Sell-Side Advertising

A number of bloggers have been ruminating the future of advertising (most notably Fred Wilson, John Batelle, Seth Godin, and Adam Rifkin), mostly inspired by Ross Mayfield’s “Cost Per Influence” post from eons ago (think July – that’s, like, forever in the blogosphere). I thought it might be time to weigh in on their concept of “sell-side advertising” (closely related is Greg Linden’s discussion of “intent marketing“). The idea at the core of “sell-side advertising” is intriguing: what if advertising became less about companies and advertisers pushing out advertisements to people who didn’t care about what they’re selling, and more about allowing influencers to connect products with the people who actually want them?

From my understanding, the sell-side advertising concept is part Google AdSense and part Amazon Associates. On drugs. Batelle gives a good summary:

Instead of advertisers buying either PPC networks or specific publishers/sites, they simply release their ads to the net, perhaps on specified servers where they can easily be found, or on their own sites, and/or through seed buys on one or two exemplar sites. These ads are tagged with information supplied by the advertiser, for example, who they are attempting to reach, what kind of environments they want to be in (and environments they expressly forbid, like porn sites or affiliate sites), and how much money they are willing to spend on the ad.

It’s a great idea – let the publishers (such as bloggers) advertise to their circle of influence and get paid on performance (read: actual sales). No performance, no money! Like Amazon’s Associates, there’s little incentive for someone to create a page full of links without any value-add. Like Google AdWords, it levels the playing field, offering smaller advertisers the opportunity to reach their market without breaking the bank. Even better, it offers smaller advertisers a calculable ROI – it’s no longer a crap-shoot like it is with Google AdWords (after all, even with the best click-through rate in the industry, isn’t the click-through rate still abysmal?).

From the publisher’s point of view, this is also an especially appealing model. First and foremost, I believe the improved ability of such an advertising model to provide measurable results (in terms of actual dollars, not just “eyeballs”) would result in improved revenue for the publishers themselves – far better than per-click advertising. Heck, just compare how Amazon referral fees outweighed my author royalties!As an added bonus, such a model would put advertising control back in the hands of the publisher, thus avoiding the puzzle of Google Adwords that are totally unrelated to the content on the page.

As Seth points out, this model is already out there in the form of an offering from Commission Junction. I recall signing up for a Commission Junction account ages ago when I was exploring ways to boost my book sales – I believe Commission Junction was providing the affiliate program for Barnes & Noble. It was horrible. Bad user interface, and difficult to actually find the items I wanted to sell. Anyone know if it’s improved since last I tried it (early 2002)? Perhaps if they improved the interface and created plugins for blogging tools to streamline the process of adding affiliate links, they’d really have something.

That said, there are still some issues with such a system. For one thing, I think it’s safe to say that a large part of the blog world will be uncomfortable with the idea of the commercialization of the blogosphere. Scoble won’t even use affiliate links. And Canter (God bless him for trying stuff) probably would have been burned at the stake if he showed up at Bloggercon with his get-paid-to-blog schemes.

A shift to pure pay-for-performance advertising might have some interesting ramifications. As Hugh MacLeod loves to point out:

“But that’s always been the trouble with advertising. The money has always been in the dreck. Because the good stuff advertises itself.”

While I agree, I think the problem we’re currently facing is that there’s just too much good stuff. If the advertising market moves to a model where publishers only choose advertisements that interest their readers (if only to maintain their street cred and fend off accusations that they’re being a shill), some products’ advertisements will never see the light of day. After all, some products will never invite a religious following that will build buzz – those things are called commodities. Nobody cares enough about, for example, toothpaste to write about it (unless, of course, they screw up royally), much less participate in some Crest-sponsored affiliates program.

And that’s OK, because these products are overpriced anyway, given they have little true innovation to justify their price in light of their low input costs. But therein lies the paradox – as publishers shift towards the more lucrative world of pay-for-performance advertising, commodity producers will find it difficult to even buy themselves an audience. The question in my mind: will this drive up the price of old-world, pay-for-no-guarantee-of-performance advertisements to new heights, or will the dismal economics of these commodity products prevent them from being able to gain an audience at any price?

Beanies to Full Power!

There’s nothing like getting into a really good brainstorming session to get the mental juices flowing and the beanie propellers revving. I had a great little conversation with one of my favorite people, Andrew Jones, when I ran into him downtown today during lunch. Andrew’s one of these smart guys that always has a lot of ideas, a lot of information to draw upon, and a hoard of energy to back it all up.

We were talking about Andrew’s company, Zerendipity, which is working on a system for linking together entrepreneurs, experts, mentors, and venture capitalists in the BC area to help entrepreneurs find the people and resources they need to get started. It got me onto the topic of linking customers with companies and vice versa.

As I see it, companies are pretty clueless about their customers – this occurred to me while doing research for my business plan class. Try and find specific information about customers. Really specific information, beyond the broad brush strokes of age and income demographics, is hard to find, especially if you don’t yet have any customers. If you do have customers, you probably have some information about customers, but you’re not using it as well as you could be. Case in point: Safeway.

That's a whole lotta junk mail...Last year, I noticed the inordinate amount of bulk unaddressed mail I was getting to my apartment. I decided to collect the mail for a year, just to see who was sending what, how much, and how often. It was pretty shocking: by the end of the year I had 20 pounds of junk mail from businesses that I either had never shopped at, or never would shop at in the future. Lots of these companies had essentially wasted their advertising dollars, and produced no value. Beyond the usual small business mail, realtors’ “I just sold a house!” proclamations, the major bulk of the mail came in the form of newspaper flyers from a limited number of businesses. Safeway came away as the worst offender, mailing a newspaper flyer roughly once a month.

Looking at the mass of flyers, something occurred to me: my wife and I shop at Safeway religiously, and we use our Safeway Club Card on all our purchases. Hadn’t anyone at Safeway realized this, and thought, “Hey, if we look at who currently shops with us already, maybe we could avoid wasting money on customers we already have!” I guess not. If I were them, I’d cull the Safeway Club purchase transaction database, note purchasing patterns, and directly mail customized offers to existing customers or new customers. Though it would cost more on a per-mail basis, the overall campaign could be designed to cost the same by reducing the physical size of the flyer and the number of customers targeted. Not only would it be more environmentally responsible, it would also maximize the “bang for the buck” businesses receive from their advertising budget.

Similarly, companies don’t seem to be too smart about asking their customers for information on what they’d like. For example, try to suggest to Sony a feature you’d like on their next camcorder. Or give feedback on why you didn’t buy a product because of a design feature you didn’t like. Go ahead, I dare you. Even if you manage to find some way to contact the company and give feedback, I guarantee all of the value you could have added to the company’s next product has just been relegated to the electronic wastebasket.

Who will help these companies?