Performics is the performance marketing division of DoubleClick, which provides technology and services that empower marketers, agencies and web publishers to work together successfully and profit from their digital marketing investments. Our focus on innovation, reliability and insight enables clients to improve productivity and results.
Since 1996, DoubleClick has empowered the original thinkers and leaders in the digital advertising industry to deliver on the promise of the rich possibilities of our medium. Today, the company's DART and Performics divisions power the online advertising marketplace. Tomorrow, we will continue to enable clients to profit from opportunities across all digital advertising channels as consumers worldwide embrace them.
DoubleClick has global headquarters in New York City and maintains 21 offices around the world to serve its more than 1500 clients.
The corrected release reads:
ONLINE MARKETERS CAN EXPECT BIG NUMBERS THIS HOLIDAY SEASON: PERFORMICS 50 PREDICTS GROWTH OF 53% FOR ONLINE SALES OVER LAST YEAR
Growth in search engine marketing continues unabated, with year-over-year conversions, search spend, and impressions displaying increases of nearly 50%; active keywords have grown by a robust 58% and total clicks by 32%. The Performics 50, a representative index of well-managed paid search campaigns designed to monitor the growth of paid search advertising, indicates much of this growth is due to online marketers' increased knowledge and sophistication of search engine marketing.
The Performics 50 forecasts that sales during the forth quarter will surpass last year's sales by 53%. As a general rule, marketers can expect to see Q4 activity equal to the sum of Q1 and Q2 activity. In other words, sales during the fourth quarter of this year, which includes the busy holiday shopping season, are likely to equal the combined sales of the first half of '06 (Q1 and Q2). The same holds true for budgeting and marketing costs.
"Online marketing is passing over a huge hurdle," said Cam Balzer, director of search strategy at Performics. "Experienced SEMs and program managers are harnessing the full value of search and realizing that maintaining an aggressively managed campaign onlineCoone that drives online sales, offline sales, increases brand awareness and maximizes your search budgetCois critical to overall marketing success. This potentially means big business for the final quarter of 2006 and the upcoming holiday season."
The Performics 50 identified an increase in competition for higher-priced and more popular keywords in the last quarter as well as marketers mining the 'long tail' of key terms to balance out their keyword portfolios. This type of program management led to a relatively stable cost per keyword (CPK) environment, increasing only $.14, or less than 0.5%, from first quarter averages, and demonstrates online marketers' aptitude for mounting, targeting and maintaining complex search engine campaigns.
Marketers can analyze and combine their first and second quarter budgets in order to determine their likely spend for all of the fourth quarter. Additionally, October is the optimal time to detect and correct any campaign variances in order to capitalize on the holiday rush. Intervention at this time can prevent substantial loss and improve November and December revenue.
Please go to www.performics.com to download a complete copy of the Performics 50.
About Performics
Performics is the performance marketing division of DoubleClick, which provides technology and services that empower marketers, agencies and web publishers to work together successfully and profit from their digital marketing investments. Our focus on innovation, reliability and insight enables clients to improve productivity and results.
Since 1996, DoubleClick has empowered the original thinkers and leaders in the digital advertising industry to deliver on the promise of the rich possibilities of our medium. Today, the company's DART and Performics divisions power the online advertising marketplace. Tomorrow, we will continue to enable clients to profit from opportunities across all digital advertising channels as consumers worldwide embrace them.
Sunday, September 9, 2007
Pyramid Power? No, say execs at music download firm BurnLounge. They see 'concentric marketing' as key to sudden sales surge
In less than a year, it has caught on with such industry heavyweights as deejay Rick Dees, Justin Timberlake and Kanye West, and attracted such advertisers as Cadillac and Nokia.
Moreover, it has enlisted an online army of more than 40,000 retailers known as "burn team members." They sell music for downloads, and the retailers share commissions with those who enlisted them.
Founded by Chief Executive Alex Arnold, Chief Operating Officer Ryan Dadd and Chief Creative Officer Stephen Murray, the company combines iTunes-type music downloads and eBay-style retailing with traditional multi-level marketing.
But could BurnLounge's business model be the cover of an old tune: the pyramid scheme?
BurnLounge's Arnold bristled at the suggestion that his company's multilevel marketing--he prefers the term "concentric sales"--could tip into anything illegal.
"I would call it more of affiliate marketing meets fan-to-fan promotion."
Multilevel marketing can be tricky terrain. Even successful mainstream multilevel marketing firms, such as Herbalife International Inc., have wound up in legal hot water by not managing their operation correctly.
In order for a multilevel marketing model not to be considered a pyramid scheme, the majority of the proceeds from sales must go to the retailers, not to those who recruited them.
The deal
The business works like this:
Users create pages where they post and sell artists' music of their choosing for buyers to download. Downloads of a song typically go for 99 cents. Each participating artist signs a non-exclusive, one-year license agreement with BurnLounge and gets between 50 percent and 70 percent of the revenue generated by sales of their songs.
Of the remainder, BurnLounge corporate takes 60 percent while the retailer who sold the song gets 40 percent. However, the retailer must give 20 percent of his take to the one who recruited him. The recruiter must pay a percentage of his take to the one who recruited him, and so forth.
In addition, each retailer gets a $50 bonus for each new retailer recruited; all retailers are part of a "Burn Team," directly tied to the person who recruited them.
"You get rewarded for your team's sales. Music is a fairly low margin product, so you are earning pennies and cents--a little bit of a lot of people," Arnold said. "That's the beauty of it; nobody makes that much money on a single album sale."
BurnLounge is not a pyramid scheme because financial success for the retailers is not solely dependent on recruiting others. A pyramid scheme relies on enrolling new sales people in order to make money. However, there are elements that resemble those traditionally associated with pyramid schemes, including recruitment presentations in hotels and special events designed to entice potential sellers.
But Arnold pointed out that rather than a commodity or a line of products, BurnLounge sells various music that's highly segmented and user-specific. Small, independent bands are the linchpin of BurnLounge's content library.
In fact, the increased exposure and payment for the legal downloads is luring hordes of garage bands and their followers. BurnLounge already has almost 2 million tracks posted for purchase. Every user can configure his download page to promote bands of his choice, so the more friends and fans who sign up, the bigger his potential audience.
True believers
Not surprisingly, most of those involved with BurnLounge are true believers.
Robby Welles, a former real estate agent who now hosts BurnLounge recruitment seminars at hotels and other rented spaces, started an online download store in January.
Welles said he was skeptical when a friend asked him to attend a BurnLounge presentation, and that he resisted multiple invitations. Finally, in return for dinner and drinks, he agreed to go.
"My first reaction was, 'Thanks, man, but I don't have time for anything like that'," Welles said.
After the presentation, Welles said he was impressed and signed up right away. He said that within three months he had left his job to focus on his stores and now has more than 4,000 members on his two "burn teams."
"I heard who was involved and I felt my reputation was no longer on the line, that it was legit," Welles said. "The company is changing the direct sales industry because it's making it cool and fun. The money's good and it will just keep getting better."
Moreover, it has enlisted an online army of more than 40,000 retailers known as "burn team members." They sell music for downloads, and the retailers share commissions with those who enlisted them.
Founded by Chief Executive Alex Arnold, Chief Operating Officer Ryan Dadd and Chief Creative Officer Stephen Murray, the company combines iTunes-type music downloads and eBay-style retailing with traditional multi-level marketing.
But could BurnLounge's business model be the cover of an old tune: the pyramid scheme?
BurnLounge's Arnold bristled at the suggestion that his company's multilevel marketing--he prefers the term "concentric sales"--could tip into anything illegal.
"I would call it more of affiliate marketing meets fan-to-fan promotion."
Multilevel marketing can be tricky terrain. Even successful mainstream multilevel marketing firms, such as Herbalife International Inc., have wound up in legal hot water by not managing their operation correctly.
In order for a multilevel marketing model not to be considered a pyramid scheme, the majority of the proceeds from sales must go to the retailers, not to those who recruited them.
The deal
The business works like this:
Users create pages where they post and sell artists' music of their choosing for buyers to download. Downloads of a song typically go for 99 cents. Each participating artist signs a non-exclusive, one-year license agreement with BurnLounge and gets between 50 percent and 70 percent of the revenue generated by sales of their songs.
Of the remainder, BurnLounge corporate takes 60 percent while the retailer who sold the song gets 40 percent. However, the retailer must give 20 percent of his take to the one who recruited him. The recruiter must pay a percentage of his take to the one who recruited him, and so forth.
In addition, each retailer gets a $50 bonus for each new retailer recruited; all retailers are part of a "Burn Team," directly tied to the person who recruited them.
"You get rewarded for your team's sales. Music is a fairly low margin product, so you are earning pennies and cents--a little bit of a lot of people," Arnold said. "That's the beauty of it; nobody makes that much money on a single album sale."
BurnLounge is not a pyramid scheme because financial success for the retailers is not solely dependent on recruiting others. A pyramid scheme relies on enrolling new sales people in order to make money. However, there are elements that resemble those traditionally associated with pyramid schemes, including recruitment presentations in hotels and special events designed to entice potential sellers.
But Arnold pointed out that rather than a commodity or a line of products, BurnLounge sells various music that's highly segmented and user-specific. Small, independent bands are the linchpin of BurnLounge's content library.
In fact, the increased exposure and payment for the legal downloads is luring hordes of garage bands and their followers. BurnLounge already has almost 2 million tracks posted for purchase. Every user can configure his download page to promote bands of his choice, so the more friends and fans who sign up, the bigger his potential audience.
True believers
Not surprisingly, most of those involved with BurnLounge are true believers.
Robby Welles, a former real estate agent who now hosts BurnLounge recruitment seminars at hotels and other rented spaces, started an online download store in January.
Welles said he was skeptical when a friend asked him to attend a BurnLounge presentation, and that he resisted multiple invitations. Finally, in return for dinner and drinks, he agreed to go.
"My first reaction was, 'Thanks, man, but I don't have time for anything like that'," Welles said.
After the presentation, Welles said he was impressed and signed up right away. He said that within three months he had left his job to focus on his stores and now has more than 4,000 members on his two "burn teams."
"I heard who was involved and I felt my reputation was no longer on the line, that it was legit," Welles said. "The company is changing the direct sales industry because it's making it cool and fun. The money's good and it will just keep getting better."
Subscribe to:
Posts (Atom)
Posts
