GOOGLE: AD AGENCY FRENEMY OR FROE?



When does a technology company begin to look like an ad agency?

As Google released its AdPlanner at the ARF Conference today, ComScore steps up to the plate to defend its panel-based projections for website demographics.

Nothing new here. One can argue ad nausea the merits of either rating games and no one will win the battle. It’s a battle that deflects attention from the intent of the eight-hundred pound gorilla to step up its media game. Indeed, it’s not a battle for Google that sees its entry into the agency landscape as an all out, if not precipitously quiet, war.

If not for the vociferous suspicions of WPP Group CEO, Martin Sorrell, Google may well just win the war to “disintermediate” agencies in the ad game. Google’s “iterative” process to provoke change at the agency and client level comes as no surprise when they posture themselves as the agent of positive and efficient ROI.

While Google maintains its desire not to be in the agency business, nor displace and eventually replace media reps, what it desires and what will occur are two very different things.

Has Google been reaching out to the agencies? No, not really. Calls to Google (yes I had to reach out to them) were politely returned and meetings held. I concluded that they were ill-equipped to sell through at the agency level, lacking integration with client objectives and overall marketing goals.

Frankly, they don’t quite “get it” . . . . yet.

As for Sorrell . . . .”the greater the doubt, the greater the enlightenment”.

BET ON MEL



Yesterday’s drop of 12% for Sirius stock and a 17% drop for XM’s stock follows a long standing FCC approval process that has yet to be resolved. The drop was sparked by the Goldman Sachs Group, downgrading both companies’ price targets to $1.75 for Sirius and $6.50 for XM. Further exacerbating the damage, Goldman Sachs suggested a poor outlook for satellite radio pointing to a competitive landscape.

That the merger approval will occur is highly likely and is reflected in the current stock price of both concerns. Nonetheless, final approval will almost certainly give both stocks a much needed lift.

As for the “competition” that Goldman Sachs believes will weigh heavily on the fortunes of the merged entity (viewed as the “new” 3G iPhone technologies and the increase in MP3 players) . . . . bunk!

While the younger demographics embrace and fuel the growth of audio and streaming video players, don’t bet the farm that XM-Sirius will not converge to expand its reach into this lucrative, first adapter market. It has already captured a significant share of the automotive market . . . .a more mature market that the younger group will eventually move into and a market that seamlessly incorporates its product and program offerings into the automobile at the manufacturing level. MP3 “add-ons” are still add-ons and the future receivers of the satellite companies will incorporate record and play-back technologies into their products (much like today’s DVD (TIVO) recorders).

Goldman Sachs and its analysts need to bet on long-term visions and stop reacting to misplaced short-term observations before attempting to play ping pong with “sirius” investor market positions.

They also likely did not consider the impact that Mel Karmazin, CEO of Sirius and a force to be reckoned with, will have on the future of these companies.

TO GOOGLE WITH LOVE



A very big small company puts Google in second place.

The Google of Russia is Yandex, and it is preparing for an IPO on Nasdaq in the fall with the hopes of raising $1.5 billion to $2 billion, as reported by Reuters. That would give the company a $5 billion valuation (115.5 Billion rubles).

Yandex was founded 15 years ago, and the last funding was only $5.3 million back in 2000, according to Quintra’s CEO Yakov Sadchikov (Quintura is a smaller search engine also based in Russia). If that is all the company raised, it will be a huge payday for investors ru-Net Holdings, Baring Vostok Capital Partners, and Tiger Technologies.

Yandex has a bigger search market share in Russia than Google. It's the biggest site in Russia overall.
In Europe it's the No. 3 search engine, outpacingYahoo and Microsoft . Globally, it's in the top ten.

Its revenues, though, are not that large, considering its ranking. In 2007 it reported only $167 million in revenues (3,857,700,000 rubles), which was a 130 percent increase from 2006. Founders Arkady Volozh and Ilya Segalovich still run the company.

PLEASE HOLD, AND HOLD, AND HOLD ....


“Your call is important to us. Please stay on the line until your call is no longer important to you.”

Outsourcing and Offshoring has been the focus of much controversy going back about fifteen years. While offshoring has obviously cost Americans many jobs, it also cut costs for manufacturers and service companies. But at what cost?

The primary interface between consumers and outsourcing occurs in the customer service (CRM) arena. The frustrations consumers feel when attempting to reach many customer service reps, for a variety of product or service needs, has been exacerbated by both outsourcing and automated response call centers.

We’ve all felt the need to toss our phones out the window when we find ourselves in a never ending phone loop for several minutes only to hear that dreaded “click” at the other end that forces us to start the process again … and again and again.

We’ve all felt the need to toss our phones out the window when we find ourselves in a never ending phone loop for several minutes only to hear that dreaded “click” at the other end that forces us to start the process again … and again and again.

Get the picture? Relief and revenge may be a few clicks away.

An ingenious site I was recently introduced to will provide shortcuts to move you out of the automated phone nightmare loop to a human on the other end.

GetHuman.com The GetHuman team, a group of consumer activists and speech technology wizards have set standards for customer service and declare “Humans First” as one of their core principles.

I encourage you to visit the site before you decide to make your call to a customer service group. It will save you time and aggravation.

Now that’s CRM !!

WHO'S THE THIEF?


Truth in advertising.

Our industry is under the impression that the FTC, as a governing and regulatory body, has been doing a fine job of policing advertisers under the following mandate:

Under the Federal Trade Commission Act:
· Advertising must be truthful and non-deceptive
· Advertisers must have evidence to back up their claims; and
· Advertisements cannot be unfair

The ads are ubiquitous.

LifeLock, the identity theft protection company guarantees your personal identity will be safe from identity theft, backed by a million dollar “guarantee”.

Richard Todd Davis, CEO of LifeLock Inc., was so confident in his company's ability to protect his identity that he publicly revealed his Social Security number: 457-55-5462.

But according to a new class-action lawsuit filed last week in Jackson County, West Virginia, LifeLock's identity theft protection services were so inept that Davis' personal information was stolen repeatedly.

"While LifeLock has only publicly acknowledged that Davis' identity was compromised on one occasion, there are more than 20 driver's licenses that have been fraudulently obtained [using his personal information]," states the suit, which now includes New Jersey and Maryland, states.

What penalties can be imposed against a company that runs a false or deceptive ad?

The penalties depend on the nature of the violation. The remedies that the FTC or the courts have imposed include:

· Cease and desist orders. Ordering companies to pay a fine of $11,000 per day per ad if the company violates the law in the future
· Civil penalties, consumer redress and other monetary remedies ranging from thousands of dollars to millions of dollars
· Corrective advertising, disclosures and other informational remedies

To file a complaint or to get free information on consumer issues, visit ftc.gov or call toll-free, 1-877-FTC-HELP (1-877-382-4357).

FACEBOOK FANTASY


At this past weekend’s TiEcon Conference for entrepreneurs, Facebook’s bold statement that “we're the cable company creating the pipes, and what they carry is social information and engagement information about people” merits a few observations.

The statement, made by Facebook’s VP / Marketing, Chamath Palihapitiya, cannot be further from the “virtual reality” that the company’s executives are living.

Cable companies know how to make money. What does Facebook gain from becoming the Internet's cable company? Palihapitiya didn't exactly say.

Get real. Are these people kidding themselves?

Cable operators have a solid business model based upon paying subscribers, in some cases shelling out as much as $200 a month, for a bevy of communication and entertainment services. Facebook’s revenue from subscribers …. Zilch.

Facebook’s investors will never see a return for their investments. This company, with a “valuation” of $15 billion will run out of cash before the VCs see a nickel. Even with revenues approaching $300 million, the cost of operations cannot be sustained (they recently lease-purchased $100 million worth of servers)…. More debt.

As revenues continue to slowly ramp up, the revenue bucket will begin to leak as marketers realize that the dollar returns and metrics simply will not support on-going investments. In other words, these up-front “investments” are testing the Facebook waters and few, if any, will likely return. The churn of marketers cannot go on indefinitely.

YAHOO! BOARD "COMPLETELY BOTCHED" MERGER



Following is the text of a letter sent by the billionaire investor, Carl Icahn, to the chairman of Yahoo, Roy Bostock, on Thursday in which Mr. Icahn announced plans to start a proxy fight for Yahoo. Included with the letter were the biographies of Mr. Icahn’s 10 nominees for the board.

Dear Mr. Bostock:
It is clear to me that the board of directors of Yahoo has acted irrationally and lost the faith of shareholders and Microsoft. It is quite obvious that Microsoft’s bid of $33 per share is a superior alternative to Yahoo’s prospects on a standalone basis. I am perplexed by the board’s actions. It is irresponsible to hide behind management’s more than overly optimistic financial forecasts. It is unconscionable that you have not allowed your shareholders to choose to accept an offer that represented a 72% premium over Yahoo’s closing price of $19.18 on the day before the initial Microsoft offer. I and many of your shareholders strongly believe that a combination between Yahoo and Microsoft would form a dynamic company and more importantly would be a force strong enough to compete with Google on the Internet.
During the past week, a number of shareholders have asked me to lead a proxy fight to attempt to remove the current board and to establish a new board which would attempt to negotiate a successful merger with Microsoft, something that in my opinion the current board has completely botched. I believe that a combination between Microsoft and Yahoo is by far the most sensible path for both companies. I have therefore taken the following actions: (1) during the last 10 days, I have purchased approximately 59 million shares and share-equivalents of Yahoo; (2) I have formed a 10-person slate which will stand for election against the current board; and (3) I have sought antitrust clearance from the Federal Trade Commission to acquire up to approximately $2.5 billion worth of Yahoo stock. The biographies of the members of our slate are attached to this letter. A more formal notification is being delivered today to Yahoo under separate cover.
While it is my understanding that you do not intend to enter into any transaction that would impede a Microsoft-Yahoo merger, I am concerned that in several recent press releases you stated that you intend to pursue certain ”strategic alternatives”. I therefore hope and trust that if there is any question that these ”strategic alternatives” might in any way impede a future Microsoft merger you will at the very least allow shareholders to opine on them before embarking on such a transaction.
I sincerely hope you heed the wishes of your shareholders and move expeditiously to negotiate a merger with Microsoft, thereby making a proxy fight unnecessary.
Sincerely yours,
CARL C. ICAHN

SLATE BIOGRAPHIES
Lucian A. Bebchuk
Lucian Bebchuk is the William J. Friedman and Alicia Townsend Friedman Professor of Law, Economics, and Finance and Director of the Program on Corporate Governance at Harvard Law School. Bebchuk is also a Research Associate of the National Bureau of Economic Research and Inaugural Fellow of the European Corporate Governance Network. Trained in both law and economics, Bebchuk holds an LL.M. and S.J.D. from Harvard Law School and an M.A. and Ph.D in Economics from the Harvard Economics Department. He joined the Harvard Law School faculty in 1986 as an assistant professor, becoming a full professor in 1988, and the Friedman Professor of Law, Economics and Finance in 1998. Bebchuk has written extensively on corporate governance, corporate control, and corporate transactions. He has published more than seventy research articles in academic journals in law, economics, and finance. Upon electing him to membership in 2000, the American Academy of Arts and Sciences cited him as ”.125o.375ne of the nation’s leading scholars of law and economics,” who ”has made major contribution to the study of corporate control, governance, and insolvency.” He is the 2007-2008 President of the American Law and Economics Association, and a former chair of the Business Association Section of the American Association of Law Teachers. Bebchuk’s recent writings include Pay without Performance: the Unfulfilled Promise of Executive Compensation (Harvard University Press, 2004, co-authored with Jesse Fried), ”The Case for Increasing Shareholder Power” (Harvard Law Review, 2005), ”The Costs of Entrenched Boards” (Journal of Financial Economics, 2005, co-authored with Alma Cohen), and ”The Myth of the Shareholder Franchise” (Virginia Law Review, 2007). Bebchuk has been a frequent contributor to policy making and public discourse in the corporate governance area. He has appeared before the Senate Finance Committee, the House Committee of Financial Services, and the SEC. He has published many op-ed pieces, including in the Wall Street Journal, the New York Times, and the Financial Times. He was included in the list of ”100 most influential people in finance” of Treasury & Risk Management and the list of ”100 most influential players in corporate governance” of Directorship magazine.

Frank J. Biondi, Jr.
Since March 1999, Mr. Biondi has served as Senior Managing Director of WaterView Advisors LLC, an investment advisor organization. From April 1996 to November 1998, Mr. Biondi served as Chairman and Chief Executive Officer of Universal Studios, Inc. From July 1987 to January 1996, Mr. Biondi served as President and Chief Executive Officer of Viacom, Inc. Mr. Biondi is a director of Amgen Inc., Cablevision Systems Corp. , Hasbro, Inc., The Bank of New York Mellon Corporation and Seagate Technology. Mr. Biondi is a graduate of Princeton University and earned a Masters of Business Administration from Harvard University.

John H. Chapple
John Chapple is President of Hawkeye Investments LLC, a privately-owned equity firm investing primarily in telecommunications and real estate ventures frequently working in conjunction with Rally Capital LLC. Prior to forming Hawkeye, John Chapple worked to organize Nextel Partners, a provider of digital wireless services in mid-size and smaller markets throughout the U.S. He became the President, Chief Executive Officer and Chairman of the Board of Nextel Partners and its subsidiaries in August of 1998. Nextel Partners went public in February 2000 and was traded on the NASDAQ Exchange. In June 2006, the company was purchased by Sprint Communications. From 1995 to 1997, Mr. Chapple was the President and Chief Operating Officer for Orca Bay Sports and Entertainment in Vancouver, B.C. During Mr. Chapple’s tenure, Orca Bay owned and operated Vancouver’s National Basketball Association and National Hockey League sports franchises in addition to the General Motors Place sports arena and retail interests. From 1988 to 1995, he served as Executive Vice President of Operations for McCaw Cellular Communications and subsequently AT&T Wireless Services following the merger of those companies. From 1978 to 1983, he served on the senior management team of Rogers Cablesystems before moving to American Cablesystems as Senior Vice President of Operations from 1983 to 1988. Mr. Chapple, a graduate of Syracuse University and Harvard University’s Advanced Management Program, has 26 years of experience in the cable television and wireless communications industries. Mr. Chapple is the past Chairman of Cellular One Group and CTIA-The Wireless Association, past Vice-Chairman of the Cellular Telecommunications Industry Association and has been on the Board of Governors of the NHL and NBA. Mr. Chapple serves on the Syracuse University Board of Trustees currently as Chairman and the Advisory Board for the Maxwell School of Syracuse University. He is also on the Board of Directors of Cbeyond, Inc., a publicly traded Atlanta-based integrated service telephony company; Seamobile Enterprises, a privately held company providing integrated wireless services at sea; Telesphere, a privately held VOIP (voice over internet protocol) company based in Phoenix, Arizona; and on the advisory boards of Diamond Castle Holdings, LLC, a private equity firm based in New York City and the Daniel J. Evans School of Public Affairs at University of Washington.

Mark Cuban
Since early 2000, Mr. Cuban has been the majority and controlling owner of the National Basketball Association franchise, the Dallas Mavericks. In 2001, Mr. Cuban co-founded HDNet, an all high-definition television network on DIRECTV that broadcasts high-definition sports, movies and other entertainment. Prior to his purchase of the Dallas Mavericks, Mr. Cuban co- founded Broadcast.com in 1995 and served as its Chairman of the Board until it was sold to Yahoo! in July of 1999. Before Broadcast.com, Mr. Cuban co-founded MicroSolutions, a national systems integrator, in 1983, which was later sold to CompuServe Corporation in 1990. Mr. Cuban is an active investor in cutting- edge technologies and various industries, including the entertainment industry.

Adam Dell
Since January 2000, Mr. Dell has served as the Managing General Partner of Impact Venture Partners, a venture capital firm focused on information technology investments. He also serves as Managing Director at Steelpoint Capital Partners, a private equity firm with offices in New York and California. From October 1998 to January 2000, Mr. Dell was a Senior Associate and subsequently a Partner with Crosspoint Venture Partners in Northern California. From July 1997 to August 1998, he was a Senior Associate with Enterprise Partners in Southern California. From January 1996 to June 1997 Mr. Dell was associated with the law firm of Winstead Sechrest & Minick, in Austin, Texas, where he practiced corporate law. Mr. Dell’s investments include: Buzzsaw (which was acquired by Autodesk), HotJobs (which was acquired by Yahoo!) and Connectify (which was acquired by Kana Software. Mr. Dell has been a director of XO Holdings, Inc., a telecommunications services provider, since February 2006, and of its predecessor from January 2003 to February 2006. In addition, Mr. Dell currently serves on the boards of directors of the Santa Fe Institute, MessageOne and OpenTable. He also teaches a course at the Columbia Business School on business, technology and innovation and is a contributing columnist to the technology publication, Business 2.0. Mr. Dell received a J.D. from University of Texas and a B.A. from Tulane University.

Carl C. Icahn
Mr. Icahn has served as chairman of the board and a director of Starfire Holding Corporation, a privately-held holding company, and chairman of the board and a director of various subsidiaries of Starfire, since 1984. Since August 2007, through his position as Chief Executive Officer of Icahn Capital LP, a wholly owned subsidiary of Icahn Enterprises L.P. , and certain related entities, Mr. Icahn’s principal occupation is managing private investment funds, including Icahn Partners LP, Icahn Partners Master Fund LP, Icahn Partners Master Fund II L.P. and Icahn Partners Master Fund III L.P. Prior to August 2007, Mr. Icahn conducted this occupation through his entities CCI Onshore Corp. and CCI Offshore Corp since September 2004. Since November 1990, Mr. Icahn has been chairman of the board of Icahn Enterprises G.P. Inc., the general partner of Icahn Enterprises L.P. Icahn Enterprises L.P. is a diversified holding company engaged in a variety of businesses, including investment management, metals, real estate and home fashion. Mr. Icahn was chairman of the board and president of Icahn & Co., Inc., a registered broker- dealer and a member of the National Association of Securities Dealers, from 1968 to 2005. Mr. Icahn has served as chairman of the board and as a director of American Railcar Industries, Inc., a company that is primarily engaged in the business of manufacturing covered hopper and tank railcars, since 1994. From October 1998 through May 2004, Mr. Icahn was the president and a director of Stratosphere Corporation, the owner and operator of the Stratosphere Hotel and Casino in Las Vegas, which, until February 2008, was a subsidiary of Icahn Enterprises L.P. From September 2000 to February 2007, Mr. Icahn served as the chairman of the board of GB Holdings, Inc., which owned an interest in Atlantic Coast Holdings, Inc., the owner and operator of The Sands casino in Atlantic City until November 2006. Mr. Icahn has been chairman of the board and a director of XO Holdings, Inc., a telecommunications services provider, since February 2006, and of its predecessor from January 2003 to February 2006. Mr. Icahn has served as a Director of Cadus Corporation, a company engaged in the ownership and licensing of yeast-based drug discovery technologies since July 1993. In May 2005, Mr. Icahn became a director of Blockbuster Inc. , a provider of in-home movie rental and game entertainment. In October 2005, Mr. Icahn became a director of WestPoint International, Inc., a manufacturer of bed and bath home fashion products. In September 2006, Mr. Icahn became a director of ImClone Systems Incorporated , a biopharmaceutical company, and since October 2006 has been the chairman of the board of ImClone. In August 2007, Mr. Icahn became a director of WCI Communities, Inc. , a homebuilding company, and since September 2007 has been the chairman of the board of WCI. In December 2007, Mr. Icahn became a director of Federal-Mogul Corporation , a supplier of automotive products, and since January 2008 has been the chairman of the board of Federal-Mogul. In April 2008, Mr. Icahn became a director of Motricity, Inc., a privately-held company that provides mobile content services and solutions. Mr. Icahn received his B.A. from Princeton University.

Keith A. Meister
Since March 2006, Keith Meister has served as Principal Executive Officer and Vice Chairman of the Board of Icahn Enterprises G.P. Inc., the general partner of Icahn Enterprises L.P., a diversified holding company engaged in a variety of businesses, including investment management, metals, real estate and home fashion. Since November 2004, Mr. Meister has been a Managing Director of Icahn Capital LP, the entity through which Carl C. Icahn manages third party private investment funds. Since June 2002, Mr. Meister has served as senior investment analyst of High River Limited Partnership, an entity primarily engaged in the business of holding and investing in securities. Mr. Meister also serves on the boards of directors of the following companies: XO Holdings, Inc., a telecommunications company; WCI Communities, Inc., a homebuilding company; Federal-Mogul Corporation, a supplier of automotive products; and Motorola, Inc., a mobile communications company. With respect to each company mentioned above, Carl C. Icahn, directly or indirectly, either (i) controls such company or (ii) has an interest in such company through the ownership of securities. Mr. Meister received an A.B. in government, cum laude, from Harvard College in 1995.

Edward H. Meyer
Mr. Meyer serves as Chairman, Chief Executive Officer and Chief Investment Officer of Ocean Road Advisors, Inc., an investment management company. From 1970 to 2006, he served as Chairman, Chief Executive Officer and President of Grey Global Group, Inc., a multi-billion dollar global advertising and marketing agency. Mr. Meyer serves as a Director of Harman International Industries, Inc. , Ethan Allen Interiors, Inc., National CineMedia, Inc. and NRDC Acquisition Corp. Mr. Meyer holds a B.A. in Economics from Cornell University.

Brian S. Posner
Brian S. Posner is a private investor. From 2005 through March 2008, he served as Chief Executive Officer and co-Chief Investment Officer of ClearBridge Advisors LLC (and its predecessor company, CAM North America), an asset management company based in New York with approximately $90 billion in assets and a wholly owned subsidiary of Legg Mason Inc. Prior to ClearBridge Advisors, he was a co-Founder and the Managing Partner of Hygrove Partners LLC, a hedge fund company that was formed in 2000. Prior to ClearBridge Advisors and Hygrove Partners, he served as a Portfolio Manager and an Analyst, first at Fidelity Investments from 1987 to 1996 and then at Warburg Pincus Asset Management/Credit Suisse Asset Management from 1997 to 1999. At Warburg Pincus Asset Management/Credit Suisse Asset Management he was a Managing Director and served as the Senior Investment Manager of the Value Equity Group, co-Portfolio Manager of the Warburg Pincus Growth & Income Fund, and Portfolio Manager of the Warburg Pincus Institutional Value Fund and the Warburg Pincus Trust, Growth and Income Fund. Prior to the acquisition of Warburg Pincus Asset Management (”WPAM”) by Credit Suisse Asset Management in July 1999, he was co-Chief Investment Officer, Director of Research, Chairman of the Global Asset Allocation Committee, and a member of the Executive Operating Committee at WPAM. At Fidelity Investments, he was the Portfolio Manager of the Fidelity Equity Income II Fund from 1992 to 1996 and the Fidelity Value Fund from 1990 to 1992. He also managed the Select Life Insurance, Select Property Casualty Insurance and Select Energy Portfolios. From 1987 to 1990, he was an Oil, Insurance, and Financial Services Analyst. From August 2000 to April 2003 he served on the Board of Directors for Sotheby’s Holdings, Inc. He currently a member of the Board of Trustees at Northwestern University and the Board of Visitors for the Weinberg College of Arts and Sciences at Northwestern University. Mr. Posner received his undergraduate degree in history from Northwestern University in 1983 and his M.B.A. in finance from the University of Chicago Graduate School of Business in 1987.

Robert K. Shaye
Robert Shaye is Co-Chairman and Co-CEO of New Line Cinema. As the Founder of New Line Cinema and a filmmaker himself, Robert Shaye has spent more than 40 years developing and distributing films that reflect a wide array of cultural movements, creating new paradigms for the motion picture business, and most importantly, entertaining millions of moviegoers. Since he founded New Line in 1967, Shaye has guided the company’s growth from a privately-held art film distributor to one of the entertainment industry’s leading independent studios and a veritable box office force. He has been involved in such films as The Lord of the Rings trilogy, Rush Hour, Austin Powers and Seven. A University of Michigan graduate with a degree in business administration and a J.D. degree from Columbia University Law School, Shaye is also a Fulbright Scholar, member of the New York State Bar, and serves on the Board of Trustees of the Motion Picture Pioneers, and the American Film Institute.
SOURCE: ICAHN CAPITAL LP

IT'S NOT ABOUT ART



This week's blog celebrates the life of Natividad, a helpless stray dog whose life came to a suffering end at the hands of a Costa Rican artist in Managua, Nicaragua, in the name of "art".

In recognition of this 100th posting on My Open Kimono, I wanted to leverage it's viral growth, reaching 72 countries globally, to petition the artist and the hosting country to put an end to this twisted and obscene excuse for art seeking media impact.

We are in the communications business and strive to craft our own form of art into messages that inform, entertain, move and effect change. Art cannot be used as a shield for cruelty or vandalism and for that reason it should not be granted impunity. This artist moved me to sign the petition in an effort to disgrace the artist, the exhibition, the hosting country as well as Honduras for inviting him to exhibit as well!!

Click here for a link to the petition.


Temperature's Rising At Yahoo!


The weekend's move by Microsoft to pull back on their offer to acquire Yahoo! leaves both camps with more questions than answers.

Yahoo's intransigent position to raise Microsoft's offer by five billion dollars forced Steve Ballmer to withdraw from the bargaining table and watch Yahoo's shares plummet by almost as much the next morning, leaving Yahoo! with a staggering seventeen billion dollar gap between its market and asking price of thirty seven dollars.

The drama is sending shock waves through both investors and Yahoo! employees, defenseless in a battle between the titans, Ballmer and Jerry Yang. If Microsoft stands firm on its withdrawal, Yahoo! stock may well lose another four or five billion in market capitalization, spiraling into a host of stockholder lawsuits.

Ballmer, on the other hand, may face a fate that forces him out, failing to secure a winning strategy in pursuit of Yahoo!, unless a very expensive and numbing hostile takeover scenario emerges.

Should Yahoo! decide to outsource their search activity with Google, it may save face and buy time for Yang to bolster the stock. Yahoo's search strategy has not been successful ... in fact, they lost that battle a while ago. To assume they can get back on track would be a major blunder.

If Microsoft does not prevail at a thirty four dollar bid, Yahoo's only alternative would be outsourcing search to Google, defeating further action by Microsoft.

Stay tuned.

ENOUGH....AAAA LEADERSHIP CONFERENCE


The AAAA Leadership Conference kicked off this week from Laguna Niguel’s Ritz Carlton, attended by many luminaries that make up the world of ad agencies.

The conference opened with a fitting tribute to one of advertising’s legends, Phil Dusenberry (1936 – 2007).

Dusenberry developed GE's "bring good things to life" campaign, Pepsi's "new generation" slogan, the "New York Miracle" spots and Reagan's "Final Journey" documentary. He retired in 2002 as chairman of BBDO North America, one of the world’s most successful advertising agencies. The company grew rapidly under his guidance, but he was best known for his creative work over several decades at BBDO.

Tom Carroll, incoming Chairman of the AAAA and President-CEO TBWA Worldwide, headlined the conference with a down-to-earth vision of the comeback role of the agency as the place for brands to manage all of the disciplines that make up great advertising.

“Enough.” The banter between digital and traditional is over. “It’s all digital and it’s all about the data.”


“Enough.” A peek into discussions concerning agency fees reveals the need for compensation to be tied back to sales in an accountable manner.

Borrowing a phrase from Jay Chiat, Tom was on the mark with … “That was then. This is now.”

Tom .... we are all looking forward to the leadership and drive you will be bringing to the table as the AAAA incoming chairman.

Day one, the general conference gave way to a star-studded cast to include Irwin Gotlieb, Global CEO – GroupM; Lee Clow, Chairman and Chief Creative Officer – TBWA WW; Ben Silverman, Co-Chairman – NBC Entertainment and Universal Media; Eric Schmidt, Chairman and CEO – Google; and Matt Freeman, CEO WW – Tribal DDB. Nancy Hill, newly appointed President of The AAAA moved the conference forward with a strong call for diversity among agencies.

Gotlieb pronounced the coming of a common ecosystem with consolidated media streams; a targeting shift for consumers, moving away from behavior and towards “reaction to intention”; and the development of creative executions to fill the needs of a brand’s ability to segment audiences in and even more focused manner.

Lee Clow, a proponent of the Media Arts believes the internet has not yet matured to accept creative advertising and storytelling. Lee challenged agencies to hire young thinkers across many disciplines to explore that which has not yet been explored.


“Brands will become media” as exhibited by the Adidas “Sistine chapel” ad on the ceiling of the Cologne, Germany train station, and the All Blacks “Bonded by Blood”, New Zealand football
poster.



Ben Silverman picked up on Gotlieb’s consolidated media stream argument, suggesting that agencies and their brands, the media, media sellers and buyers, technologists and planners need to work as a single unit to make the consumer experience whole.

Schmidt’s focus was on the shift in metrics to maximize and optimize campaigns through actionable measures. Asking if there was also a shift from ad-based revenue for Google to software, the response was a pat “no.” However, “if Google could send only one ad to a search query and that ad would be the one perfect ad, it would.” And it would charge handsomely.

The general session wrapped with a breakout session led by Matt Freeman, charging “consumers are the new media.”