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Research reveals Gen Z avoids ads at all costs

Any company looking to target Gen Z consumers (those born between 1997 and 2012) shouldn’t even bother with traditional advertising.

That’s the stark finding from a new report released by digital consumer research firm Bulbshare, which gathers insights from thousands of consumers around the world.

Titled Ad blockers and advocacy: Why Gen Z is blocking paid ads in favour of real voices, the report finds that 99% of consumers in this generational cohort will hit “skip” on an ad if it’s an option and that nearly two-thirds (63%) use ad blockers to avoid online adverts.

Their readiness to do so comes largely from the fact that they feel overwhelmed by the number of adverts they see daily. The report shows that nearly three-quarters (74%) of consumers feel bombarded with ads. The same percentage feel irritated with adverts and the incursions they place on their time. One in four, meanwhile, find advertising extremely intrusive, while one in two believe it is somewhat disruptive.

“The best advertising has always been disruptive,” says Bulbshare founder and CEO Matt Hay. “It should be difficult to ignore. But today’s brands face the very real danger of being part of an indistinct but annoying wall of noise”.

Over the past decade or so, brands have increasingly supplemented their traditional advertising efforts with influencer marketing. But customers are becoming more distrustful of the relationships between big brands and high-profile figures.

Bulbshare’s research shows that 84% of Gen Z consumers have lost faith in influencers. They are, unsurprisingly, more inclined to make purchases based on authentic recommendations. In fact, 86% would be more inclined to buy a product recommended by a friend than a paid influencer.

“This desire for authenticity makes it imperative that brands not only have products worth recommending but that they cultivate communities where authentic recommendations can take place,” says Hay. “In fact, there’s real hunger for this among Gen Z consumers. Some three quarters (74%) would promote a product they genuinely care about online. Moreover, 88% are enthusiastic about collaborating with brands, and 76% said they enjoy reviewing products.”

“In a world where 81% of consumers trust real opinions over those promoted via an advert,” Hay concludes. “It makes much more sense to allow consumers to be authentic advocates for a product or brand than to spend money on an ad that will, at best, be ignored and cause active resentment at worst.”

Download Ad blockers and advocacy: Why Gen Z is blocking paid ads in favour of real voices here.

Bridging the gap between advertising & subscription revenue

Digital readership experienced an extraordinary boost during the pandemic – especially in the early stages when online subscriptions soared by almost 150%. Lockdown consumers were avidly seeking both information and distraction, lapping up the diversity of content on offer, from news to podcasts, courses to exclusive member online meetings with journalists. In contrast, advertising spend plummeted and left the publishers relying on this unpredictable revenue high and dry.

That growth pattern may have normalised in latter months. And while ad spend – in particular digital advertising – has also rebounded, this crisis proved how perilous relying on advertising dollars alone can be. The aftermath leaves a significant challenge for media businesses in 2022.

How can they find the right balance between digital advertising and subscription models? How is the industry going to create a sustainable, long-term revenue model – especially with the shifting privacy landscape and its implications for digital businesses? 

Rupert Knowles (pictured), General Manager, UK, Piano, explores the changing digital landscape and outlines how publishers can adopt new ways of building reader trust that lead to better targeting capabilities and higher overall revenue from both advertising and subscription models, without compromising on data ethics…

Working Together

The pace of digital change during the COVID-19 pandemic has pushed many analogue dinosaurs to the brink and beyond. According to a McKinsey Global Survey, the share of digital or digitally enabled products in company portfolios accelerated by seven years in a matter of months. Publishing has been an amazing example of this shift, and many publishers have acknowledged the value of the subscription revenue stream for the first time. But there is still an internal conflict for many organisations – the traditional stand-off between subscription, advertising and editorial can severely constrain publishers’ abilities to monetise the new digital audience.

Retaining customers and building loyalty requires a new approach. While Google may have extended its use of third-party cookies until 2023, reliance on third-party data will be off the table from next year. Yet, readers actively dislike an irrelevant, unfocused experience. Publishers need to survive and thrive in a logged-in world, and this means being able to answer key questions: Why should a reader share their data? How is the reader experience being curated to inspire loyalty? And how can a publisher derive value from (and provide value to) occasional, registered and subscribed users?

To truly optimise this new customer base will require significant cultural change: Publishers must build collaboration between marketing (subscriptions) and advertising and editorial. In a digital world, all three are inherently part of the same overall customer experience. A reader’s decision to subscribe, to register but not subscribe, or just visit occasionally is influenced by many factors beyond the price. 

Know Your Reader

Every part of the experience needs to work well, from the editorial decisions regarding the position of content in front or behind the paywall to the number of advertisements presented to each reader. Understanding the reader is essential to deliver the customer value that is key to optimising long-term revenue.

As German Publisher, Funke Mediengruppe discovered: 50% of subscribers who churned were doing so because they felt there were too many ads, and most were low quality. The publisher opted to reduce the amount of ad space by 70%, retaining the higher quality – and higher value – ads, and cut this reason for churning by 50% in the process. By keeping the more valuable ad inventory, the overall drop in revenue was minimised – a drop that was immediately offset by readers being happy to pay a 20% higher subscription for a better reading experience.

This publisher has also separated its titles into “reach”, which are ad-financed with a focus on maximising traffic and “quality”, which are financed by reader revenue. Each title’s revenue stream is optimised by implementing cross-departmental cooperation and cross-marketing.

Understanding Customer Value

Data is key to understanding customers’ digital behaviour – and will inform the advertising, registration and subscription strategies required to successfully manage the customer journey from anonymous to known, to paid, to retained.

For example, registered readers are ten times more likely to subscribe than non-registered. People who pay for a trial are more likely to convert to a full subscription than those receiving a free trial. Emails and newsletters are still the highest converting channel. And the way pricing is presented will have a very significant influence on conversion.

By using A/B tests to determine the success of not just different pricing options, but different pricing presentations across hundreds of customer segments, publishers can gain vital insights that will help them create successful customer retention strategies. Moreover, with analytics and data-driven insight, they can enhance overall Customer Lifetime Value by building stronger relationships and delivering greater value through more relevant content targeted to each reader – whether that is articles, emails, newsletters or podcasts. 

Extending Content Value

The content presented to each reader will also influence subscription rates. Subscription platforms that include machine learning will provide vital insight into the reader’s response to specific articles. Which articles convert most readers to subscribe? Or to register? Which articles have high numbers of page views but don’t result in any reader action?

Machine learning can be used to deliver content recommendations to readers based on behaviour and known areas of interest. Providing readers with more relevant content will bring them back more often and encourage subscription. And it also gives new value to content – older articles can be presented again to an interested reader. Content is no longer written today, discarded tomorrow; it has far more long-term value.

The use of content recommendations can also nudge readers from short form to longer form content. One publisher, for example, has discovered that its valuable content recommendations are often seven days old and three or four times the length of most articles. Leading digital publishers including the Spectator are also using author matching, tracking if readers have a preference for a certain journalist or journalistic style and recommending their other articles. Science is supporting art to create the profitability that will be key to supporting high-quality journalism.


There are so many opportunities to improve revenue, and create a personalised reader experience and drive up customer engagement. Intelligent use of data combined with a willingness to continually test and learn is transforming the way publishers can interact with the readership. This can only be achieved with complete collaboration across marketing, advertising and editorial. Now is the time to grasp the opportunity, embrace a customer-centric, data-driven model and optimise the new readership.

IAB sets out Online Advertising Programme vision

With DCMS’s consultation on the Online Advertising Programme expected soon, the IAB has shared its view on how the regulatory framework for digital advertising can be developed

Ahead of the consultation on the Government’s Online Advertising Programme (OAP), the online advertising industry body has laid out its view of how the regulatory framework for digital advertising can be developed, building on and complementing the comprehensive system of self-regulation that is already in place.

To this end, its has worked with members to develop key principles for the OAP to ensure that the future regulatory framework is ‘proportionate, targeted, and effective’. The five key principles that it believes the OAP proposals should meet, and which it will ask government to use to guide its policy development, are:

  1. Recognition of and support for the value of the ad-funded business model and its crucial role in the digital economy: The UK’s digital advertising industry is world-leading and the biggest in Europe. It drives e-commerce, helps fund technological innovation across the economy, enables free access to content and services and supports business growth from big brands to SMEs. It’s important this value is recognised as the OAP is developed, both in terms of continuing to drive responsible and sustainable growth, and in understanding why it is critical to ensure that regulation is well-designed and is proportionate to the harms it is seeking to address.
  2. Recognition of the place of self-regulatory mechanisms and open standards in any new framework: From the ASA to IAB Tech Lab, there is already a range of self-regulatory mechanisms and open standards initiatives in place that are designed to directly protect consumers and to indirectly contribute to consumer trust in digital advertising. It’s crucial that existing self-regulation and standards are taken into account and complemented by any new regulatory framework being developed.
  3. A clear vision that brings coherence and alignment to all relevant policy and regulatory workstreams, aligned with the Digital Regulation Plan: For the OAP to be effective, it must align other relevant ongoing regulatory policy workstreams around a clear vision that is aligned towards the same policy goals, and present a coherent overall plan for regulating and supporting the online advertising sector in line with the Government’s economic goals for the digital sector and the Digital Regulation Plan. Collaborating with and drawing on expertise from industry is vital for designing a clear and coherent overarching framework that looks forward, not back.
  4. An evidence-based approach with robustly justified proposals: The OAP proposals should meet accepted principles of effective regulation. In its consultation, DCMS should robustly justify any proposed regulatory interventions based on clear evidence of the harms they are seeking to address, and how they will deliver specific, measurable outcomes. At the same time, government should recognise that a combination of regulatory tools and other solutions may be needed to address a single ‘harm’. We welcome the opportunity to support DCMS where we can in gathering the evidence that it needs throughout the course of this Programme. Where the necessary evidence does not exist, we are keen to work with DCMS to identify how it can be obtained.
  5. Emphasis on cooperation between industry, law enforcement and regulators to target criminal actors: Our industry shares the Government’s goal to protect consumers and foster innovation to fully realise the benefits of the digital economy. Where the evidence shows that a particular harm is perpetrated by bad actors, the Government should work with the relevant representatives of industry, law enforcement and regulators to design an effective approach.

To sum up, the IAB says OAP represents an opportunity for the Government to work with industry to design and develop a modern, digital-first regulatory framework that supplements the existing system of self-regulation and targets the bad actors that look to use advertising as a vector to commit crime and cause harm. It says it believes a partnership approach is needed from this point forward between the government and all actors in the digital advertising ecosystem, whose collective action is needed to deliver shared outcomes and evolve and maintain good practice within the industry.

The IAB has sent a version of these principles to DCMS ahead of its consultation on the Online Advertising Programme.

Global digital advertising market to hit $179.77bn in 2021

The global digital advertising market size 2020 was $155.53 billion and it is expected to grow to $179.77 billion this year at a compound annual growth rate (CAGR) of 15.6%.

That’s according to a new report from The Business Research Company, which says the growth is mainly due to the companies rearranging their operations and recovering from the COVID-19 impact, which had earlier led to restrictive containment measures involving social distancing, remote working, and the closure of commercial activities that resulted in operational challenges.

The market is expected to reach $281.32 billion in 2025 at a CAGR of 11.8%.

Along with interactions in the ads themselves, the report says digital advertising companies are increasingly adopting conversational interfaces or chat box to increase speed and productivity while dealing with common consumer issues.

End users of financial institutions have become extremely reliant on conversational interfaces to provide 24/7 service, instant responses to queries, and quick complaint resolution for providing answers to queries effectively. Conversational interfaces also provide an easy and economical way for organisations in different sectors to receive customer feedback.

The report cites companies such as Starbucks, which are increasingly adopting conversational chat box to allow users to order through its MyBarista application via auditory message, which works faster than the traditional methods.

It says the global digital advertising market is highly saturated, with small number of large players. The top ten competitors in the market made up to 64.53% of the total market in 2020. Major players in the market include Google Ads, Facebook, Alibaba, Amazon, Tencent, Baidu, Microsoft, Verizon, Twitter, and Sina Weibo.

North America accounts for the largest digital advertising market share 2021, having had 32.0% of the total in 2020. It was followed by Asia Pacific, Western Europe and then the other regions. Going forward, according to TBRC digital marketing industry growth statistics, the fastest-growing regions in the digital advertising market will be the Africa and the Middle East, where growth will be at CAGRs of 18.4% and 16.7% respectively during 2020-2025. These will be followed by South America and Eastern Europe, where the markets are expected to grow at CAGRs of 16.7% and 16.6% respectively.

ASA publishes latest study into restricted ads in children’s media

The Advertising Standards Authority (ASA) has published the findings from its fourth monitoring sweep, as part of a year-long project to identify and tackle age-restricted ads appearing in children’s online media.

Whilst the overwhelming majority of age-restricted ads are targeted responsibly in online media, targeting audiences heavily weighted (75 %+) to adult audiences, a minority end up in children’s online media.

Advertisers placing age-restricted ads online are required, under the Advertising Code, to take care to target their ads away from child audiences. In particular, that means websites and YouTube channels designed for children or that attract a disproportionately high child audience cannot carry age-restricted ads.

The latest report continued what the ASA calls CCTV-style scrutiny of online ads for: gambling, alcohol, e-cigarettes and tobacco, slimming and weight control products and food and soft drinks classified as high in fat, salt or sugar (HFSS products).

Since undertaking the monitoring, the UK Government has announced new restrictions on the advertising of HFSS products on TV and online, which are due to take effect from the beginning of 2023. That policy shift does not change the ASA’s responsibility to take action against HFSS ads placed, in breach of the current rules, in children’s media.

Between January and March 2021, using monitoring tools to capture age-restricted ads served on a sample of 49 websites and 12 YouTube channels attracting a disproportionately high child audience, the ASA found that:

  • Overall, 158 age-restricted ads broke the advertising rules; and
  • In total, 41 advertisers placed age-restricted ads in 33 websites and 8 YouTube channels aimed at, or attracting a disproportionately large, child audience.

A breakdown of ads by product category that broke the rules reveals:


  • 7 alcohol ads by 3 advertisers on 8 websites


  • 29 ads by 3 advertisers on 17 websites


  • 117 ads by 31 advertisers on 31 websites and 8 YouTube channels

Weight reduction:

  • 5 ads by 4 advertisers on 4 websites


  • No ads for e-cigarettes or tobacco products were picked up during this monitoring period

The ASA says its preliminary inspection of the data suggests that the majority of advertisers who it identified breaking the rules in earlier monitoring sweeps have not reoffended. It has warned the advertisers who we have caught in this latest sweep to review and, as necessary, amend their practices to ensure they target future ads responsibly.

Throughout the last year, harnessing innovative monitoring technology as part of a five-year strategy, More Impact Online, has proved effective in helping the ASA identify and tackle irresponsibly placed ads for age restricted products at scale and speed to better protect children.

IAB welcomes ‘opportunities’ from third-party cookie phase-out

The IAB has welcomed Google’s reaction to the Competition and Markets Authority’s (CMA) investigation into internet giant’s Privacy Sandbox initiative, asserting that it creates an opportunity to ‘reset’ the ad-funded web.

Back in January, the CMA launched an investigation into Google’s Privacy Sandbox in response to concerns that Google’s plans for the removal of third-party cookies from Chrome and its introduction of alternatives could impede competition in digital advertising markets.

At the time, Google welcomed the development and has described it as an “opportunity to engage with a regulator with the mandate to promote competition for the benefit of consumers”. 

Google has now announced a range of binding commitments to address the CMA’s concerns. These include: 

  • That it will work with the CMA to resolve concerns and develop agreed parameters for the testing of new proposals. Google will also provide transparency around the timetable, as well as a clear notice period for changes.
  • Once third-party cookies are phased out, Google’s ad products will not access synced Chrome browsing histories (or data from other user-facing Google products) in order to track users to target or measure ads on third party web inventory.
  • As the Privacy Sandbox proposals are developed and implemented, that work will not give preferential treatment or advantage to Google’s advertising products or to Google’s own sites

You can read the full list of commitments here. The CMA has now launched a consultation on whether to accept Google’s commitments, which you can respond to by submitting written representations to Angela Nissyrios and Simon Deeble at by 8 July 2021 at 5pm.

IAB UK’s CEO Jon Mew said: “At the IAB, we have always been really clear that the phasing out of third-party cookies is an opportunity to reset the ad-funded web for the better, which is why we have laid out clear principles that we believe any viable User ID solutions must meet. I think that the CMA’s investigation into Privacy Sandbox and Google’s commitments to address its concerns about the potential impact on competition are an important and valuable part of this process. 

“The commitments  allow the wider industry to have confidence that Google’s proposals are being developed in a way that takes into account both competition and privacy objectives, with the benefit of regulatory oversight brought by the CMA. The phasing out of third-party cookies is the most seismic shift that the digital ad industry has ever experienced and it’s only right that developments in this space are subject to appropriate scrutiny.”

Synergy between CTV and digital devices drives ad effectiveness, according to study


Your smartphone is a computer. And your TV, too. Nowadays consumers expect that their computers work together and provide a seamless experience, with cohesive and consistent messaging across screens. Marketers need to understand this synergy across screens and start to embrace the opportunity it provides.   

Streaming is an ideal way for advertisers to begin a lasting brand relationship. The big screen offers an immersive experience that helps create brand awareness and association. On the web, consumers lean forward. They’re curious, open-minded, and motivated. Streaming ads prompt inspiration, but they need to be followed by interactive, browser-based ads that facilitate exploration.’s research, “The Bigger Picture: Why Effective Video Advertising Requires a Synergy Across CTV, Desktop & Mobile Devices”, found that consumers are 2.5 times more likely to remember a brand advertised on the big screen than any other medium. The research also found that following a CTV impression with a desktop ad caused brand opinion to jump by a third, on average. For carefully considered purchases such as travel, auto, and even mattresses, purchase intent can more than double when CTV impressions are followed by interactive web impressions. A majority of respondents in the study rated these holistic, cross-screen campaigns as being more relevant, informative, and engaging than single-channel efforts.

Overall, the research noted that on average, the addition of CTV to desktop and mobile drove a 149.6% lift in brand awareness versus desktop and mobile alone. Likewise adding CTV to desktop and mobile resulted in a 36.9% lift in brand opinion and a 24.8% lift in purchase intent. 

Altogether, we call this the “Halo Effect”. 

A brand halo is earned by a marketing strategy that includes every screen in the house. A halo forms when computers are used to their full potential and in synchronicity with each other. Having your campaign meet each moment in a consumer journey means planning for consistent, responsive messaging across experiences that are adapted for each screen.

Where is your halo? Closer than you think.

You can download the study here.

Global online Advertising Expected to Reach $1,089bn

A rise in expenditure on digital media across various industries and a surge in popularity of streaming platforms is driving the growth of the global internet advertising market, according to new data.

A new report from Allied Market Research pegged the global online advertising market at $319 billion in 2019, growing to hit $1,089 billion by 2027, equivalent to a CAGR of 17.2% over the forecast period.

The report cautions that rising adoption of ad-blockers has restrained the growth to some extent, but that the emergence of advertising automation and a rise in adoption of identity-based pay-per-click (PPC) marketing are projected to pave the way for lucrative opportunities in the coming years.

Specifically, it says the impact of COVID-19:

  • Increased use of social media leading to rising drift to resort to social media platforms to endorse various media content with the target audience, which boosted the global market for Internet advertising.
  • That trend is likely to continue post-pandemic as well, since advertising of media and entertainment content over Twitter, Facebook, and Instagram has almost become a new drift in the recent times.

The global internet advertising market report is analyzed across platform type, ad format, pricing/revenue model, enterprise size, industry vertical, and region. Based on platform type, the mobile segment accounted for nearly two-thirds of the total market share in 2019 and is expected to rule the roost by 2027. The same segment would also manifest the fastest CAGR of 18.9% during the forecast period. 

Based on pricing model, the performance-based segment garnered more than half of the total market revenue in 2019 and is expected to lead the trail by 2027. At the same time, the hybrid segment would manifest the fastest CAGR of 22.7% throughout the forecast period.

Based on geography, North America held the share in 2019, holding around two-fifths of the global market. The market across Asia-Pacific, on the other hand, would cite the fastest CAGR of 21.6% from 2020 to 2027. The report also analyzes the market growth across LAMEA and Europe.

Using emotion in advertising increases the sales of high-price and high-quality products

The use of emotion in TV adverts increases sales of high-quality and high-priced products, according to new research by emlyon business school.

However, if you’re trying to increase the sales of a low-quality and low-priced product, informative adverts are more likely to be successful, say researchers.

The study, by Ivan Guitart, Associate Professor of Marketing, and his colleague Stefan Stremersch, Professor of Marketing at the Erasmus School of Economics, looked into how informational and emotional appeals in television adverts influence online search and sales. They found that the impact of these appeals depends on the price and quality of the product.

The authors analysed the volume of online search, sales, and the content and expenditure of more than 2,300 ads promoting 144 cars during a period of four years.

The findings reveal that for high-price and high-quality products, an increase in emotional content in adverts led to more sales and online searches than an increase in informational content.

In contrast, for low-price and low-quality products, the use of information in adverts was more effective at increasing sales than the use of emotions. However, this is at the expense of the number of online searches these products get.

If managers of low-quality products want to increase the volume of online search their products receive, they should design adverts with more emotional content.

Professor Guitart said: “Managers of low price and low-quality products need to decide whether they want to use high level of emotional content to increase online search at the expense of sales, or use high level of informational content to increase sales, at the expense of online searches.”

The researchers say increasing online searches is an important objective because the more consumers learn about products the more likely they are to talk about them and even purchase them.

The findings of the study give insights and advice for marketing managers in their advertising strategies. Marketing managers of high-quality and high-price product should appeal to emotions if they want their adverts to drive sales, while marketing managers of low-quality and low-price products should highlight the practical applications of their product in order to boost sales.

The study was published in the Journal of Marketing Research.

The secret sauce of successful paid digital marketing

By Steve Plimmer, ESV Digital

Marketing as a whole has some core prerequisites to be successful (measurable goals, a united and clear message to convey, smart budgeting). Paid Digital Marketing is no different but a unique strength of the digital space is a central factor in making all forms of digital advertising work. It’s not keywords, it’s not bids, it’s not directly being able to track and attribute conversions – for the latter, many advertisers don’t care about conversions so much. It is audiences.

Audience tracking, targeting and managing is Paid Digital Marketing’s secret sauce

There are certainly those who may claim the website is the real common denominator but you can have the best website in the world; if the users visiting it are low quality (poor intent, the wrong type of user in any way) it can’t get you results.

It is true that below-par websites will generally perform poorly but they’ll perform far above their fighting weight with good audience strategy.

Many advertisers are starting to get to grips with this fact, as PPC Keywords get diluted and many forms of control on search, shopping and display recede, because the biggest remaining lever of control (and insight) that seems to be surviving all this change is audiences.

What do we mean by audiences?

When speaking about audiences, I’m referring to literally any aspect of a user’s profile or behaviour that can be categorised, measured and targeted. This can include:

  • Location
  • Device
  • New or returning visitor
  • Prospective or returning customer
  • Engagement behaviour with the site or ads (e.g. video ads)
  • Age
  • Gender
  • Life stage/event
  • Content topics of interest
  • Occupation

This is by no means an exhaustive list and these are all beyond the basic audience segment of those who search on a search engine and self-select to be an audience member of “people who searched for product x.”

Many of these have long been used by Facebook advertisers or on LinkedIn but now marketers have a host of powerful options on both Google and Bing Ads plus other Display networks.


What is the value and what are the potential applications for all these audiences? Before anything else, you need to look at the data you have pertaining to these audience types. Without this we cannot know if it’s salient to even do anything with age groups, for instance. Maybe all ages convert about the same rate. And don’t forget to review how they may impact your CLV (Customer Lifetime Value).

To gather data about audiences that are not sourced internally, you can sometimes just run a report with these segments – normally the most generic user properties, like demographics or location – but for the more advanced and granular audience types, you may be able to add those audiences as “observed” audiences for a time to gather data. Google Ads is a great example of this. Once you have allowed time to pass and the data to accumulate, you may be surprised by some audience correlations and conversions on your site.

Once you have an idea of where performance opportunities lie, you can then decide how to segment targeting, auto-bidding and messaging to address them.

Not all audience uses must be hard-data-led, however. They can also be used simply to segment messaging. Decide what USP of your offering will ring bells with a certain audience (or layered audience) but also position the brand and set an appropriate call-to-action, imagery etc. In addition, you can identify your core target audience per your business plan and shape your strategy, in part, that way. If nothing else, it’s a good way to focus your budget on the user profiles through which you fundamentally want to gain market share.

You can leverage your CRM data to segment existing customers in a limitless number of ways and target them (subject to audience size) in PPC and Facebook/Instagram.

An extra bonus of the latter is that some platforms can take your audience and make look-a-like audiences to expand your penetration of people similar to those who convert on your site. You can take this further by buying email address lists of curated people and upload them as customer match lists.


When you come to choosing digital marketing platforms to use, ask yourself (and the platform in question) what audience targeting features it offers. Then ensure audience segmenting, messaging and management is core to your digital marketing strategy. This may involve many internal stakeholders and partners to do it right (web development, app development, data warehouses, data analysis, CRM teams and so on) but without making efforts to leverage audiences your competitors are going to eventually eat your lunch.

For more information about ESV Digital’s search marketing strategy, get in touch. You can also follow us on Twitter and Facebook for the latest updates.