least reliance on, banner ads for revenues.
  3. Try Fremium. This option is more geared towards utility-based applications, but up-selling features and functions for your applications (especially if you can tether it to a service or experience outside of Facebook) makes a lot of sense since it establishes a recurring revenue stream.
  4. Get Professional. Build a great application experience that makes users want to use your applications over the long-term. Work with established, reputable ad networks that have broader web reach than just Facebook applications (like Rubicon Project), inventory rep firms (like Appssavvy) or gain access to individual engagement opportunities (through the like s of my company Clearspring) to build credibility with advertisers and increase the perceived value of your applications’ ad inventory. Once you have the user base and operational scale, consider building out your own sales team (like Watercooler) to get a larger percentage of campaign CPMs.

Let’s hope Facebook application developers take the high road on this one.

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April Showers for YouTube- What Will May Bring?

YouTube_ShowerMay did not come soon enough for YouTube. Starting the first week of April when Credit Suisse issued a research report estimating that the site would lose $470 million in 2009 and ending on the last day of the month with Hulu, its main competitor, announcing a much anticipated deal with Disney, YouTube spent April taking a beating in the media over its business model and outlook.

Looking past the media feeding frenzy though, there were several data points from March released by comScore during the month that keeps me believing in YouTube’s opportunity and enviable position.

  • Video. YouTube created the online video market and now delivers over 40% of the online video streams every month in the U.S., making it more than 10 times the size of the 2nd largest online video property Fox Interactive Media (which includes MySpace).

Now you can’t tell me that Twitter, MySpace or even Facebook wouldn’t love to have YouTube’s audience and market position. For Google though, the challenge remains- how to turn this opportunity into more meaningful revenues and a profit.

The company has started addressing the challenge through a series of recent initiatives. The most noteworthy (running Google TV Ads online and Video Ad Sense on unauthorized versions of copyrighted content) attempt to address the gap between the estimated 9% of videos that are currently being monetized by YouTube and the 80% of content that is professionally produced on the site (thanks to Dean Donaldson of Eyeblaster for this data point on slide 36). The other announcements (paid video downloads and ecommerce opportunities related to music, DVDs and games) are geared towards increasing the average revenue generated per user session.

From a deal perspective Google is attempting to improve the overall quality of YouTube’s content catalog, and associated CPM rates, by striking deals for TV shows and movies from Sony, MGM and Lionsgate, and getting clips from Disney’s ABC and ESPN properties. Combined, all of these initiatives can turn YouTube into a break even operation, but they do not unlock the real business potential which is promotion.

YouTube should embrace the promotional nature of its platform (just look at the list of most popular online videos of all time– mostly music videos and movie trailers) and consumption habits of its users (they watch over sixty 3 1/2 minute videos per month) to help content producers and advertisers reach this video “snacking” audience more effectively. Some companies already see the potential and are running their own campaigns for free across YouTube or leveraging companies like 750 Industries and Feed Company to help generate virality for their promotional videos.

Google has tried to address this opportunity by applying the automated AdWords auction model to videos through YouTube Sponsored Videos, which in theory makes sense but has its challenges from a delivery and brand experience perspective. Search works really well for text where there is context for the information you are looking for in determining the best results. This doesn’t hold true for video search which relies on inconsistent metadata tags to determine what the content is and doesn’t take into account whether the content is original, copyrighted or mashed-up. This can lead to inconsistent search results and magnify less relevant content which just won’t work for most advertisers. YouTube’s solution needs to be more dynamic to address advertisers’ concerns around presentation and adjacency.

With the soft-launch of YouTube RealTime, Google has another shot at getting the solution right. Adding social features to the YouTube experience will inevitably drive better user engagement and additional content consumption across users. Combined with Google’s recently announced behavioral targeting capabilities, YouTube could actually push targeted, relevant videos from advertisers as part of its video recommendation features and in the process enable video consumption to grow more virally across its users than is currently available.

For YouTube the key is being able, and open, to using the pieces it has at its disposal in unique combinations to turn this opportunity into revenue reality. This will require Google to think outside of its search black box, which can be difficult as seen with YouTube’s inability to capitalize on the Susan Boyle viral video phenomenon, and provide a more hands-on approach to delivering its solutions. If they can’t bring a media-type solution to media’s video promotion needs, then plan on continued rain in YouTube’s extended forecast.

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