Media

Covid-19: The Trend That’s Shaping Search

The recent pandemic has shaken up the entire media landscape. Some channels are seeing spikes due to media consumption habits changing, while others are noting drops due to expected fluctuations in consumer spending.

Search, which serves as most people’s main access point to information, is at the forefront of the volatility. Here are the biggest takeaways from the article:

Search habits are changing due to the recent pandemic
- A mix of COVID-19-related fear and need for education has propelled these shifts
Paid search has been particularly susceptible to the volatility
- Industries such as healthcare, travel, online retail and CPG are seeing varying performance
Brands can adapt by implementing both near-term and long-term solutions
- Near-term: keyword selection, bidding and dayparting
- Long-term: content development and relevancy-based adjustments

Paid Search and the Current Climate

Paid search is a unique channel. It’s incredibly reactionary, often policing itself when consumer sentiment experiences sudden shifts. When the coronavirus-induced stock market volatility initially began, most search campaigns saw a drop-off in volume due to a) people searching for other, more important topics and b) fear-related hesitation. Consumers were unsure what the future would hold due to COVID-19, therefore they stopped entertaining the idea of certain purchases.

That threshold is different for each consumer, but it’s often tied to income. Those with more disposable income, savings and investments are better prepared to weather the storm. Those with less – living day to day, paycheck to paycheck – might not be as ready to take on such headwinds, understandably.

As more and more news emerged, more and more time was spent on coronavirus-based searches. Data from Google shows consumer interest ebbed and flowed with the arrival of additional news around COVID-19.

According to Google, coronavirus-related searches have grown 320% since January. Consumers want to know more about prevention, preparedness and fending off the boredom associated with being housebound for an extended period. It’s also seeped into the core of our mental well-being. As Google notes, “It’s often the last thing on people’s mind when they go to bed and the first thing on their mind when they wake up.” This is backed by search spikes around the pandemic corresponding daily with the typical wake/sleep timing for most U.S residents.

How Search has Changed

Search – at its very core – is education-based. Google is the quickest path to an answer. They’ve prided themselves over the last few years on shifting from providing millions of results to providing a single answer. Google’s Knowledge Graph and Featured Snippets are prime examples. At a time like this – when everyone is searching for answers to the same questions – overall search habits will inevitably change.

This mixture of shifting search trends combined with the uncertainty and fear associated with economic turmoil has led to some swift changes within the paid search landscape. It obviously varies (boom/bust) based on industry, but regardless of the product or service, one theme persists: volatility. Empower has seen clients relying on locations – healthcare, location-based retail, travel/tourism, etc. – hit hardest. Search volume for these clients – and more recently, conversion rates – have followed the ups and downs of the markets in near real-time.

On the other side, there are multiple sectors seeing spikes in the positive direction. CPG (household cleaning and canned goods specifically), online retail and STEM/education-based clients have seen growth. Products that can combat the virus or combat circumstantial effects associated with the virus – whether it be boredom, the need to entertain and educate homebound schoolchildren, etc. – have become the focal point of consumer spending and interest.

The Tipping Point for Paid Search

The week of March 16th was the most telling thus far for paid search. It began with heavy stock market turmoil. It ended with shelter-in mandates across New York, California, Illinois and Connecticut. As the situations worsened, paid search conversion rates for these sectors swiftly followed the downward trend. They started rough on Monday, then fell off more aggressively as the week progressed. Hardest hit were the previously noted bust industries. The shelter-in mandates drove an unavoidable, yet non-life-threatening consequence. They hand-cuffed any hope of a swift return to normalcy for most foot traffic dependent industries.

How Paid Search Can Adapt

For most brands, the upcoming weeks may be very lean times when ad budgets are pushed off (or cut altogether) due to the combination of a lack of volume and lower conversion rates. This may sound dire, but it can also be viewed as a time to refocus paid search efforts.

Table Stakes

Keyword Selection – Eying performance is first and foremost. Those hardest hit by this need to ensure active paid search keywords have been whittled down to drive efficiency via near-term initiatives.

Algorithmic Bidding – Algorithmic bidding within paid search can be an incredibly impactful tool, especially when predictive bidding based on historical performance can be trusted. But as of late, the volatility within search has been too extreme to expect an algorithm to make decisions at a keyword level. When daily keyword performance doesn’t align at all with past results, an algorithm dependent on interpreting keyword performance can’t be trusted.

As a fail-safe, paid search algorithms often have excluded dates that can be applied. This tactic eliminates data from specific timeframes when gauging keyword-based bidding decisions. In any other period, one could simply exclude the last few weeks, and go on from there. But forward-looking volatility still exists within search, so this tactic can’t be depended on.

Within paid search, a manual approach is the best route in the near term. Once performance rebounds and search habits return to normal, the dates most affected can be excluded and algorithmic bidding can be held accountable.

Dayparting – Limiting or expanding bids to take advantage of only the most profitable dayparts is a strategy deployed throughout the year via manual or script-based adjustments. Over the next few weeks, brands need to be even more extreme with their dayparts. Going dark during certain times in the day is not a bad thing – especially when the performance doesn’t dictate being live.

Negatives – Negatives can ensure your brand isn’t pulled into any ballooning, hysteria-bases searches. Negatives specific to coronavirus/COVID-19 and any news-related searches that have seen upticks recently should be implemented immediately (if not already).

Bigger Picture

Messaging – Helpfulness is the main goal. Brands need to demonstrate they’re here to help, not capitalize. Every single character within a paid text ad should be devoted to helpfulness and encouragement.

Relevancy/Quality Score – This timeframe may present the opportunity to slow things down and focus efforts on relevancy and quality score. If the idea of improving relevancy has been held back by a full-steam-ahead directive towards conversions (and those two approaches potentially being at odds) this may be a chance to re-tool and start fresh. Brands can come out of this ordeal with a renewed perspective and approach, designed to merge relevancy, efficiency and profitability via alignment across on-site content, text-based ad copy and keyword builds.

Content/Organic – A renewed reliance on organic content development should emerge from the pandemic. The idea that informing and educating consumers is still an incredibly vital part of the overall interaction. Brands should be rushing to create pieces that engage with consumers, especially brands that might not have many near-term sales in their future. Advertisers need to consider their long-term relationships with consumers. Being viewed as a thought leader could help strengthen a more enduring, long-term interaction that reignites as consumer sentiment rekindles.

Overall, advertisers and consumers both need to realize the pandemic will subside. It may seem never-ending now – while everyone is wading knee deep in it – but it can’t last forever. It will have indelible effects on the media landscape moving forward, though. Most of these changes will be for the better. Ones that will strengthen the bonds between consumers and the brands designed to serve them.

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Amazon Halting Delivery Of Non-Essential Items to its Warehouses Until April 5th

COVID-19 has affected almost every facet of daily life. Many day-to-day activities have slowed down or come to a halt, but not all activities have seen a hasty fall-off.

Many online, consumption-based activities have seen spikes. Unsurprisingly, Amazon has been at the epicenter of this activity boost. Amazon’s increased activity across the board stems from the obvious: folks are less inclined to be in public spaces during the pandemic. Google Trend shows general searches for “Amazon” have seen a rise as of the past few weeks. The peak is not nearly as high as Prime Day or Holiday timeframe in 2019, but if surges like this rear their heads during unexpected times, they can wreak havoc on even the best-run, most efficient supply chains.

In the wake of this, Amazon has relayed news detailing how they’re going to halt shipping of non-essentials to their fulfillment centers until April 5th. This is an attempt to meet demand for more important items, via Amazon:

“We are temporarily prioritizing household staples, medical supplies, and other high-demand products coming into our fulfillment centers so that we can more quickly receive, restock, and deliver these products to customers.”

What Does This Mean for Amazon and its Sellers?

This news is so fresh, that Amazon’s advertising arm is still gathering details at this point. Our asks into Amazon reps were understandably met with a hold tight, gathering details response. The central theme: Amazon has had difficulty meeting surging demand for all items. Therefore, they’re going to focus on the essential items people need, ensuring fulfillment center availability for only the most important products.

The one piece of preliminary information we were able to gather from Amazon regards inventory on-hand. Any inventory in a fulfillment center (FC) – or already in-transit – will still be sent to customers. Brands may be impacted due to a lack of new orders from Amazon regarding inventory replenishment during this time, though. Meaning brands with large quantities of inventory on-hand might see little to no affect. Amazon has also noted this should have very little effect on consumer deliveries, seeing it’s more focused on new purchase orders for their warehouses. If the ban is extended beyond the initial April 5th mandate though, it could have farther reaching effects.

This also would only affect sellers and vendors on Amazon that are Fulfillment by Amazon (FBA) – meaning Amazon stores their products in Amazon’s fulfillment center where they pick, pack, ship, and provide customer service for those same products.

What Does This Mean for Advertising via Amazon?

For Advertisers with large amounts of inventory on-hand within Amazon’s fulfillment centers, this may not affect them as readily as the headlines purport. The preliminary feedback from Amazon has noted these products may still be eligible for shipping, Amazon simply won’t be putting any additional orders in for products to be stored within the FCs between now and April 5th, via Amazon:

“It doesn’t affect last-mile shipments of those products to consumers.”

With this being the case, brands using FBA need to thoroughly monitor their vendor and seller central accounts to ensure a firm understanding of what is in-stock and what is out-of-stock. The shipping dates currently noted for most products on Amazon back this up. They’re delayed (as they have been for the past week or so) but they don’t speak to an all-out stoppage until early April.

For smaller advertisers or simply products with limited inventory on-hand within Amazon’s FCs, advertising dollars within Amazon – especially search – need to be closely monitored to ensure they can be purchased on Amazon without massive delay. Reducing clicks that may result in a consumer bounce due to the eventual delayed shipping reveal should be a priority.

Constant monitoring of media endeavors is the new norm as consumers and advertisers alike continue to respond and adjust to everything COVID-19-related. Empower will continue to provide updates on this topic as further details are revealed.

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Coronavirus Hits The States. Here’s What Advertisers Can Do.

Media Marketplace Before The Coronavirus. Prior to the Coronavirus outbreak, agencies were predicting a healthy ad market in 2020, particularly with the U.S. presidential election and Summer Olympics.

The industry was projecting potentially double-digit price increases depending on the market and channel. Then came the coronavirus.

Agencies are now looking at the possibility of lowering pricing forecasts as the market reacts to the uncertainty of brands’ ad commitments. Total ad revenue is predicted to decline in the mid-teens in percentage points this quarter, with digital advertising revenue expected to shrink 10%, according to the WSJ.

Coronavirus Impact On The Media Landscape

All media types are expected to be impacted by the news and anxiety surrounding the coronavirus. Advertisers face uncertainty in consumer behavior and the resulting impact on business. Hit hardest were companies with a presence or large ties to China and companies that deal with more discretionary or luxury items. The looming question is what to do with ad budgets and media campaigns and what will become of pricing predictions and selling seasons.

National advertisers are looking at an uncertain upfront selling season, one that’s poised to be a wild ride. What was originally predicted to be a strong upfront with across-the-board double-digit price increases could turn out to be more of a buyer’s market if skepticism continues and key categories pull back ad spend. This move could send the scatter marketplace into certain pricing volatility dependent on consumer confidence.

Travel companies, such as airlines and cruise lines, have already begun to cut back on spending and more industries are predicted to follow suit. Pharmaceutical and technology companies, typically big players in the upfront, could likely be next as well as companies dependent on China for their supply chain. And the longer the uncertainty of the coronavirus lingers, consumer behavior may begin to take a toll on brands across all categories.

Digital channels are already feeling the impact of early ad spend softening, particularly from travel and tourism. The travel industry is the 6th largest online ad category and the most search-heavy ad vertical with 54% of total digital ad spend on search, according to MediaPost.

Outdoor advertising may see an impact in the long term as a result of potential loss of foot traffic for brick and mortar stores.

What Should Advertisers Do To Prepare?

Bottom line, there is tremendous uncertainty on the impact from the coronavirus and it’s too early to make firm predictions on the impact to media landscape. That being said, there are ways to be actionable. As the old retail adage goes, “hope for the best, but prepare for the worst.” Here are some preparations and moves to consider during these uncertain times:

Evolving Shopping Behaviors – If consumers get too scared to go out, an influx of ecommerce activity is likely. Retailers with physical stores may need to pivot their focus on ecommerce and direct consumers to that buying opportunity. Make mobile shopping easy and enjoyable to drive traffic and sales. Don’t waste customers’ time, offer ways to keep your buyers informed as to what’s in stock, delays or any incentives to buy online vs. in-store. They have enough to worry about, chasing down their purchase shouldn’t be one of them.
Flexible Media Spend – Leverage flexibility to stop or pivot messaging as needed, especially for discretionary items. If people aren’t interested in your product right now, you can save or redeploy your investments. The same holds true for geography and an understanding of areas that have been hit hardest. Investigate ways to be flexible and stop advertising in these areas or change your message to one of support instead of a hard sell.
Firm Media Investments – In some cases, advertisers may have commitments that they are locked into. Think about these as opportunities to breakthrough, especially if competitors are pulling out. A simple messaging shift to show support can pay off in the long run. If the consumers can’t purchase your product or visit your store, what can you do for them? Is there a way to connect with them while they are homebound with entertaining or engaging content? Think about how your brand and products can help consumers and build a relationship which will pay back when things are back to normal.
Focus on High Valued Customers First – They generally make up a large portion of your sales and are most loyal. New customers may not be ready to adopt new brands right now.
Take Note of Competitors – Are there any instances where your position and supply chain are stronger? Capitalize. People will still need to buy certain items, and if you are able to get into their consideration or purchase set, that increases the likelihood of it happening again down the road.

Act calmly, but always monitor the situation and be prepared with plan scenarios to take advantage of the changing market and business conditions. There might even be an opportunity to take advantage of favorable pricing.

Only time will tell what impact COVID-19 will have in the U.S., and while we hope it’s minimal, it’s important to be vigilant, flexible and ready for anything. Empower is ready with recommendations to assist our clients.

Coronavirus COVID-19

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3CDC, P&G And Empower Teaming Up On Gift Card Drive

Media Contact

Kim McEntee

Organizations Look to Support Downtown Businesses through Gift Card Matching Program

CINCINNATI (April 2, 2020) – With the coronavirus (COVID-19) hitting certain industries like restaurants and retail particularly hard, Cincinnati Center City Development Corp. (3CDC), P&G and Empower have come together in an effort to provide some relief to downtown businesses. While bars, restaurants and retailers are doing their best to serve their customers through carryout, delivery and online shopping options, many small business owners need a cash infusion now to help them get through this difficult stretch.

Looking to help fill some of that void, the organizations have partnered to develop the Cincy Card Connection gift card drive, which will support downtown Cincinnati businesses through a gift card match. The organizations have contributed a combined $37,500 to serve as a matching fund for gift cards purchased at local businesses.

“This is a challenging time for everyone, but 3CDC and our partners have been hard at work on solutions to address the impacts COVID-19 is having on the incredible entrepreneurs and small businesses that make Downtown Cincinnati’s urban core so vibrant,” Steve Leeper, President & CEO of 3CDC said. “We’re hoping this program will help generate some much-needed cash-flow to the restaurants, bars and retail shops that have been forced to change their operations or temporarily close as a result of the coronavirus.”

The groups are hoping their $37,500 matching fund will ultimately result in $75,000 of direct cash infusion to Downtown businesses. Here’s how the program will work: 1. Customer purchases a gift card from a downtown Cincinnati business 2. Customer emails a copy or picture of his or her receipt to support@3cdc.org (should include name, mailing address & phone number) 3. 3CDC will purchase a gift card of the same value ($20 min./$100 max) from a similar downtown business and deliver it to the customer. Full program details are available at www.cincycardconnection.com.

“P&G has a long history of supporting the communities where we live and work. Contributing to efforts to provide some relief for businesses in our headquarter city at this challenging time is important for us as a Company. We want to ensure that the communities where we operate remain strong and help those in our community thrive,” Barbara Hauser, P&G Community Relations Manager, said. “P&G is stepping up where we can to serve as a force for good during these unprecedented times.”

3CDC will set up a tracking sheet to monitor the customers’ original purchase as well as the matching purchase. This structure allows one customer purchase to support two businesses, and encourages the customer to potentially try a new business in downtown.

“As the largest employer in Over-The-Rhine, it’s imperative that Empower support the local businesses that make the neighborhood culture so vibrant,” said Jim Price, CEO and Owner of Creative Media Agency, Empower. “Our employees can’t wait to return to OTR and frequent their favorite restaurants, pubs and shops that make working in this neighborhood so great,” he said.

A committee made up of downtown stakeholders, including project partners, residents, and the 3CDC team will collaborate to ensure that the designation of gift cards to downtown businesses is as equitable as possible.

In addition, a donation option has been set up on the website for individuals interested in contributing to the matching fund rather than buying a gift card.

About Empower Media

America’s largest woman-owned media agency

Our advantage is simple: Clients first – not shareholders.

From the day we opened our doors in 1985, Empower has always challenged the media status quo.

Empower is a highly awarded and respected media agency. We are a multi-year recipient of “Agency of the Year” from MediaPost and Campaign US with honors from Ad Age and Adweek.

Our senior and experienced integrated team of Communications Strategy, Media Innovation, Media Planning and Buying, Creative, Marketing Scientists, Influencer Marketing and Data-Analytics work in collaboration on our client’s business daily.

Empower’s client tenure rate is unmatched–3X the industry average. Our clients include Tempur Sealy, Wendy’s, Brooks Running, Fifth Third Bank, Gorilla Glue, O'Keeffe's, E.W. Scripps, Jack Link’s, VTech, Bush Brothers, Zaxby’s, GNC, Famous Footwear, Ashley, LIXIL, O-Cedar, Rust-Oleum and RoC Skincare.

Empower Media is woman-run (67% female) and woman-owned – making it the largest woman-owned media agency in America.

Our offices are in Chicago, Cincinnati, Atlanta, New York, Houston and Palm Beach.

Find us on Twitter, LinkedIn, Facebook, Instagram, and online.

Coronavirus COVID-19 Empower Press Release

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Google’s Serp Layout Tests Cause Commotion

Google recently announced it would be testing a few search engine results page (SERP) layout adjustments within its desktop format.

This announcement came after Google received heavy backlash from a test rollout of its “favicon-focused” layout in desktop.

Google noted, “while we test, some might not see favicons while some might …”. The word some is used loosely in relation to Google, seeing as their user base is equivalent to most of the known world. Some in their case likely means millions of users. When they make a change to something like their SERP, it’s a bit difficult to make a clandestine, middle-of -the-night type of move. Regardless of when they do it, it ends up being seen – and commented on – by millions of users.

The team here at Empower noticed the new layout as early as January 15th, and initial reactions were similar to the confusion expressed by most users upon discovering the change. I won’t break my rule of quoting opinion-based tweets – especially ones from random search geeks – but let’s just say people were not pleased.

As seen in the above image, it’s a much different layout than most users are accustomed.

A Decade of Work Undone

The new layout – one of many apparently being tested – goes against Google’s modus operandi of the last decade or so. During this time, they have systematically made minute, almost imperceptible changes to the SERP. The main outcome of all these changes, it seemed, was to make their paid ads almost indistinguishable from their organic listings. Their thought process: the less likely people are to recognize something as an ad, the more likely they are to click on it. Paid ad revenue for Google – and the proliferation of paid search in general – over that same timeframe would seem to back that theory up.

Search Engine Land compiled an impressive graphic detailing the evolution of Google search ads.

Pre-2010 these ads started out as easily identifiable outcasts sitting atop the SERP. Noted with a surrounding shading of either blue or green. This was back in the day when most people avoided clicking on paid search ads like the plague.
Around 2011 paid ads moved more closely to colors that blended in with the Google SERP’s trademark stark white landscape. Thus beginning the slow progression of paid ads mimicking the look and feel of organic listings.
In 2014, the shading completely disappeared. It still looks like an ad from character limitations of the time, but more closely resembles the body of an organic listing, with the slight distinction of the little, bright orange ad icon we’ve come to know and love added to the upper left corner.
In 2016, the character limits, along with the number of available ad extensions, began to expand. The bright orange ad icon has been replaced by a green version – matching the color of the display URL within the ad.
Just a few weeks ago, paid ads were almost indiscernible compared to organic ads. Perhaps the most noticeable change includes character limits stretching to paragraph levels (three headlines, two massive descriptions).

Then, come late January, they undo it all with a single test:

Gone is the miniscule, nearly veiled ad callout. In its place is a bold black callout to the true intentions of the text below it. Over a decade of subtle manipulation laid to waste by the slightest of adjustments.

Will Testing Lead To A New Layout?

The perception that people don’t click on paid ads has mostly vanished. The growth of most advertisers’ – and especially agencies’ – search budgets can attest to this. But did the slow camouflaging process of paid ads help bring this change about? Google knew the numbers way back before the turn of the previous decade. Prior to 2010, search ads weren’t clicked on nearly as often as they are in 2020. One has to assume Google’s efforts to hide the fact that they were even paid ads to begin with aided this.

One can also question whether it was the public outcry – or the ever-so-small drop in overall click-through-rate – that led Google to pull the plug so quickly and declare it simply a test after doing so.

This won’t be the last of the changes, as Google has noted. Some users have recently reported seeing the “favicon SERP” return as Google noted it could in their most recent announcement. The question is, would Google go so far as to jeopardize both public sentiment and – potentially – investor confidence with such a change? We shall see.

Well, maybe only some of us will.

Google Programmatic Search

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Walmart Media Group (WMG) Offers up Self-Service Route for Sponsored Ads

Earlier this year, Walmart Media Group (WMG) released a self-service portal for buying sponsored product ad placements on walmart.com. WMG is also making that same inventory accessible (via API) within select third-party commerce platforms – Kenshoo being one of those platforms.

Walmart’s Announcement

Kroger Precision Marketing (KPM) took a similar route a while back – offering advertisers self-service paid search buys via an integration with OwnerIQ. Target – via it’s media arm Roundel – allows for a certain level of self-service as well. Advertisers can purchase Target sponsored ads in a self-service fashion via Criteo’s platform. Target also opened up their audience data for purchase across an advertiser’s preferred DSP last year.

Motive for Opening a Self-Service Route

WMG (and others) adding self-service options is a direct response to the success of Amazon’s advertising platforms. Commerce offerings are looking for ways to compete with Amazon and their self-service approach.

Advertisers typically prefer control over their ad dollars. Agencies especially crave this option. Commerce platforms providing more access to/control over ad spend (i.e. the self-service option) is going to be a continuing trend within the online landscape.

Model Aligns with Commerce-Based Search

This is especially true within paid search – which has never been an ecosystem wherein managed service provided a tight enough fit. The level of ownership/dedication to process improvement required to make paid search campaigns successful has always lent itself to a self-service model.

Paid search (or sponsored) ads specific to the commerce environment are no different. With paid search, an agency isn’t simply passing along creative and audience/reach requirements to a vendor. There is much more attention to detail that goes into making a paid search campaign successful.

Which Route Should Advertisers Take?

WMG is pushing for advertisers looking to go the self-service route to focus on owning their media via a third-party platform (as opposed to WMG’s interface). It’s in the advertiser’s best interest to pull their data into a third-party via API due to the added value capabilities. These features include automated actions, bulk editing/creation, enhanced reporting and ease of use, among others.

A consistent theme across commerce-based self-service platforms (Amazon Advertising, WMG, etc.) is a lack of functionality. Layering a third-party commerce solution on top of WMG’s functionality allows advertisers to get the absolute most out of their ad spend.

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3CDC, Several Partners Launch Second Round Of Cincy Card Connection

Media Contact

Kim McEntee

Round 2 Places Focus on Retail, Service, and Minority- and Woman-Owned Businesses.

CINCINNATI (April 24, 2020) – The Cincy Card Connection gift card matching program created by Cincinnati Center City Development Corp. (3CDC), P&G and Empower is relaunching today with a new $175,000 matching fund, thanks to additional funding provided by a number of corporate and philanthropic organizations.

Two organizations that contributed to the first round of the program – Main Street Ventures and The Haile Foundation have made additional contributions to the second matching fund. They have been joined by P&G’s Hispanic Affinity Group, the Greater Cincinnati Foundation, The Dianne and J. David Rosenberg Fund, P&G’s Asian Pacific American Affinity Group and P&G’s Supplier Diversity Group, The Kroger Company, St Xavier Park Residents, Jostin Construction, TriVersity Construction, Battle Axe Construction, and The Painting Contractor.

“In working with our fantastic community partners to help fully fund the first round of the gift card matching program, we all very quickly moved toward thinking ‘How can we keep this going?’” Tony Alexander, Executive Director of Main Street Ventures, said. “While the first batch of matching funds provided a boost to many Downtown businesses, we felt like we could expand the impact in the second round by placing more of a focus on retail and service-based businesses, in addition to minority- and women-owned businesses.”

The first round of the gift card matching program raised more than $250,000 for local businesses. However, 90% of the gift card purchases went to full-service bars and restaurants. Since the program’s goal is to help all businesses in the Central Business District, OTR and Pendleton, Round 2 will be slightly different than the first round:

Gift cards purchased from retailers and personal service businesses will be matched at 100%.
Gift cards purchased from full-service bars and restaurants will be matched at 50%.
The matching funds will go toward supporting minority- and woman-owned businesses.
The $100 per establishment maximum has been lifted, so people who would like to support certain salons or boutiques feel like they can purchase a gift card for enough value to make it worthwhile. However, there will be a total maximum match of $250 in place.

“We were very pleased with the response to the first round of the Cincy Card Connection program, but we felt like retailers and service businesses needed an additional boost if we were going to do a second round,” Steve Leeper, President and CEO of 3CDC said. “Supporting minority- and woman-owned businesses seemed like a perfect use of the matching funds, and is something that a number of our partners were very excited about.”

The second round of the program will run from Friday, Apr. 24 – Tuesday, Apr. 28, or until funds are depleted. Here’s how Round 2 will work:

Customer purchases a gift card ($20 min./$250 max) from a downtown Cincinnati business on a predetermined list.
Customer submits a receipt and related info through an online submission form.
3CDC purchases a matching gift card (or cards) to a minority- or woman-owned business, and delivers it to the customer. Gift cards purchased from retailers and personal service businesses will be matched at 100%. Gift cards purchased from full-service bars and restaurants will be matched at 50%.

“We are proud to support this vital investment in the future of our local businesses,” said Ellen M. Katz, Greater Cincinnati Foundation President and CEO. “The focus on minority- and woman-owned businesses aligns with our mission of driving racial and gender equity to build a more vibrant community for all of us.”

As with the first round, the program’s structure allows one customer purchase to support two businesses, and encourages the customer to potentially try a new business in downtown. Additionally, there is still a donation option available for individuals interested in contributing to the matching fund rather than buying a gift card.

Full program details are available at www.cincycardconnection.com

About Empower Media

America’s largest woman-owned media agency

Our advantage is simple: Clients first – not shareholders.

From the day we opened our doors in 1985, Empower has always challenged the media status quo.

Empower is a highly awarded and respected media agency. We are a multi-year recipient of “Agency of the Year” from MediaPost and Campaign US with honors from Ad Age and Adweek.

Empower Media is woman-run (67% female) and woman-owned – making it the largest woman-owned media agency in America.

Our offices are in Chicago, Cincinnati, Atlanta, New York, Houston and Palm Beach.

Find us on Twitter, LinkedIn, Facebook, Instagram, and online.

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Algorithmic Bidding: Looking Back At The Holidays

To no one’s surprise, the holidays flew by this year. As advertisers, most of us were happy to see them go. The holiday season can make or break a company’s year, this is particularly true for those selling products online.

Expectations for commerce performance are higher than ever – especially with the ability to track the full-funnel journey from first click to purchase. Compounding the pressure, the core shopping season was a full week shorter in 2019 compared to the year prior. The tightened timeline was expected to hamper sales for most retailers.

The time spent managing campaigns on Amazon, Google and Bing always increases notably in Q4, with constant optimizations needed to ensure successful results. For search marketers, the list can be daunting. The need for keyword, budget and bid adjustments skyrockets. There’s hardly enough time to make every necessary optimization, and there exists a fine line between maximizing returns and pushing sales volumes, thus companies who use automation to tackle the small decisions have more time to make the big decisions.

Machine learning and algorithmic bidding are a reality for most advertisers these days. At Empower, we embrace and harness machine learning and automation. With the flurry of the holiday season now behind us, let’s review the do’s, don’ts and lessons learned around automation for Amazon Advertising and Search.

Turn Off Bidding Folders

During the rush of Black Friday and Cyber Monday, or even leading up to Christmas Day, it’s important to turn off third-party bidding. The majority of third-party platforms only update bids once a day and have trouble reading the swings in the market. A certain level of seasonality is built into each algorithm, but one can’t expect it to fully adjust to the season’s relative unpredictability.

In the case of manual bidding, if your team goes in and makes multiple keyword-level bid changes, active bidding folders will override these adjustments based on a historical data set, as opposed to recent surges. Most algorithmic bidding folders have guardrails to curtail drastic changes, but the holiday swing can be so extreme that these guardrails can hamper performance.

Spikes in online traffic can be unpredictable, this year in Amazon we saw a drop in volume between Black Friday and Cyber Monday of over 50% across our commerce client base. During that two-day period – to match these drops – many manual bid decreases were needed. Without pausing algorithmic bidding, it’s likely that bids would not decrease fast enough – causing excess spend and inflated cost-per-click during some of the busiest shopping days of the year.

Historically-driven, one-off algorithmic updates are just not enough during the holidays because performance can flip quickly. In some cases, it may be better to ignore certain dates for bidding folders. Most paid search and commerce platforms have the option to set blackout dates in which the algorithm will not use data to inform bidding. Simply put, turn off folders to make room for manual changes.

Using Automated Rules

Setting up automated rules can help during these chaotic timeframes. Google, Bing and third-party solutions like Kenshoo and Marin have automated rules that can make automatic adjustments or notify users when certain conditions are met. This past holiday season, Empower used automation to make daily budget updates to clients’ most popular campaigns, those meeting a minimum ROAS were automatically increased during peak times. The same can be said for campaigns falling below ROAS goals or spending without converting, which were decreased automatically via automated rules. Keyword-level changes through automation can be more difficult as campaigns likely have different objectives. Using structured bid changes for keywords with similar cost per conversion will allow for more control.

The 2020 holiday season is a ways away, but it’s never too early to understand the technology and prepare campaigns. Through a combination of automation and manual changes, you can maximize performance in topsy-turvy purchasing windows including, but certainly not limited to, the holiday shopping season.

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News

Cincy Card Connection Raises Over $250,000 For Downtown Businesses

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Kim McEntee

Gift Card Matching Program More Than Triples Original Goal.

CINCINNATI (April 14, 2020) – The Cincy Card Connection gift card matching program created by Cincinnati Center City Development Corp. (3CDC), P&G and Empower has officially raised more than $250,000 for Downtown businesses – $131,500 in direct gift card purchases for local businesses and $122,000 through eligible matching gift card purchases.

Launched in early April, the program was designed to alleviate some of the strain Downtown businesses are facing in the midst of the COVID-19 pandemic. The three organizations pooled together $37,500 to serve as a matching fund for gift cards purchased at local businesses, with the goal of doubling the money into $75,000 of direct cash infusion into the local economy.

Less than 24 hours after the program’s initial launch, the funds were depleted, but receipts for eligible purchases continued to stream in to 3CDC. So, the organization immediately began seeking additional funders to help cover the match for gift cards already purchased.

Six Cincinnati organizations stepped up to contribute to the matching fund for Round 1 of the program, which has now been completed – Main Street Ventures ($25,000), Downtown Cincinnati Inc. ($25,000), The Haile Foundation ($10,000), Urban Sites ($10,000), the OTR Chamber ($3,000), and Duke Energy ($2,500). In addition, Empower gave an extra $2,500, and generous individuals contributed a total of $6,500 to the matching fund.

As a result, 3CDC will honor all eligible purchases submitted through Monday, Apr. 6 – injecting a total of $122,000 into local businesses through matching gift card purchases in the program’s first round.

“I am proud to be Mayor in a moment we all bear witness to this city’s generosity and resilience,” Mayor John Cranley said. “This program’s success signals that our local support system is strong and that the small business community will thrive on the other side of this crisis.”

The program’s structure involved customers purchasing a gift card from a Downtown business and submitting a receipt of the purchase. Eligible purchases will then be matched with the purchase of a gift card from a similar – but different – Downtown business, spreading the funds to more businesses and encouraging patrons to try new businesses.

The funding organizations, along with other key stakeholders, have developed a system to purchase the matching gift cards in as equitable a fashion as possible. The matches will be purchased according to business type in three categories – bars/restaurants, retail and service.

The 3CDC team is currently working to respond to all submissions and plans to distribute the eligible matching gift card purchases within the next 30 days.

In addition, 3CDC and its partners are working on raising additional funds for a second round of the program that will be announced at a later date.

By the Numbers

Total Amount Raised: $253,000
Total Amount of Gift Cards Purchased: $131,500
Total Amount Eligible for Matching Purchase: $122,000

Eligibility Rules:

Gift Card had to have been purchased and receipt submitted to support@3cdc.org between Thursday, Apr. 2 and Monday, Apr. 6
Original gift card purchase must have been between $20 and $100
Max purchase $100 gift card per establishment
Max $500 per person

Total Number of Gift Cards Purchased: 1,928

Total Number of Businesses Benefiting: 157

103 bars/restaurants
43 retailers
11 service

Neighborhood Where Cards Were Purchased:

Downtown/CBD: $62,200 (47%)
OTR/Pendleton: $37,900 (29%)
Location in Both: $31,400 (24%)

“We set out to raise $75,000 for small businesses in Downtown Cincinnati, but thanks to the generosity of the individuals, corporations and philanthropic institutions in this community, we’ve been able to do so much more than that,” Steve Leeper, President and CEO of 3CDC said. “We’re incredibly grateful to everyone who has contributed to this effort to support these local entrepreneurs, who are so essential to the positive energy in Cincinnati’s urban core.”

Empower CEO Jim Price says, “Ohio has received national praise for its early response to the COVID-19 pandemic and we hope other communities get inspired by the success of the gift card matching program. Imagine the economic ripple effect similar programs could have nationwide.”

“We all understand the current economic situation is unprecedented, and Main Street Ventures has a laser focus on being a resource for our community in this time of great need,” Tony Alexander, Executive Director of Main Street Ventures, said. “The Cincy Card Connection program is a wonderful part of helping our small business friends and neighbors survive. When we heard about the overwhelming show of support from our fellow Cincinnatians, we jumped at the chance to make sure every matching dollar would be fulfilled.”

“During this challenging time, we’re proud to support downtown Cincinnati businesses by contributing to the Cincy Card Connection matching fund,” Brian Banke, Chair of the Downtown Cincinnati Improvement District, said. “We hope this helps ease some of the pain Downtown businesses are feeling and encourages patrons to try new businesses.”

“Urban Sites made a home in Over-the-Rhine revitalizing properties nearly 30 years ago,” Greg Olson, CEO of Urban Sites, said. “Our family is proud to support everything about this neighborhood. Today’s pain and struggle is real and even with this effort there is still more to do. We intend to be right here to help organizations reopen as well.”

“Our organization appreciates the innovation of this program as it not only injects immediate funds into our small businesses, but provides an easy avenue for consumers to support their favorite spot and the opportunity to discover a new business along the way,” Kelly Adamson, Executive Director of the Over-the-Rhine Chamber of Commerce said.

“As a result of COVID-19, our vibrant OTR and downtown communities have been temporarily silenced,” Amy Spiller, President, Duke Energy Ohio and Kentucky, said. “But the Cincy Card Connection Program is an easy way to help small businesses through this crisis. Given our commitment to the communities we serve, Duke Energy is proud to support this impactful program.”

About Empower Media

America’s largest woman-owned media agency

Our advantage is simple: Clients first – not shareholders.

From the day we opened our doors in 1985, Empower has always challenged the media status quo.

Empower is a highly awarded and respected media agency. We are a multi-year recipient of “Agency of the Year” from MediaPost and Campaign US with honors from Ad Age and Adweek.

Empower Media is woman-run (67% female) and woman-owned – making it the largest woman-owned media agency in America.

Our offices are in Chicago, Cincinnati, Atlanta, New York, Houston and Palm Beach.

Find us on Twitter, LinkedIn, Facebook, Instagram, and online.

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Influencer

From Clear History To Off-Facebook Activity: What It Means, And How It Impacts Advertisers

In response to consumer data privacy concerns, Facebook announced a feature in 2018 called “Clear History,” where users could dive into how the platform shares data with third-party apps and websites.

In August 2019, Facebook changed the term to “Off-Facebook Activity” and provided further clarification as to exactly how said data is revealed and shared. It first rolled out in Ireland, South Korea and Spain, and became available in the United States this past week.

How it Works?

When a third-party app or website integrates with Facebook, a user will have the option to sync that platform with their Facebook and Instagram accounts. This is promoted as mutually beneficial for the user and the site as the process streamlines account creation and logins, and the third-party is able to take their share of the data for more precise targeting abilities. The tracker shows the previous 180 days’ worth of data, and the user is able to browse through which brands have a piece of users’ social media history.

This begs the question: What does Facebook do with it?

Well, outside of the platform, not much.

Facebook prohibits companies from sharing direct, sensitive information with them, such as health or financial information. Since the data is anonymized upon opening the app, immediate, 1-to-1 identifiable information is not revealed or connected. The information is also not sold.

Rather, Facebook uses this online activity as a way of personalizing both the user and advertiser experience. It will show relevant ads, events, articles and products, and tailor your time spent in News Feed, Story, Instagram and Messenger. Advertisers can see interactions that an audience had with their paid media efforts, such as opening an app, visiting a website, searching for an item or adding an item to a cart. These points of online activity are used to drive a specific desired goal from the advertiser, whether it be returning to that site, purchasing that product in the cart or downloading that app.

That’s an in-depth way of saying the connection makes sure you don’t get served baseball ads when you aren’t a baseball fan AND the organization didn’t waste money serving you a baseball ad.

If a user does choose to “Clear History,” the data will not be completely erased, just unlinked. “Clearing” that connection does not halt the gathering of data. Instead, it removes the association of the user with said activity (from the last 180 days). Simply put, it is Facebook’s cache clearing. Curious about your own account? Try it for yourself here.

Why Now?

This announcement came as a result of the 2018 Cambridge Analytica scandal, but thanks to the California Consumer Privacy Act, companies have legal mandates to tell users exactly how their data is used right now. This rollout has added pressure to organizations of all sizes and specialties to be even more transparent and suffer legal ramifications if they aren’t compliant. As the average consumer spends more and more time engaging in all aspects of digital media and, in parallel, becomes more protective of their data, user controls such as Off-Facebook activity are likely to appear in other social networks and organizations such as Google.

What Now?

While the sheer number of advertisers might shock the average consumer when opening the app, it would take a substantial number of users taking action to drive serious impact. Education, clarity and transparency will continue to play a key role in advertisers’ media plans and communications as all parties involved try to best navigate their collective and respective platforms. As an agency who prides itself on transparency, we appreciate the efforts being taken.

Facebook

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