About the Digital Marketing Report The Digital Marketing Report is a monthly newsletter published by the Joss Group, publisher of the Seybold Report and the Digital Publishing Report. The Digital Marketing Report is for marketing professionals including Chief Marketing Officers, publishing and corporate executives, marketing consultants, business analysts, design professionals, advertising professionals, and researchers and academics who want to read and learn about topics, tools, techniques, and strategies for marketing efforts which involve, to one degree or another, presentation of material in digital format. Presentations include screens of all kinds, including tablets, smartphones, kiosks, and digital billboards. Digital marketing material includes text, still images, sound, and video. However, what all these venues for delivery of marketing and advertising content have in common is two things: the objective is to increase awareness (market) and the venue is digital. Thus, the name and the scope of the Digital Marketing Report. The Digital Marketing Report is one of several newsletters published by the Joss Group, a woman-owned and operated publishing and consultancy company. The Joss Group also publishes the Seybold Report, the Digital Publishing Report, and the Graphic Arts Industry News Digest, among other titles. Visit the Joss Group Web site to learn more: http://www.thejossgroup.com. The newsletter is supported solely through subscriber revenue; issues do not contain advertising. Nor do we publish sponsored content. Each issues publishes in the first week of each month and contains 12 to 16 pages (letter-size/A4). We use PDF to distribute the content in order to keep file sizes as small as possible and maximize readability on mobile devices. An annual subscription for one person is $399 US$. No refunds are made after the first two issues of the subscription have been served. Individual subscriptions may not be shared with other people. We do have workgroup and enterprise licenses available; please contact us for details and pricing.

1. Volume 1, Number 1 • May 4, 2015
FROM THE PUBLISHER OF THE SEYBOLD REPORT
2014 United States Internet
Advertising Spend Tops $49 Billion
By Peter Johnston
In April 2015 the Interactive Advertising Bureau (IAB) released its 2014 Internet Advertising Revenue Re-
port. PricewaterhouseCoopers conducts research for the report on an ongoing basis. Initiated in 1996,
when Internet advertising was in its infancy, this IAB report is considered by many to be the most ac-
curate measurement of Internet, online, and mobile advertising spending patterns in the United States.
Integrating Digital Marketing into a
Printing Company’s Corporate Culture
By Sandy Hubbard
Printing companies have the opportunity to be the number one resource for customers on how to inte-
grate digital elements into the print-centric marketing program. Many printers, however, are still testing
the digital arena before developing fully integrated marketing programs for themselves, let alone being
a resource for others. Even printing companies with a dedicated Marketing Manager or team tend to
put their efforts into print in order to showcase capabilities. When limited time and budget are factors,
printers default to what they do best.
Briefly Noted: Recent Tweets
of Interest
The Latest Word
Adobe Acquires Tumri from
Collective
Adobe and Microsoft to
Partner on Marketing
Solutions
Adobe Announces New
Connections Between
Marketing Cloud and
Creative Cloud
Peppercomm Launches
Integrated Marketing
Communications Offering
for Hedge Funds
PR News’ Digital PR
Conference Scheduled for
June 1-3 in Miami

2. 2↵ HOME
In April 2015 the Interactive Advertising Bureau (IAB) released its 2014
Internet Advertising Revenue Report. PricewaterhouseCoopers conducts
research for the report on an ongoing basis. Initiated in 1996, when Inter-
net advertising was in its infancy, this IAB report is considered by many
to be the most accurate measurement of Internet, online, and mobile
advertising spending patterns in the United States.
Since 2012, when its market share surpassed broadcast television’s, Inter-
net advertising has held the largest share of overall United States adver-
tising revenues. In 2014, Internet ad revenues in the United States totaled
$49.5 billion, up 16% from 2013 total of $42.8 billion. This increase is part
of a ten-year growth pattern—since 2005, when Internet ad sales were
$12.5 billion, Internet advertising has maintained a compound annual
growth rate (CAGR) of 17%.
This growth rate—significantly outpacing the 3% rate of growth of the
United States gross domestic product—has been fueled in the past five
years by mobile advertising, which has grown at a CAGR of 110%, from
$0.6 billion in 2010 to $12.5 billion in 2014.
A study of IAB quarterly results reveals Internet advertising mirrors the
overall industry—and the entire economy. Each year’s revenue peaks in
the fourth quarter, followed by a first-quarter dip. This pattern began
emerged in 2007, possibly indicating, before this year, Internet adver-
tising had not yet become a major part of the retail spend. (The retail
industry is the largest single driver of ad revenue, and the National Retail
Federation reports the industry does nearly 20% of its volume—and ad-
vertising—at the end of the year.
2014 United States Internet Advertising Spend
Tops $49 Billion
By Peter Johnston

3. 3↵ HOME
The Big Dogs
Ten ad selling companies collect the majority of online advertising rev-
enues; their take accounts for 71% of total revenues in the fourth quar-
ter of 2014, the same share as in 2013. Companies ranked 11th to 25th
accounted for 11% of revenues in the fourth quarter of 2014, a slight
increase from the 10% reported in the same quarter of 2013. Despite
the emergence of a few heavyweights in Internet advertising publishing,
the concentration of Top Ten revenue has remained relatively unchanged
over the past ten years, fluctuating between 69% and 74%.
We asked the IAB for the names of these ten companies and were told,
although the organization compiles this information, it declines to share
it. The Pew Research Center on Journalism and the Media (PRC), happily,
was less reticent, at least about the top end of the list.
According to PRC’s State of the News Media 2015, five companies—
Google, Facebook, Microsoft, Yahoo, and AOL—generated 61% of total
domestic digital ad revenue in 2014, $30.9 billion out of a total of $50.7
billion. (This total is slightly different from IAB’s, which is to be expected.
Both organizations do an outstanding job of tracking a fast-moving and
somewhat shape-shifting industry.)
Using the PRC’s breakdown, it is clear the combined share for these five
companies, however, has decreased incrementally, about one percentage
point every year since 2010. Google still leads the pack, accounting for
38% ($19.3 billion) of total digital ad revenue, down from 40% ($17.1 bil-
lion) in 2013.
Facebook, meanwhile, over the course of two years has become a much
stronger generator of overall digital advertising revenue; in 2014— this
company’s digital ad revenue was five billion dollars—a sharp rise in a few
years and more than double its total of $2.2 billion in 2012.
Mobile Emerges and Dominates
The three dominant Internet ad formats, as measured by the IAB, are
search, mobile, and banner ads. These three formats account, as a group
for the majority of revenues (81% of the ad revenues in 2014). The re-
maining 19% is divided, according to IAB figures, among digital video,
classified advertisements, lead generation, rich media, and sponsorship.
This top three share is up 10% from 71% in 2013, a change largely attrib-
utable to the decline in the spend on banner ads.
Most interesting, though is these over-year figures is the growth in mo-
bile, which grew from 17% to 25%, at the expense of banner ads (which
dropped from 19% in 2013 to 16% in 2014) and search (43% in 2013
compared to 38% in 2014). Mobile, of course, is not really a format; it is
a specialized Internet platform. The various types of advertising on this
platform include display (i.e. banner) ads (49%), search (48%) and other
(4%).
Given the ubiquity of this platform (the Digital Consumer Report esti-
mates two-thirds of all Americans now own and carry a smart phone)
and the role mobile plays in consumers’ lives (according to some figures
Americans spend anywhere from an hour to two and a half hours or more

4. 4↵ HOME
on their phones each day), one might expect mobile ad revenue to be
growing even faster than it is. The problem, some analysts feel, is tied
directly to ease of use issues.
“There are a lot of publishers,” says Marc Guldimann, CEO of New York-
based mobile marketing firm Sled, “getting 50% or more of their total
traffic from mobile, and still only seeing it account for 10% of their ad
revenue.” The reason for this, says Guldimann, is not mobile is an inferior
advertising delivery method, but rather mobile ad formats are do not
provide an easy transition between content and the advertising.
“A reader or viewer,” he says, “can go back and forth seamlessly between
a magazine article and a print ad, or a TV show and a 30-second spot, or
even an organic search result and a paid ad. Most mobile ad formats are
horrible at capturing attention. They are either too easy to ignore or they
get themselves noticed by annoying the reader.” Guldimann suggests
more successful mobile ad formats, as they develop, will be behaviorally
native, in other words, these ads will allow the reader to switch back and
forth easily between content and advertising. Or, the advertising will be
quietly inconspicuous rather than annoyingly intrusive.
Social media is not a format, either. Nor is it a delivery device. The IAB
defines social media advertising as advertising delivered on social plat-
forms, including social networking and social gaming Web sites and apps,
across all device types, including desktop, laptop, smart phone, and tab-
let. Whatever social media is, it, too, is growing rapidly: nearly doubling
from $2.9 billion in 2012 to $4.5 billion in 2013 and nearly doubling again
to $7.0 billion in 2014.
Retail Dominates Internet Ad Spending
Just as it does in non-digital media, retail advertising represents the larg-
est category of Internet ad spending: 21% of total 2014 revenues. Fi-
nancial services grab a little more than one-tenth overall (13%), followed
closely by automotive (12%), telecom (9%), leisure and travel (9%), con-
sumer packaged goods (6%), consumer electronics and computers (7%),
pharmaceutical and healthcare (5%), media (5%), and entertainment (4%).
These types of advertising figures are all within a percentage point of the
distribution in 2013.

5. 5↵ HOME
In terms of pricing model, approximately 66% of 2014 revenues were
priced on a performance basis, up from 65% in 2013. Approximately 33%
of 2014 revenues were priced on a cost per thousand (CPM) or cost per
impression, the same share as in 2013. The small share going to hybrid
costing models diminished further, from 2% to 1%.
Unlike the customer revenue shares, which stay pretty constant, year in
and year out—retail is always the leader, followed by the same list in
approximately the same order—the very small 2013-2014 percentage
changes in pricing model mask a large, ongoing, and probably perma-
nent trend. Looking back ten years, to 2005, 46% of digital ads were sold
on a CPM basis, 41% on performance, and 13% hybrid.
Growing advertiser skepticism about the CPM model—which has its roots
in print advertising and has always been a slightly uneasy fit with the
Internet—seems likely to further erode its share, in favor of performance-
based pricing. If so, hybrid may go away altogether.
Television Versus Internet
As we said, Internet advertising is now the largest single ad-supported
medium in the United States—at $49.5 billion, approximately 29% of a
total ad spend of $172.1 billion. (And, this last figure, provided by the IAB,
does not include all United States ad segments; eMarketer puts the total
market for 2014 at $177.8 billion.)
A review of the advertising market share figures for the last five years, ex-
cept for the growth of Internet advertising and the continuing decline of
newspapers reveals a fairly slow rate of change. Television (adding broad-
cast and cable together) is still the dominant ad medium in the coun-
try, at $65.7 billion. Cable TV’s market share has been inching up, while
broadcast has been inching down. Radio is growing a little; and consumer
magazines continue to trend slowly down.
We emphasize the word “slowly.” While advertising likes to think of itself
as fast-moving and dynamic, it is in many ways a reactive industry; it re-
sponds—somewhat after the fact—to the overall state of the economy.
As part of its presentation of the 2014 report, the IAB offered some fig-
ures from Magna Global on long-term United States ad spend prospects
to help illustrate this reality.
According to Magna Global, 2015 will barely catch up with the pre-reces-
sion high of 2007, with solid but not spectacular growth through the rest
of the decade. For 2015, Magna projects a 19% increase for United States
online/digital ad revenue, from $49 billion to $59 billion. eMarketer’s fig-
ures show the same pattern, with projected total ad growth of only 4%
from 2015 to 2016 and 3.3% the following year.
Our Take
Overall, these figures deliver two somewhat contradictory messages. One
is yes, the times are a-changing; the Internet, and its newest incarnation,
mobile, are and will continue to be extremely important in the advertis-
ing world, and thus in marketing and publishing. On the other hand, real
change comes slowly to this industry. Next year we do not expect to see
a transformed landscape. Rather, we expect to see a continued revenue
shift along the established trend lines indicated by the IAB research. DMR

6. 6↵ HOME
Advertising Formats and Pricing Models
Here, courtesy of the IAB, are some of the more standard terms for the
various ad formats and pricing models and their definitions. However,
as in any new and rapidly growing field, digital advertising terminology
is subject to change and is sometimes inexact; different people can use
the same terms to mean different things. (Or different terms to mean the
same things.) So, apologies in advance if some of the terms and defini-
tions do not match with every reader’s understanding and interpretations.
Banner advertising. Advertiser pays an online company for space
on one or more of the online company’s pages to display a static
or linked banner or logo.
Classifieds and auctions. Fees paid to advertisers by online com-
panies to list specific products or services (e.g., online job boards
and employment listings, real estate listings, automotive listings,
auction-based listings, Yellow Pages).
Digital video advertising. Advertising appearing before, during,
or after digital video content in a video player (i.e. pre-roll, mid-roll,
post-roll video ads). Digital video ads include television commer-
cials online and can appear in streaming content or in download-
able video.
E-mail. Banner ads, links or advertiser sponsorships appearing in
e-mail newsletters, e-mail marketing campaigns and other com-
mercial e-mail communications. This type of advertising includes
ads within an e-mail or the entire e-mail.
Hybrid. Any mix of impression-based pricing plus performance-
based compensation employed within one ad campaign.
Impression-based. Cost-per-thousand (CPM) pricing model.
Lead generation. Fees paid by advertisers to online companies in
return for leads of qualified potential customers (e.g., auto dealers
which pay a fee in exchange for receiving a qualified purchase in-
quiry online) or provide consumer information (demographic, con-
tact, behavioral) where the consumer opts in to being contacted by
a marketer (e-mail, postal, telephone, fax).
Please note: e-mail processes are priced on a performance basis
(e.g., cost-per-action, – lead or – inquiry), and can include user
applications (e.g., for a credit card), surveys, contests (e.g., sweep-
stakes), or registrations.
Mobile advertising. Advertising tailored to and delivered through
wireless mobile devices such as smartphones, feature phones (e.g.
lower-end mobile phones capable of accessing mobile content),
and media tablets (e.g. iPad, Samsung Galaxy Tablet, etc.).
Performance-based. Cost-per-click, sale, lead, acquisition, or ap-
plication (e.g., credit card application) or straight revenue share
(e.g., % commission paid upon sale).
Rich media. Display-related ads including some component of
streaming interactivity. Rich media ads often include Flash or Java
Script, but not content, and can allow users to view and interact
with products or services (e.g., scrolling or clicking within the ad
opens a multimedia product description, expansion, animation,
video or a “virtual test-drive” within the ad).
Search. Fees advertisers pay online companies to list or link their
company site domain name to a specific search word or phrase (in-
cludes paid search revenues).
Social media advertising. Advertising delivered on social plat-
forms, including social networking and social gaming Web sites
and apps, across all device types, including desktop, laptop, smart-
phone and tablet.
Sponsorship. Advertiser pays for custom content or experiences,
which may or may not include ad elements such as display adver-
tising, brand logos, advertorial, or pre-roll video.

7. 7↵ HOME
Printing companies have the opportunity to be the number one resource
for customers on how to integrate digital elements into the print-centric
marketing program. Many printers, however, are still testing the digital
arena before developing fully integrated marketing programs for them-
selves, let alone being a resource for others. Even printing companies
with a dedicated Marketing Manager or team tend to put their efforts
into print in order to showcase capabilities. When limited time and bud-
get are factors, printers default to what they do best.
In addition to brochures, business cards and sales kits, printers also use
mail, signage, inserts, magazines and newsletters, promotional products,
and other printed products to promote themselves. Despite decades of
Internet use, printing companies are just beginning to use social media,
e-mail marketing, personalized landing pages, blogging with keywords,
online directories, Google ads, and other digital marketing and promo-
tional activities.
Printing companies with print marketing programs usually have done a
good job aligning these efforts with the company’s goals and mission
statement. Owners and top executives usually are familiar with the print-
based marketing initiatives. The print marketing department will be aware
of the sales department and their activities. Print marketing managers will
report to owners and top management. While not completely aligned
throughout the printing company, the print-based marketing program
usually has general awareness and buy in from department managers.
Digital marketing programs, however, tend to operate as rogue opera-
tions within many printing companies. A low-level employee, temporary
Integrating Digital Marketing into a Printing
Company’s Corporate Culture
By Sandy Hubbard
employee, or consultant may run the entire program. This person may not
be high enough in the organization to attend meetings with the owner
or department heads. Because the other managers are not familiar with
what has happened in the program, the program runs without reporting,
accountability, or tracking.
Although the program may enjoy success in the form of clicks, views,
opens, shares, likes, or other commonly tracked data, it operates in isola-
tion. Information on sales conversion or customer referrals often is miss-
ing in the program because the sales department does not interact with
the employee managing the digital program.
To integrate digital marketing into the print-based marketing program,
there must be a major shift in how digital marketing is viewed. This shift
must include the following recognitions:
Digital marketing is an opportunity—not an experiment.
There will be greater success if the goals and strategies for the dig-
ital marketing program flows down from top management. Those
with a broad knowledge of the company will bring wisdom, vision,
and perspective to the program. The owner brings authority and
high expectations for positive outcomes.
Digital marketing is an opportunity—
not an experiment.

8. 8↵ HOME
Giving the person in charge of digital marketing access to the sales
department and the top management team will allow this person
to be more effective.
The person doing the digital marketing activities must be trained.
Ideally, the person will be a long-term employee to give continuity
to the program and to allow it to grow.
If the manager of the program understands current capabilities in
digital marketing, he or she can make better decisions and incor-
porate new technology and tools more strategically.
As activities are tracked and reported, the Digital Marketing Man-
ager should interpret reports and present the data that is most im-
portant and interesting to top managers.
The Digital Marketing Manager, ideally, is a learner comfortable
with change and uncertainty.
Also ideally, the Digital Marketing Manager is more similar in tem-
perament to the Sales Manager than to the print-based marketing
manager.
A competitive spirit spurs the digital marketing team to set relevant
benchmarks and work hard to achieve and exceed them.
If a printing company brings in a consultant to handle some or all
of the digital marketing activities, it is helpful if the consultant has
open access to the Sales Manager.
Digital Marketing Managers and/or consultants who are open to
suggestions, comfortable with a variety of technologies, are team
players, and get along well with the various department heads will
accomplish more than managers or consultants who have one pro-
scribed way of doing things.
Getting Going and Staying on Track
Those undertaking a digital marketing program will be more likely to be
able to chart their success if they go after easy wins in the beginning. The
opportunity to see quick gains in engagement with well-chosen activi-
ties will lift morale in the digital marketing team and help clarify the next
logical choices for elements to add to the program. Jumping from task to
task without a plan or goals will lead to random experimenting without
the framework to test or track success properly.
Likewise, success is more likely with trained staff; internal training gives a
foundation in how the company approaches its digital marketing work-
flow, customer service, quality, and other company-specific approaches
to bringing on a new employee in any department.
If the company needs outside help to train an individual or team, a digital
marketing consultant can be brought in to help with the big picture, train
managers and employees in technology and projects, launch the pro-
gram, and then be available for questions, support or introducing subse-
quent elements or new software into the overall program.
Management and Review Tips
It may seem ideal to have one marketing manager oversee all print-based
and digital marketing activities. While the programs should be aligned
and integrated, it can be difficult to find an employee with the skill set
and temperament to optimize both print and digital.
As the printer’s digital marketing program evolves and becomes more
integrated into the entire printing operation, it is strategic for the owner
to take time each fiscal quarter to review the program. The owner should
meet with the manager and team, review the budget, give feedback and
guidance, and show interest in the program.
Keeping a top-notch Digital
Marketing Manager on a company’s
team requires a similar approach
to keeping a top Sales Manager.

9. 9↵ HOME
It is better if the review process is not be delegated to a middle manager,
even if this manager has a better understanding of digital technology and
tactics. Furthermore, an annual review, as may be done with other depart-
ment heads, is not frequent enough for a Digital Marketing Manager who
is at the top of his or her game to feel appreciated. Digital Marketing
managers often invest a great deal of personal time in training and learn-
ing new tools.
These professionals also network with their peers in the industry and
change jobs often. Keeping a top-notch Digital Marketing Manager on a
company’s team requires a similar approach to keeping a top Sales Man-
ager. Excellent performance should be rewarded and due recognition
given. In addition, it is vital to have solid infrastructure and cross-trained
personnel to deal with any sudden changes in leadership in the digital
marketing department.
Success Leads to More Success
To bring the print-based and digital activities together for best success,
top managers ought to meet regularly. Digital marketing tactics can be
put in place quickly and see quick results, so feedback and interaction
from other managers will allow for greater strides in the program.
Once printers have had success with their own digital marketing program,
it is a natural next step to begin assembling experiences and information
which will be useful to customers who are embarking on their own digital
marketing program. Printers can become a role model for customers by
publishing an e-mail or print newsletter on the subject.
The newsletter can be distributed by social media and through the print-
er’s own Web site. While the printing company does not have to know
everything on the topic or be the hero of every article, customers will ap-
preciate the generosity in sharing the story and the lessons in successes
and in hardships.
Leading the way for customers with integrity and transparency is strat-
egy appealing to customers 40 years old and younger. This younger de-
mographic appreciates two-way communication and a collaborative ap-
proach to business. Printing company owners and top managers may be
surprised to discover their own customers will become a vital resource in
the evolution of the printer’s digital marketing program.
Implementing an integrated digital marketing department into the print-
ing company–and then communicating with customers about the pro-
cess while building trust and demonstrating expertise–will open doors to
conversations with print customers who want to test the waters of digital
marketing themselves. Soon, too, the printer may find customers are ask-
ing for help with their own digital marketing programs.
About Sandy Hubbard
Sandy Hubbard, using her extensive experience in the printing indus-
try and digital marketing, is a marketing consultant who specializes in
printing companies experiencing, or seeking, unprecedented growth. The
unique needs of printing companies require a marketing program which
can be carried out regularly and over the long haul, primarily managed
by existing employees and resources, with minimal stress and maximum
results.
Hubbard specializes in digital marketing and social media specifically
for the printing industry. She works with the strengths of the company
and builds a content strategy, editorial calendar, and staff training plan
to meet the needs of the client’s new, busy reality. Hubbard is on Linke-
dIn: https://www.linkedin.com/in/sandyhubbardpublisher and Twitter: @
SandyHubbard: DMR

10. 10↵ HOME
Briefly Noted: Recent Tweets of Interest
Follow us: @thejossgroup and @DigMarketingRpt
MAGetc ‫‏‬@magetcetera Team Scores With Mobile App and #Digi-
talPublishing – Baseline http://tinyurl.com/mgngst8
Hootsuite ‫‏‬@hootsuite Interested in marketing to millennials? You
should be. Jump in with @citrix and @dcmp for a Twitter chat us-
ing #collisionconf #millennials
eMarketer @eMarketer Japan leads the world in Twitter penetra-
tion among social networkers, at 46.1% this year http://ow.ly/
MuX68
Marketing Cloud @AdobeMktgCloud From telephone to digital:
@directline_uk’s Marketing Director talks digital transformation:
http://bit.ly/1E7wBWf
ClickZ @ClickZ Rescue Your Sales With Cart Abandonment Emails:
Almost seven out of 10 shopping carts get abandoned by con-
sume... http://bit.ly/1IOaFoD
IE.Digital @IE_Digital The Challenges Of Global Digital Strategy
http://buff.ly/17lLoT0 #GlobalLeaders #DigitalNY
Social Media Today @socialmedia2day 12 truths about #SocialMe-
dia (everyone’s doing it) and #SEO: http://bit.ly/1EgT4iE @ExpWrit-
ers
ClickZ @ClickZ MRC Calls for Separation of Desktop and Mobile
Viewability: The Media Rating Council has determined that while...
http://bit.ly/1c67USq
Social Media Today @socialmedia2day Need help managing your
daily marketing on social? Check out how @marketo plans social
content (spon.) http://ow.ly/MBg5e
CMO.com @CMO_com ·Evolving roles call for CEO as storyteller
CMO as business strategist http://cmo.cm/1EXEWQf @GENBAND
Qualaroo @QualarooInc Becoming Twitter: A Beginner’s Guide To
User Acquisition http://growthhackers.com/becoming-twitter-a-
beginners-guide-to-user-acquisition/ …
eMarketer ‫‏‬@eMarketer What privacy concerns? Over one-third of
marketers selling or sharing customer data http://ow.ly/Mz0tO
Adweek @Adweek AdweekChat to brands: Be funny, be thoughtful,
make it about your audience and… puppies!
TechCrunch @TechCrunch ·Carly Fiorina: 85-95% of what we do on-
line is superficial and useless http://tcrn.ch/1c25hkE
Matt Heinz @HeinzMarketing The Most Important Social Selling
Lesson an Inside Sales Rep Can Learn http://heinzmkt.in/1GNmJEn
Social Media Today @socialmedia2day
Econsultancy @Econsultancy Check out our latest Digital Intelli-
gence Briefing, The Quest for Mobile Excellence, published with @
Adobe http://ecly.co/adobe-mobile-2015 …
Marketing Cloud @AdobeMktgCloud ·Top 10 tips from top market-
ing execs – view the slideshow here: http://bit.ly/1KKscwP
Adobe Australia @Adobe_aus Don’t just use analytics to look into
the past, use it to predict the future. http://oak.ctx.ly/r/2xp5k
Social Media Updates @smupdates white papers Social Media and
5 Other Technologies Reshaping the Decade http://ciowhitepapers.
com/owp/226/1

11. 11↵ HOME
The Latest Word
Adobe Acquires Tumri from Collective
Adobe has announced the company has acquired the Tumri advertising
technology (also known as Ensemble) from Collective in order to extend
Adobe’s programmatic advertising capabilities in Adobe Media Optimizer
(AMO). According to the press release announcing the news, the addition
of this technology will help Adobe AMO users streamline the ad creation
process with flexible ad templates, offer new mobile ad serving features
through HTML5, and extend product re-targeting capabilities across cus-
tomer verticals. Users will also be able to extend targeted content consis-
tently across key marketing channels and test to see which content offer-
ings and ad versions work best.
Adobe and Microsoft to Partner on Marketing Solutions
At Adobe Summit held in London in late April 2015, Adobe and Micro-
soft Corporation announced the two companies have agreed to a strategic
partnership to integrate some of their marketing products and services.
According to the press release announcing the news, the partnership will
include the integration of Adobe’s Marketing Cloud solutions with Micro-
soft’s customer retention management solutions.
Both companies are committed to expanding other areas of collaboration
and product integration including Adobe Marketing Cloud Solutions run-
ning on the Microsoft Azure Cloud platform. Adobe Campaign and Adobe
Experience Manager are now certified on Microsoft Azure. Adobe already
partners with Microsoft Azure to deliver streaming of major sporting events
including the Olympics and Super Bowl through Adobe Primetime. The
companies are also working on a connector to enable data and insights
from Adobe Analytics to appear in Power BI, Microsoft’s business analytics
service.
Adobe Announces New Connections Between Marketing
Cloud and Creative Cloud
Adobe has announced the company has made new and tighter integra-
tions between Adobe Marketing Cloud and Adobe Creative Cloud. Through
new asset management capabilities in Adobe Experience Manager (AEM),
Adobe will help organizations accelerate and optimize the creative-to-
marketing workflow. In addition, a new Assets core service is now avail-
able to let users sync, store, and share content across marketing solutions
and Creative Cloud. Other advances include shoppable hotspots in video
content and new functionality in AEM for more quickly converting Adobe
Photoshop CC files into Web and mobile applications.
Peppercomm Launches Integrated Marketing Communications
Offering for Hedge Funds
Peppercomm, a communications firm serving the global asset manage-
ment community, announced the company has launched a service offering
integrated marketing communications for hedge funds. This new offering
includes media relations, social media, event planning, Web site design,
and crisis communications services.
The details of the launch of Peppecomm’s new integrated marketing com-
munications solution for hedge funds are available here: http://www.pep-
percomm.com/hedge-fund-marketing.
PR News’ Digital PR Conference Scheduled for June 1-3 in Miami
PR News’ has announced the 2015 Digital PR Conference will take place
June 1-3 in Miami, Florida at the Ritz-Carlton Hotel. Session topics includ-
ing influencer relations, video, Facebook, Twitter, visual storytelling, mul-
timedia press releases, search engine optimization, budgeting, data and
analytics, the digital dream team, e-mail communication, social return-on-
investment, and tying digital to the bottom line.
The keynote presenters include Jeremy Miller, author of the 2015 book
Sticky Branding: 12.5 Principles to Stand Out, Attract Customers, and Grow
an Incredible Brand; Tania Luna, author of the upcoming book Surprise: Em-
brace the Unpredictable and Engineer the Unexpected; and Ekaterina Walter,
author of Think Like Zuck and co-author of The Power of Visual Storytelling.
The other speakers work at a wide range of companies. Presenters from
companies in variety of industries, including the American Cancer Society,
American Heart Association, AOL, Bright House Networks, GE, Havas PR,
and the National Geographic Channel, and Zumba Fitness, will speak.

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