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LUMApartners
LUMA  Partners  presents  our  annual  State  of  the  State  in  Digital  Media  
which  covers  our  views  on  the  industry  trends,  the  market,  and  the  
future  of  the  ecosystem  with  a  specific  focus  on  digital  media  and  
marke@ng.  We  hope  you  enjoy  it.  Because  this  was  our  7th  (or  007th)  
DMS,  we  went  with  a  James  Bond  theme.
LUMApartners
Meet the Senior LUMA Team
Terry  Kawaja
 Brian  Andersen
 Mark  Greenbaum
 Dick  Filippini





Founder  and  CEO
 Partner
 Partner
 Partner
Terry  leads  strategy,  banking,  
marke3ng  and  content  for  
LUMA.

He’s  also  head  comedy  writer.
Brian  is  LUMA’s  marke3ng  
technology  guru.

He  excels  at  coaching  both  
liCle  league  and  big  clients.
Mark  runs  M&A  strategy  and  
execu3on  for  LUMA.

He’s  never  met  a  term  sheet  
he  couldn’t  improve.
Dick  leads  LUMA’s  mobile  and  
gaming  banking  coverage.

You  can  find  him  holding  
court  every  February  in  
Barcelona.
terry@lumapartners.com
 brian@lumapartners.com
 mark@lumapartners.com
 dick@lumapartners.com
LUMApartners
LUMApartners
LUMApartners
Last  year’s  meta  theme  that  the  consumer  is  in  control  more  than  ever  
s@ll  applies  today  and  will  con@nue  in  the  future.  There  are  really  only  
two  principals  –  the  marketer  and  the  publisher  –  every  other  party  is  a  
middleman.  We  believe  that  there  is  a  newly  empowered  principal,  the  
consumer,  whose  ac@ons  will  dictate  how  the  industry  evolves.
LUMApartners
The  over-­‐arching  theme  that  is  front  and  center  this  year  is  the  debate  
around  “Open”  versus  “Closed”  and  how  it  relates  to  the  overall  digital  
media  ecosystem.
LUMApartners
The  two  domina@ng  players,  Facebook  and  Google,  con@nue  to  baVle  it  
out  via  “closed”  plaWorms  in  hopes  of  increasing  their  market  share…
LUMApartners
Meanwhile,  the  ecosystem  is  looking  for  alterna@ves  to  “closed”  
systems…
LUMApartners
LUMApartners
In  March  2015,  LUMA  introduced  the  first  of  our  Digital  Brief  series,  
called  “The  Good,  The  Bad,  and  The  Ugly”,  which  outlined  the  current  
state  of  the  digital  adver@sing  ecosystem.
LUMApartners
First,  the  Bad.  While  the  industry  is  working  to  sort  out  fraud,  
viewability  and  privacy  concerns,  we  believe  there  is  a  more  
fundamental  issue  at  stake:  fragmenta@on  and  the  supply  /  demand  
imbalance.  There  are  over  2,500  companies  across  the  LUMAscapes,  yet  
there  are  only  200  strategic  buyers.
LUMApartners
Next,  the  Ugly.  The  supply  imbalance  is  worse  than  it  looks.  In  LUMA’s  
internal  coverage  priori@za@on,  we  focus  our  @me  on  the  50  most  ac@ve  
strategic  buyers.  On  the  supply  side,  we  counted  only  150  companies  that  
we  think  have  a  shot  at  an  exit  of  $100  million  or  more.  The  conclusion  is  
that  there  will  be  blood  as  we  realize  on  what  could  be  a  90%  failure  rate.
LUMApartners
What’s  the  Good  news  you  ask?  For  one,  the  digital  ad  market  has  
never  looked  stronger.  The  total  ad  spend  market  is  growing  and  spend  
con@nues  to  shif  to  digital,  which  is  growing  at  a  compounded  annual  
growth  rate  of  35%  to  2016.
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Non-­‐search  digital  is  growing  even  faster  with  a  53%  compounded  
annual  growth  rate  through  2016,  and  programma@c  is  off  the  charts  
with  over  200%  growth.  It  is  this  con@nued  shif  to  digital  and  
programma@c  business  models  that  are  aVrac@ng  new  strategic  buyers.
LUMApartners
This  next  point  comes  with  a  warning.  Any  investment  banker  calling  for  
more  M&A  is  akin  to  when  you’re  a  hammer,  everything  looks  like  a  
nail.
LUMApartners
However,  what  was  once  a  small  category  of  interested  par@es  has  
grown  into  a  robust  pool  of  strategic  buyers.  Deep  pocketed  companies  
from  many  different  industries  have  a  need  for  “right  @me  decisioning  
of  consumer  data”.  The  companies  that  have  best  perfected  these  
capabili@es  are  in  the  Ad  Tech  and  MarTech  sector.  
LUMApartners
Well  beyond  the  usual  suspects,  we  are  seeing  interest  from  new  
entrants,  including  CRM,  Consumer  Internet,  Commerce,  Telco,  Tech  
Services  and  Data.  This  is  a  phenomena  that  is  sure  to  create  quality  
exit  opportuni@es  for  differen@ated  startups.  What  beVer  of  an  example  
is  this  than  Verizon’s  recent  acquisi@on  of  AOL?  
LUMApartners
LUMApartners
We'd  like  to  start  off  with  how  we  define  the  Digital  Media  industry.  We  
look  at  it  as  the  intersec@on  of  Media,  Marke@ng,  and  Technology.  LUMA  
exclusively  focuses  on  the  sectors  of  Digital  Content,  Ad  Tech  and  
MarTech,  which  when  seen  through  the  lens  of  mobile,  is  in  so  many  
ways  the  catalyst  that  is  accelera@ng  and  enabling  disrup@ve  change.    
LUMApartners
And  change  is  occurring  .  .  .  Over  the  past  few  years,  we  have  seen  M&A  
ac@vity  increase  significantly  across  almost  all  of  the  LUMAscapes.
LUMApartners
With  an  increasingly  broad  set  of  strategic  buyers  across  various  sectors  
illustrated  on  the  Strategic  Buyer  LUMAscape.
LUMApartners
We  have  seen  plenty  of  ac@vity  from  each  of  the  four  buyer  categories,  
as  well  as  an  increasing  number  of  companies  moving  from  the  outer  
rings  of  poten@al  buyers  to  the  inner  circles  of  ac@ve  buyers.
LUMApartners
In  the  public  markets  –  last  year  saw  a  number  of  strong  digital  IPOs.
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Post  IPO  trading  performance  has  been  mixed.  While  the  public  markets  
may  not  en@rely  understand  or  know  how  to  value  Ad  Tech  business  
models,  it  has  become  clear  that  technology-­‐driven,  programma@c  
business  models  are  being  rewarded  with  premium  valua@ons  over  
tradi@onal  media  models.  
LUMApartners
Media  companies  have  taken  no@ce,  with  a  number  making  moves  to  
add  programma@c  capabili@es  –  either  organically  or  through  
acquisi@on  (with  LUMA  ofen  advising  on  the  laVer).
LUMApartners
Further  evidence  of  the  market  rewarding  strong,  technology-­‐based  
business  models,  we’ve  seen  the  Marke@ng  SaaS  entrants  trading  very  
strongly  vs.  IPO  prices…  or  in  many  cases  being  acquired  at  strategic  
valua@on  mul@ples.
LUMApartners
It  is  also  worth  commen@ng  on  the  very  ac@ve  market  for    
private-­‐company  financings.  In  the  last  year  we  have  seen  over  20  
companies  raise  rounds  in  excess  of  $20  million;  and  a  number  
achieving  valua@ons  in  excess  of  $1  billion  –  introducing  the  
“LUMAcorns”:  AppNexus,  Sprinklr,  and  Domo!  
LUMApartners
LUMApartners
LUMApartners
LUMApartners
In  2012,  eMarketer  forecast  the  programma@c  market  to  be  $2  billion,  
growing  to  $7  billion  in  2016.  So  the  market  was  star@ng  to  look  
interes@ng  from  a  market  size  perspec@ve.
LUMApartners
In  2013,  eMarketer  increased  its  2016  forecast  about  10%,  since  the  
market  was  growing  faster  than  expected.  
LUMApartners
But  in  2014,  the  programma@c  market  exploded.  Growth  increased  
drama@cally  and  eMarketer  significantly  increased  its  2016  es@mates  to  
$12  billion  –  now  a  market  with  the  scale  to  aVract  the  interest  of  the  
large  sofware  companies.  2014  was  the  inflec@on  year  for  
programma@c.
LUMApartners
Programma@c  capabili@es  are  now  a  necessity  in  digital  adver@sing,  
with  total  programma@c  spend  in  2015  expected  to  represent  more  
than  50%  of  total  overall  display  spend.
LUMApartners
While  some  are  building  in-­‐house,  programma@c  capabili@es  are  largely  
being  acquired  through  M&A,  with  a  significant  increase  in  transac@ons  
over  the  last  year.
LUMApartners
Investors  value  companies  based  on  growth,  opera@ng  leverage  and  
predictability  of  revenues.  SaaS  sofware  companies  in  general  have  these  
aVributes.  Contrast  that  with  tradi@onal  media  models,  which  are  
showing  slower  growth,  low  gross  margins  and  I/O-­‐based  contracts.    
These  differences  are  reflected  by  a  wide  disparity  in  valua@on  mul@ples.
LUMApartners
Programma@c  businesses  are  also  showing  high  growth  and  sofware  
gross  margins.  While  these  businesses  may  not  have  contractual  
recurring  revenues,  they  have  de-­‐facto  predictable  revenues  since  they  
have  evergreen  budgets.      
LUMApartners
LUMApartners
Mobile  devices  are  ubiquitous  and  people  glued  to  their  phones  
throughout  the  day  account  for  more  than  half  of  all  internet  traffic.
LUMApartners
Yet,  mobile  ad  spend  has  not  kept  pace  with  @me  spent,  as  the  
adver@sing  experience  has  not  been  op@mized  for  the  device  form  
factor.
LUMApartners
The  mobile  ad  experience  has  room  for  improvement,  and  companies  
are  turning  to  deeplinking  to  address  this  issue.  However,  that  solu@on  
is  nowhere  near  pervasive.
LUMApartners
Mobile  adver@sing  can  help  streamline  the  tradi@onal  consumer  
purchase  funnel.
LUMApartners
In  addi@on  to  deeplinking,  new  features,  like  a  “buy  now”  buVon  with  
one-­‐click  checkout  can  shorten  the  path  to  purchase.
LUMApartners
Frequency  capping  is  another  cause  of  the  subop@mal  user  experience.  
As  a  result,  consumers  receive  an  overload  of  ads  for  the  same  product,  
even  when  it  is  already  installed  on  the  phone…  
LUMApartners
While  the  mobile  adver@sing  market  has  achieved  scale  and  con@nues  
to  exhibit  strong  growth,  it  remains  concentrated  with  Google  and  
Facebook  represen@ng  more  than  half  of  mobile  ad  revenue  (and  
Facebook  exhibi@ng  tremendous  momentum).
LUMApartners
The  walled  gardens  are  no  surprise,  given  Facebook  and  Google’s  
tremendous  first  party  data  assets  and  reach,  which  enable  them  to  
more  effec@vely  target  consumers  and  deliver  higher  ROI  to  
adver@sers…
LUMApartners
...and  they  are  extending  this  advantage  across  third  party  apps  and  
sites  to  further  their  dominance  with  the  addi@onal  benefit  of  not  
degrading  their  O&O  proper@es  with  more  ads.
LUMApartners
Mobile  devices  have  the  poten@al  to  bridge  the  gap  between  the  
physical  and  digital  worlds...
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...and  leverage  contextual  informa@on  to  personalize  marke@ng  
messages  and  facilitate  welcome  interac@ons.
LUMApartners
However,  adver@sers  need  to  be  aware  of  a  consumer’s  state  of  mind  
and  take  ac@on  accordingly,  so  that  messages  are  really  facilita@ve,  
rather  than  interrup@ve  /  annoying.  
  
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Payments  represent  a  final  piece  of  the  puzzle,  in  that  they  can  help  
solve  aVribu@on  and  close  the  loop  for  marketers.  Payments  solu@ons  
integrated  into  mobile  devices  provide  incremental  data  for  
personaliza@on  and  create  addi@onal  opportuni@es  for  marketers  to    
re-­‐engage  with  consumers.
LUMApartners
LUMApartners
If  you  were  to  draw  up  a  fully  integrated  adver@sing  plaWorm  for  
enterprises,  it  would  look  something  like  this  –  integrated  planning,  
execu@on  and  aVribu@on  with  common  data  and  campaign  
management,  and  a  feedback  loop  to  the  planning  sofware  to    
adjust  /  op@mize  spend.
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The  reality  is  different.  Execu@on  of  marke@ng  campaigns  –  especially  
media  campaigns  –  are  typically  performed  outside  the  enterprise.  Digital  
agencies  running  digital  programs,  media  agencies  execu@ng  TV  buys,  and  
many  other  specialized  networks  for  other  channels.  And  each  en@ty  is  
planning  and  measuring  its  campaigns  /  channel  independently.
LUMApartners
But  there  is  an  “enterprise  stack”  emerging.  A  planning  solu@on  to  allocate  
the  spend,  a  DMP  to  manage  anonymous  data,  a  CRM  to  manage  customer  
data  and  an  aVribu@on  system  to  measure  results.  With  more  robust  SaaS  
offerings,  integra@on  will  increase  within  these  stacks  and  with  partners’  
systems.  “Big  data”  enables  the  real-­‐@me  analysis  for  op@miza@on.
LUMApartners
The  unifying  element  between  Ad  Tech  and  MarTech  is  data-­‐driven  
marke@ng.  Recently  there  have  been  a  number  of  strategic  acquisi@ons  by  
large  sofware  and  media  companies  of  data-­‐centric  capabili@es  –  DMPs,  
online-­‐offline  data  and  aVribu@on,  which  also  represent  “Enterprise  
Stack”  capabili@es.    
LUMApartners
DMPs  have  emerged  as  the  system  used  to  integrate  adver@sing  channels  
by  centralizing  anonymous  audience  data.  CRM  systems  have  long  been  
used  to  coordinate  marke@ng  ac@vi@es  to  known  customers.  Consumer  
companies  have  a  big  advantage  in  linking  adver@sing  and  marke@ng  
func@ons  due  to  having  logged-­‐in  customers  with  both  data  sets.        
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Companies  that  are  not  in  the  consumer  internet  space  compete  with  
email,  which  remains  the  highest  ROI  marke@ng  channel.  Now,  email  –  the  
actual  email  address  or  hash  –  has  also  become  the  “connec@ve  @ssue”  for  
marke@ng.  It  is  being  used  very  effec@vely  for  targe@ng  and  aVribu@on,  as  
well  as  linking  “marke@ng”  and  “adver@sing.”
LUMApartners
E-­‐commerce  is  actually  one  segment  where  the  Digital  Adver@sing  “Dream”  
is  becoming  a  reality.  E-­‐commerce  is  unique  in  that  digital  adver@sing  is  
more  closely  coupled  with  the  actual  sale.  Addi@onally,  personaliza@on  is  
becoming  much  more  cri@cal  to  its  success.  Therefore,  @ghter  integra@on  of  
execu@on  channels  with  a  common  personaliza@on  “hub”  is  required.
LUMApartners
While  DMPs  are  excellent  for  segment-­‐based  analysis  /  execu@on,  though  
they  typically  don’t  enable  1:1  targe@ng  necessary  for  e-­‐commerce.  Where  
1:1  personaliza@on  is  necessary,  we  see  predic@ve  marke@ng  plaWorms  
emerging  as  the  core  data  management  and  personaliza@on  system  to  
coordinate  interac@ons  with  consumers  across  various  channels.
LUMApartners
LUMApartners
Device  matching  has  become  a  marke@ng  impera@ve  as  marketers  aim  to  
provide  consistent  experiences  to  consumers  across  all  devices.  
Companies  that  have  perfect  knowledge  of  the  consumer  have  a  clear  
advantage  to  deliver  a  cross-­‐screen  experience.  Firms  without  logged-­‐in  
consumers  use  matching  techniques  to  deliver  cross-­‐screen  capabili@es.
LUMApartners
Cross-­‐device  has  become  a  marke@ng  impera@ve  due  to  the  shif  in  
paradigm.  Five  years  ago  there  was  one  device  shared  by  mul@ple  users.  
Today,  we  live  in  a  world  where  each  user  has  mul@ple  devices.  
LUMApartners
But  it  isn’t  just  about  linking  devices.  It  is  about  coordina@ng  ac@vi@es  
across  all  consumer  touch  points,  online  and  offline.
LUMApartners
We  typically  talk  about  adver@sing  and  marke@ng  in  siloed  
technologies,  such  as  targeted  TV,  cross-­‐device  and  linking  online    
and  offline  data.
LUMApartners
But  the  reality  is  that  all  of  these  point  applica@ons  are  part  of  one  
major  uber-­‐trend:  iden@ty.  While  2014  was  the  inflec@on  point  for  
“programma@c,”  we  believe  that  “iden@ty”  will  be  a  key  focus  area  for  
marke@ng  in  2015  and  beyond.
LUMApartners
Recently  we  have  seen  a  number  of  companies  make  moves  to  improve  
their  iden@ty  capabili@es.  Facebook  has  long  focused  on  people-­‐based  
marke@ng.  Acxiom  acquired  LiveRamp  to  add  online  to  offline  capabili@es.  
Oracle  acquired  Datalogix,  and  then  subsequently  announced  the  Oracle  
ID  Graph  to  connect  iden@ty  across  marke@ng  channels.
LUMApartners
Addi@onally,  while  Verizon  did  not  acquire  Aol  with  “iden@ty”  as  a  
strategic  ra@onale,  it  will  be  very  interes@ng  to  watch  how  Verizon  and  
Aol  integrate  their  capabili@es  since  Verizon  does  have  the  mobile  data  
that  can  @e  iden@ty  across  devices.
LUMApartners
LUMApartners
Last  year,  LUMA  created  a  report  @tled  “The  Future  of  (Digital)  TV",  
which  explores  the  convergence  of  tradi@onal  TV  and  digital  video.  This  
in-­‐depth  analysis  can  be  found  on  our  website  (lumapartners.com/
presenta@ons)  and…
LUMApartners
In  fact,  the  deck  has  been  viewed  over  400,000  @mes,  and  with  great  
qualita@ve  feedback.
LUMApartners
Digital  video  is  enjoying  a  surge  in  marke@ng  spend  as  marketers  
allocate  more  money  into  premium  content  which  is  very  limited  in  
supply  but  high  in  demand.  Digital  video  is  also  increasingly  being  bought  
and  sold  programma@cally.  The  programma@c  video  market  is  expected  
to  grow  at  a  compounded  annual  growth  rate  of  172%  from  2013-­‐2016.
LUMApartners
Although  the  digital  video  market  is  growing  at  a  staggering  rate,  it  
pales  in  comparison  to  the  TV  market,  which  is  expected  to  surpass  $70  
billion  this  year.  The  world’s  major  marketers  reserve  most  of  their  
adver@sing  budgets  to  TV,  which  is  the  largest  and  most  preferred  
channel  for  brand  adver@sing.
LUMApartners
However,  the  outlook  for  the  TV  market  seems  challenging.  Upfronts,  
which  are  ofen  used  to  gauge  the  health  of  the  market,  have  shown  
weak  interest  from  TV’s  major  adver@sers  over  the  past  few  years.  
Consumers  are  watching  content  on  mul@ple  screens  and  marketers  are  
adjus@ng  their  adver@sing  spend  accordingly.
LUMApartners
Last  year  AOL  held  its  first  Programma@c  Upfront  event.  What  was  most  
impressive  about  the  event  was  not  what  was  said,  but  rather  who  was  
in  the  crowd.  AOL  was  able  to  aVract  some  of  the  largest  media  buyers  
to  an  event  that  promoted  capabili@es  that  didn’t  yet  exist.
LUMApartners
Tradi@onally  during  Upfronts  season,  TV  networks  pitch  programming  
to  marketers  that  featured  great  plots,  casts,  and  high  produc@on  
quality.  Meanwhile,  digital  companies  sold  marketers  on  their    
data-­‐driven  approach  to  targe@ng  and  adver@sing.  The  opposing  sides  
played  to  their  strengths…
LUMApartners
But  in  2015,  the  selling  points  have  reversed.  TV  networks  are  introducing  
new  data  products  afer  feeling  pressure  from  marketers  to  provide  more  
granular  targe@ng.  Digital  companies  are  selling  marketers  high  quality  
content  that  they  feel  deserve  premium  dollars  because  of  their  coveted  
audiences  and  engaging  content.
LUMApartners
To  sa@sfy  their  adver@sers’  needs,  TV  networks  are  offering  data  
products  with  similar  capabili@es  to  digital  adver@sing.  NBCUniversal,  
for  example,  is  combining  Comcast’s  subscriber  data  with  Experian  and  
Acxiom’s  credit  card  data  to  help  adver@sers  like  Chobani  target    
yogurt-­‐buying  consumers.
LUMApartners
Digital  companies,  on  the  other  hand,  are  increasing  their  investments  
in  original  content.  Ever  since  the  success  of  NeWlix’s  House  of  Cards  
series,  other  leading  digital  companies  have  produced  premium  content  
of  their  own  to  keep  consumers  on  their  proper@es  longer  and  aVract  
major  adver@sers.
LUMApartners
The  percep@on  of  addressable  TV  is  that  there  are  only  two  sides  of  the  
coin,  linear  and  programma@c  TV.  The  reality,  however,  is  that  there  
are  mul@ple  node  points  in  between  the  two  offerings  that  each  have  
their  own  unique  capabili@es  and  challenges.
LUMApartners
Alterna@ves  to  TV  are  growing  quickly.  OTT  (Over-­‐the-­‐Top),  offers  
consumers  programming  they  want  to  watch,  with  more  flexibility  and  
far  less  money.
LUMApartners
Programma@c  video  is  a  fast  growing  market,  but  the  most  lucra@ve  
opportunity  is  the  en@re  TV  and  video  market.  The  companies  that  offer  
solu@ons  to  the  challenges  and  needs  of  stakeholders  in  the  TV  and  
digital  video  ecosystems  will  be  the  ones  that  gain  the  most  from  the  
100%  opportunity.
LUMApartners
In  the  TV  ecosystem,  there  are  many  types  of  stakeholders  with  
different  needs.  Marketers  desire  premium  content  to  exist  alongside  
their  messaging.  Agencies  seek  more  efficient  planning  and  workflow  
capabili@es.  MVPDs  want  solu@ons  that  enhance  the  customer  
experience.  Networks  seek  tools  that  increase  their  revenue.
LUMApartners
At  LUMA,  we  are  firm  believers  in  the  convergence  of  tradi@onal  and  
digital  video.  A  key  to  this  convergence  will  be  M&A.  Both  sides  of  the  
ecosystem  will  bring  their  strengths.  Addi@onally,  integrated  ad  buying  
workflows  will  unite  TV  and  digital  ad  buying.
LUMApartners
This  consolida@on  is  already  occurring  with  over  30  scaled  transac@ons  
in  the  past  two  years.
LUMApartners
The  buyers  have  come  from  a  variety  of  sectors:  consumer  internet,  
sofware,  media,  telecom.  We  expect  both  the  pace  and  diversity  of  
transac@ons  to  con@nue  as  the  tradi@onal  and  digital  video  sectors  
con@nue  to  merge.
LUMApartners
LUMApartners

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LUMA's State of the State 2015 at DMS 15

  • 1. LUMApartners LUMA  Partners  presents  our  annual  State  of  the  State  in  Digital  Media   which  covers  our  views  on  the  industry  trends,  the  market,  and  the   future  of  the  ecosystem  with  a  specific  focus  on  digital  media  and   marke@ng.  We  hope  you  enjoy  it.  Because  this  was  our  7th  (or  007th)   DMS,  we  went  with  a  James  Bond  theme.
  • 2. LUMApartners Meet the Senior LUMA Team Terry  Kawaja Brian  Andersen Mark  Greenbaum Dick  Filippini Founder  and  CEO Partner Partner Partner Terry  leads  strategy,  banking,   marke3ng  and  content  for   LUMA. He’s  also  head  comedy  writer. Brian  is  LUMA’s  marke3ng   technology  guru. He  excels  at  coaching  both   liCle  league  and  big  clients. Mark  runs  M&A  strategy  and   execu3on  for  LUMA. He’s  never  met  a  term  sheet   he  couldn’t  improve. Dick  leads  LUMA’s  mobile  and   gaming  banking  coverage. You  can  find  him  holding   court  every  February  in   Barcelona. terry@lumapartners.com brian@lumapartners.com mark@lumapartners.com dick@lumapartners.com
  • 5. LUMApartners Last  year’s  meta  theme  that  the  consumer  is  in  control  more  than  ever   s@ll  applies  today  and  will  con@nue  in  the  future.  There  are  really  only   two  principals  –  the  marketer  and  the  publisher  –  every  other  party  is  a   middleman.  We  believe  that  there  is  a  newly  empowered  principal,  the   consumer,  whose  ac@ons  will  dictate  how  the  industry  evolves.
  • 6. LUMApartners The  over-­‐arching  theme  that  is  front  and  center  this  year  is  the  debate   around  “Open”  versus  “Closed”  and  how  it  relates  to  the  overall  digital   media  ecosystem.
  • 7. LUMApartners The  two  domina@ng  players,  Facebook  and  Google,  con@nue  to  baVle  it   out  via  “closed”  plaWorms  in  hopes  of  increasing  their  market  share…
  • 8. LUMApartners Meanwhile,  the  ecosystem  is  looking  for  alterna@ves  to  “closed”   systems…
  • 10. LUMApartners In  March  2015,  LUMA  introduced  the  first  of  our  Digital  Brief  series,   called  “The  Good,  The  Bad,  and  The  Ugly”,  which  outlined  the  current   state  of  the  digital  adver@sing  ecosystem.
  • 11. LUMApartners First,  the  Bad.  While  the  industry  is  working  to  sort  out  fraud,   viewability  and  privacy  concerns,  we  believe  there  is  a  more   fundamental  issue  at  stake:  fragmenta@on  and  the  supply  /  demand   imbalance.  There  are  over  2,500  companies  across  the  LUMAscapes,  yet   there  are  only  200  strategic  buyers.
  • 12. LUMApartners Next,  the  Ugly.  The  supply  imbalance  is  worse  than  it  looks.  In  LUMA’s   internal  coverage  priori@za@on,  we  focus  our  @me  on  the  50  most  ac@ve   strategic  buyers.  On  the  supply  side,  we  counted  only  150  companies  that   we  think  have  a  shot  at  an  exit  of  $100  million  or  more.  The  conclusion  is   that  there  will  be  blood  as  we  realize  on  what  could  be  a  90%  failure  rate.
  • 13. LUMApartners What’s  the  Good  news  you  ask?  For  one,  the  digital  ad  market  has   never  looked  stronger.  The  total  ad  spend  market  is  growing  and  spend   con@nues  to  shif  to  digital,  which  is  growing  at  a  compounded  annual   growth  rate  of  35%  to  2016.
  • 14. LUMApartners Non-­‐search  digital  is  growing  even  faster  with  a  53%  compounded   annual  growth  rate  through  2016,  and  programma@c  is  off  the  charts   with  over  200%  growth.  It  is  this  con@nued  shif  to  digital  and   programma@c  business  models  that  are  aVrac@ng  new  strategic  buyers.
  • 15. LUMApartners This  next  point  comes  with  a  warning.  Any  investment  banker  calling  for   more  M&A  is  akin  to  when  you’re  a  hammer,  everything  looks  like  a   nail.
  • 16. LUMApartners However,  what  was  once  a  small  category  of  interested  par@es  has   grown  into  a  robust  pool  of  strategic  buyers.  Deep  pocketed  companies   from  many  different  industries  have  a  need  for  “right  @me  decisioning   of  consumer  data”.  The  companies  that  have  best  perfected  these   capabili@es  are  in  the  Ad  Tech  and  MarTech  sector.  
  • 17. LUMApartners Well  beyond  the  usual  suspects,  we  are  seeing  interest  from  new   entrants,  including  CRM,  Consumer  Internet,  Commerce,  Telco,  Tech   Services  and  Data.  This  is  a  phenomena  that  is  sure  to  create  quality   exit  opportuni@es  for  differen@ated  startups.  What  beVer  of  an  example   is  this  than  Verizon’s  recent  acquisi@on  of  AOL?  
  • 19. LUMApartners We'd  like  to  start  off  with  how  we  define  the  Digital  Media  industry.  We   look  at  it  as  the  intersec@on  of  Media,  Marke@ng,  and  Technology.  LUMA   exclusively  focuses  on  the  sectors  of  Digital  Content,  Ad  Tech  and   MarTech,  which  when  seen  through  the  lens  of  mobile,  is  in  so  many   ways  the  catalyst  that  is  accelera@ng  and  enabling  disrup@ve  change.    
  • 20. LUMApartners And  change  is  occurring  .  .  .  Over  the  past  few  years,  we  have  seen  M&A   ac@vity  increase  significantly  across  almost  all  of  the  LUMAscapes.
  • 21. LUMApartners With  an  increasingly  broad  set  of  strategic  buyers  across  various  sectors   illustrated  on  the  Strategic  Buyer  LUMAscape.
  • 22. LUMApartners We  have  seen  plenty  of  ac@vity  from  each  of  the  four  buyer  categories,   as  well  as  an  increasing  number  of  companies  moving  from  the  outer   rings  of  poten@al  buyers  to  the  inner  circles  of  ac@ve  buyers.
  • 23. LUMApartners In  the  public  markets  –  last  year  saw  a  number  of  strong  digital  IPOs.
  • 24. LUMApartners Post  IPO  trading  performance  has  been  mixed.  While  the  public  markets   may  not  en@rely  understand  or  know  how  to  value  Ad  Tech  business   models,  it  has  become  clear  that  technology-­‐driven,  programma@c   business  models  are  being  rewarded  with  premium  valua@ons  over   tradi@onal  media  models.  
  • 25. LUMApartners Media  companies  have  taken  no@ce,  with  a  number  making  moves  to   add  programma@c  capabili@es  –  either  organically  or  through   acquisi@on  (with  LUMA  ofen  advising  on  the  laVer).
  • 26. LUMApartners Further  evidence  of  the  market  rewarding  strong,  technology-­‐based   business  models,  we’ve  seen  the  Marke@ng  SaaS  entrants  trading  very   strongly  vs.  IPO  prices…  or  in  many  cases  being  acquired  at  strategic   valua@on  mul@ples.
  • 27. LUMApartners It  is  also  worth  commen@ng  on  the  very  ac@ve  market  for     private-­‐company  financings.  In  the  last  year  we  have  seen  over  20   companies  raise  rounds  in  excess  of  $20  million;  and  a  number   achieving  valua@ons  in  excess  of  $1  billion  –  introducing  the   “LUMAcorns”:  AppNexus,  Sprinklr,  and  Domo!  
  • 31. LUMApartners In  2012,  eMarketer  forecast  the  programma@c  market  to  be  $2  billion,   growing  to  $7  billion  in  2016.  So  the  market  was  star@ng  to  look   interes@ng  from  a  market  size  perspec@ve.
  • 32. LUMApartners In  2013,  eMarketer  increased  its  2016  forecast  about  10%,  since  the   market  was  growing  faster  than  expected.  
  • 33. LUMApartners But  in  2014,  the  programma@c  market  exploded.  Growth  increased   drama@cally  and  eMarketer  significantly  increased  its  2016  es@mates  to   $12  billion  –  now  a  market  with  the  scale  to  aVract  the  interest  of  the   large  sofware  companies.  2014  was  the  inflec@on  year  for   programma@c.
  • 34. LUMApartners Programma@c  capabili@es  are  now  a  necessity  in  digital  adver@sing,   with  total  programma@c  spend  in  2015  expected  to  represent  more   than  50%  of  total  overall  display  spend.
  • 35. LUMApartners While  some  are  building  in-­‐house,  programma@c  capabili@es  are  largely   being  acquired  through  M&A,  with  a  significant  increase  in  transac@ons   over  the  last  year.
  • 36. LUMApartners Investors  value  companies  based  on  growth,  opera@ng  leverage  and   predictability  of  revenues.  SaaS  sofware  companies  in  general  have  these   aVributes.  Contrast  that  with  tradi@onal  media  models,  which  are   showing  slower  growth,  low  gross  margins  and  I/O-­‐based  contracts.     These  differences  are  reflected  by  a  wide  disparity  in  valua@on  mul@ples.
  • 37. LUMApartners Programma@c  businesses  are  also  showing  high  growth  and  sofware   gross  margins.  While  these  businesses  may  not  have  contractual   recurring  revenues,  they  have  de-­‐facto  predictable  revenues  since  they   have  evergreen  budgets.      
  • 39. LUMApartners Mobile  devices  are  ubiquitous  and  people  glued  to  their  phones   throughout  the  day  account  for  more  than  half  of  all  internet  traffic.
  • 40. LUMApartners Yet,  mobile  ad  spend  has  not  kept  pace  with  @me  spent,  as  the   adver@sing  experience  has  not  been  op@mized  for  the  device  form   factor.
  • 41. LUMApartners The  mobile  ad  experience  has  room  for  improvement,  and  companies   are  turning  to  deeplinking  to  address  this  issue.  However,  that  solu@on   is  nowhere  near  pervasive.
  • 42. LUMApartners Mobile  adver@sing  can  help  streamline  the  tradi@onal  consumer   purchase  funnel.
  • 43. LUMApartners In  addi@on  to  deeplinking,  new  features,  like  a  “buy  now”  buVon  with   one-­‐click  checkout  can  shorten  the  path  to  purchase.
  • 44. LUMApartners Frequency  capping  is  another  cause  of  the  subop@mal  user  experience.   As  a  result,  consumers  receive  an  overload  of  ads  for  the  same  product,   even  when  it  is  already  installed  on  the  phone…  
  • 45. LUMApartners While  the  mobile  adver@sing  market  has  achieved  scale  and  con@nues   to  exhibit  strong  growth,  it  remains  concentrated  with  Google  and   Facebook  represen@ng  more  than  half  of  mobile  ad  revenue  (and   Facebook  exhibi@ng  tremendous  momentum).
  • 46. LUMApartners The  walled  gardens  are  no  surprise,  given  Facebook  and  Google’s   tremendous  first  party  data  assets  and  reach,  which  enable  them  to   more  effec@vely  target  consumers  and  deliver  higher  ROI  to   adver@sers…
  • 47. LUMApartners ...and  they  are  extending  this  advantage  across  third  party  apps  and   sites  to  further  their  dominance  with  the  addi@onal  benefit  of  not   degrading  their  O&O  proper@es  with  more  ads.
  • 48. LUMApartners Mobile  devices  have  the  poten@al  to  bridge  the  gap  between  the   physical  and  digital  worlds...
  • 49. LUMApartners ...and  leverage  contextual  informa@on  to  personalize  marke@ng   messages  and  facilitate  welcome  interac@ons.
  • 50. LUMApartners However,  adver@sers  need  to  be  aware  of  a  consumer’s  state  of  mind   and  take  ac@on  accordingly,  so  that  messages  are  really  facilita@ve,   rather  than  interrup@ve  /  annoying.    
  • 51. LUMApartners Payments  represent  a  final  piece  of  the  puzzle,  in  that  they  can  help   solve  aVribu@on  and  close  the  loop  for  marketers.  Payments  solu@ons   integrated  into  mobile  devices  provide  incremental  data  for   personaliza@on  and  create  addi@onal  opportuni@es  for  marketers  to     re-­‐engage  with  consumers.
  • 53. LUMApartners If  you  were  to  draw  up  a  fully  integrated  adver@sing  plaWorm  for   enterprises,  it  would  look  something  like  this  –  integrated  planning,   execu@on  and  aVribu@on  with  common  data  and  campaign   management,  and  a  feedback  loop  to  the  planning  sofware  to     adjust  /  op@mize  spend.
  • 54. LUMApartners The  reality  is  different.  Execu@on  of  marke@ng  campaigns  –  especially   media  campaigns  –  are  typically  performed  outside  the  enterprise.  Digital   agencies  running  digital  programs,  media  agencies  execu@ng  TV  buys,  and   many  other  specialized  networks  for  other  channels.  And  each  en@ty  is   planning  and  measuring  its  campaigns  /  channel  independently.
  • 55. LUMApartners But  there  is  an  “enterprise  stack”  emerging.  A  planning  solu@on  to  allocate   the  spend,  a  DMP  to  manage  anonymous  data,  a  CRM  to  manage  customer   data  and  an  aVribu@on  system  to  measure  results.  With  more  robust  SaaS   offerings,  integra@on  will  increase  within  these  stacks  and  with  partners’   systems.  “Big  data”  enables  the  real-­‐@me  analysis  for  op@miza@on.
  • 56. LUMApartners The  unifying  element  between  Ad  Tech  and  MarTech  is  data-­‐driven   marke@ng.  Recently  there  have  been  a  number  of  strategic  acquisi@ons  by   large  sofware  and  media  companies  of  data-­‐centric  capabili@es  –  DMPs,   online-­‐offline  data  and  aVribu@on,  which  also  represent  “Enterprise   Stack”  capabili@es.    
  • 57. LUMApartners DMPs  have  emerged  as  the  system  used  to  integrate  adver@sing  channels   by  centralizing  anonymous  audience  data.  CRM  systems  have  long  been   used  to  coordinate  marke@ng  ac@vi@es  to  known  customers.  Consumer   companies  have  a  big  advantage  in  linking  adver@sing  and  marke@ng   func@ons  due  to  having  logged-­‐in  customers  with  both  data  sets.        
  • 58. LUMApartners Companies  that  are  not  in  the  consumer  internet  space  compete  with   email,  which  remains  the  highest  ROI  marke@ng  channel.  Now,  email  –  the   actual  email  address  or  hash  –  has  also  become  the  “connec@ve  @ssue”  for   marke@ng.  It  is  being  used  very  effec@vely  for  targe@ng  and  aVribu@on,  as   well  as  linking  “marke@ng”  and  “adver@sing.”
  • 59. LUMApartners E-­‐commerce  is  actually  one  segment  where  the  Digital  Adver@sing  “Dream”   is  becoming  a  reality.  E-­‐commerce  is  unique  in  that  digital  adver@sing  is   more  closely  coupled  with  the  actual  sale.  Addi@onally,  personaliza@on  is   becoming  much  more  cri@cal  to  its  success.  Therefore,  @ghter  integra@on  of   execu@on  channels  with  a  common  personaliza@on  “hub”  is  required.
  • 60. LUMApartners While  DMPs  are  excellent  for  segment-­‐based  analysis  /  execu@on,  though   they  typically  don’t  enable  1:1  targe@ng  necessary  for  e-­‐commerce.  Where   1:1  personaliza@on  is  necessary,  we  see  predic@ve  marke@ng  plaWorms   emerging  as  the  core  data  management  and  personaliza@on  system  to   coordinate  interac@ons  with  consumers  across  various  channels.
  • 62. LUMApartners Device  matching  has  become  a  marke@ng  impera@ve  as  marketers  aim  to   provide  consistent  experiences  to  consumers  across  all  devices.   Companies  that  have  perfect  knowledge  of  the  consumer  have  a  clear   advantage  to  deliver  a  cross-­‐screen  experience.  Firms  without  logged-­‐in   consumers  use  matching  techniques  to  deliver  cross-­‐screen  capabili@es.
  • 63. LUMApartners Cross-­‐device  has  become  a  marke@ng  impera@ve  due  to  the  shif  in   paradigm.  Five  years  ago  there  was  one  device  shared  by  mul@ple  users.   Today,  we  live  in  a  world  where  each  user  has  mul@ple  devices.  
  • 64. LUMApartners But  it  isn’t  just  about  linking  devices.  It  is  about  coordina@ng  ac@vi@es   across  all  consumer  touch  points,  online  and  offline.
  • 65. LUMApartners We  typically  talk  about  adver@sing  and  marke@ng  in  siloed   technologies,  such  as  targeted  TV,  cross-­‐device  and  linking  online     and  offline  data.
  • 66. LUMApartners But  the  reality  is  that  all  of  these  point  applica@ons  are  part  of  one   major  uber-­‐trend:  iden@ty.  While  2014  was  the  inflec@on  point  for   “programma@c,”  we  believe  that  “iden@ty”  will  be  a  key  focus  area  for   marke@ng  in  2015  and  beyond.
  • 67. LUMApartners Recently  we  have  seen  a  number  of  companies  make  moves  to  improve   their  iden@ty  capabili@es.  Facebook  has  long  focused  on  people-­‐based   marke@ng.  Acxiom  acquired  LiveRamp  to  add  online  to  offline  capabili@es.   Oracle  acquired  Datalogix,  and  then  subsequently  announced  the  Oracle   ID  Graph  to  connect  iden@ty  across  marke@ng  channels.
  • 68. LUMApartners Addi@onally,  while  Verizon  did  not  acquire  Aol  with  “iden@ty”  as  a   strategic  ra@onale,  it  will  be  very  interes@ng  to  watch  how  Verizon  and   Aol  integrate  their  capabili@es  since  Verizon  does  have  the  mobile  data   that  can  @e  iden@ty  across  devices.
  • 70. LUMApartners Last  year,  LUMA  created  a  report  @tled  “The  Future  of  (Digital)  TV",   which  explores  the  convergence  of  tradi@onal  TV  and  digital  video.  This   in-­‐depth  analysis  can  be  found  on  our  website  (lumapartners.com/ presenta@ons)  and…
  • 71. LUMApartners In  fact,  the  deck  has  been  viewed  over  400,000  @mes,  and  with  great   qualita@ve  feedback.
  • 72. LUMApartners Digital  video  is  enjoying  a  surge  in  marke@ng  spend  as  marketers   allocate  more  money  into  premium  content  which  is  very  limited  in   supply  but  high  in  demand.  Digital  video  is  also  increasingly  being  bought   and  sold  programma@cally.  The  programma@c  video  market  is  expected   to  grow  at  a  compounded  annual  growth  rate  of  172%  from  2013-­‐2016.
  • 73. LUMApartners Although  the  digital  video  market  is  growing  at  a  staggering  rate,  it   pales  in  comparison  to  the  TV  market,  which  is  expected  to  surpass  $70   billion  this  year.  The  world’s  major  marketers  reserve  most  of  their   adver@sing  budgets  to  TV,  which  is  the  largest  and  most  preferred   channel  for  brand  adver@sing.
  • 74. LUMApartners However,  the  outlook  for  the  TV  market  seems  challenging.  Upfronts,   which  are  ofen  used  to  gauge  the  health  of  the  market,  have  shown   weak  interest  from  TV’s  major  adver@sers  over  the  past  few  years.   Consumers  are  watching  content  on  mul@ple  screens  and  marketers  are   adjus@ng  their  adver@sing  spend  accordingly.
  • 75. LUMApartners Last  year  AOL  held  its  first  Programma@c  Upfront  event.  What  was  most   impressive  about  the  event  was  not  what  was  said,  but  rather  who  was   in  the  crowd.  AOL  was  able  to  aVract  some  of  the  largest  media  buyers   to  an  event  that  promoted  capabili@es  that  didn’t  yet  exist.
  • 76. LUMApartners Tradi@onally  during  Upfronts  season,  TV  networks  pitch  programming   to  marketers  that  featured  great  plots,  casts,  and  high  produc@on   quality.  Meanwhile,  digital  companies  sold  marketers  on  their     data-­‐driven  approach  to  targe@ng  and  adver@sing.  The  opposing  sides   played  to  their  strengths…
  • 77. LUMApartners But  in  2015,  the  selling  points  have  reversed.  TV  networks  are  introducing   new  data  products  afer  feeling  pressure  from  marketers  to  provide  more   granular  targe@ng.  Digital  companies  are  selling  marketers  high  quality   content  that  they  feel  deserve  premium  dollars  because  of  their  coveted   audiences  and  engaging  content.
  • 78. LUMApartners To  sa@sfy  their  adver@sers’  needs,  TV  networks  are  offering  data   products  with  similar  capabili@es  to  digital  adver@sing.  NBCUniversal,   for  example,  is  combining  Comcast’s  subscriber  data  with  Experian  and   Acxiom’s  credit  card  data  to  help  adver@sers  like  Chobani  target     yogurt-­‐buying  consumers.
  • 79. LUMApartners Digital  companies,  on  the  other  hand,  are  increasing  their  investments   in  original  content.  Ever  since  the  success  of  NeWlix’s  House  of  Cards   series,  other  leading  digital  companies  have  produced  premium  content   of  their  own  to  keep  consumers  on  their  proper@es  longer  and  aVract   major  adver@sers.
  • 80. LUMApartners The  percep@on  of  addressable  TV  is  that  there  are  only  two  sides  of  the   coin,  linear  and  programma@c  TV.  The  reality,  however,  is  that  there   are  mul@ple  node  points  in  between  the  two  offerings  that  each  have   their  own  unique  capabili@es  and  challenges.
  • 81. LUMApartners Alterna@ves  to  TV  are  growing  quickly.  OTT  (Over-­‐the-­‐Top),  offers   consumers  programming  they  want  to  watch,  with  more  flexibility  and   far  less  money.
  • 82. LUMApartners Programma@c  video  is  a  fast  growing  market,  but  the  most  lucra@ve   opportunity  is  the  en@re  TV  and  video  market.  The  companies  that  offer   solu@ons  to  the  challenges  and  needs  of  stakeholders  in  the  TV  and   digital  video  ecosystems  will  be  the  ones  that  gain  the  most  from  the   100%  opportunity.
  • 83. LUMApartners In  the  TV  ecosystem,  there  are  many  types  of  stakeholders  with   different  needs.  Marketers  desire  premium  content  to  exist  alongside   their  messaging.  Agencies  seek  more  efficient  planning  and  workflow   capabili@es.  MVPDs  want  solu@ons  that  enhance  the  customer   experience.  Networks  seek  tools  that  increase  their  revenue.
  • 84. LUMApartners At  LUMA,  we  are  firm  believers  in  the  convergence  of  tradi@onal  and   digital  video.  A  key  to  this  convergence  will  be  M&A.  Both  sides  of  the   ecosystem  will  bring  their  strengths.  Addi@onally,  integrated  ad  buying   workflows  will  unite  TV  and  digital  ad  buying.
  • 85. LUMApartners This  consolida@on  is  already  occurring  with  over  30  scaled  transac@ons   in  the  past  two  years.
  • 86. LUMApartners The  buyers  have  come  from  a  variety  of  sectors:  consumer  internet,   sofware,  media,  telecom.  We  expect  both  the  pace  and  diversity  of   transac@ons  to  con@nue  as  the  tradi@onal  and  digital  video  sectors   con@nue  to  merge.