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Google Ad Tech
Yaletap University Thurman Arnold Project Digital Platform Theories of Harm Paper Series: 4 Report on Google’s Conduct in Advertising Technology May 2020 Lissa Kryska Patrick Monaghan I. Introduction Traditional advertisements appear in newspapers and magazines, on television and the radio, and on daily commutes through highway billboards and public transportation signage. Digital ads, while similar, are powerful because they are tailored to suit individual interests and go with us everywhere: the bookshelf you thought about buying two days ago can follow you through your favorite newspaper, social media feed, and your cousin’s recipe blog. Digital ads also display in internet search results, email inboxes, and video content, making them truly ubiquitous. Just as with a full-page magazine ad, publishers rely on the revenues generated by selling this ad space, and the advertiser relies on a portion of prospective customers clicking through to finally buy that bookshelf. Like any market, digital advertising requires the matching of buyers (advertisers) and sellers (publishers), and the intermediaries facilitating such matches have more to gain every year: A PwC report estimated that revenues for internet advertising totaled $57.9 billion for 2019 Q1 and Q2, up 17% over the same half-year period in 2018.1 Google is the dominant player among these intermediaries, estimated to have netted 73% of US search ad spending2 and 37% of total US digital ad spending3 in 2019. Such market concentration prompts reasonable questions about whether customers are losing out on some combination of price, quality, and innovation. This report will review the significant 1 PricewaterhouseCoopers for IAB (October 2019), Internet Advertising Revenue Report: 2019 First Six Months Results, p.2. -
Google Data Collection —NEW—
Digital Content Next January 2018 / DCN Distributed Content Revenue Benchmark Google Data Collection —NEW— August 2018 digitalcontentnext.org CONFIDENTIAL - DCN Participating Members Only 1 This research was conducted by Professor Douglas C. Schmidt, Professor of Computer Science at Vanderbilt University, and his team. DCN is grateful to support Professor Schmidt in distributing it. We offer it to the public with the permission of Professor Schmidt. Google Data Collection Professor Douglas C. Schmidt, Vanderbilt University August 15, 2018 I. EXECUTIVE SUMMARY 1. Google is the world’s largest digital advertising company.1 It also provides the #1 web browser,2 the #1 mobile platform,3 and the #1 search engine4 worldwide. Google’s video platform, email service, and map application have over 1 billion monthly active users each.5 Google utilizes the tremendous reach of its products to collect detailed information about people’s online and real-world behaviors, which it then uses to target them with paid advertising. Google’s revenues increase significantly as the targeting technology and data are refined. 2. Google collects user data in a variety of ways. The most obvious are “active,” with the user directly and consciously communicating information to Google, as for example by signing in to any of its widely used applications such as YouTube, Gmail, Search etc. Less obvious ways for Google to collect data are “passive” means, whereby an application is instrumented to gather information while it’s running, possibly without the user’s knowledge. Google’s passive data gathering methods arise from platforms (e.g. Android and Chrome), applications (e.g. -
Adchoices? Compliance with Online Behavioral Advertising Notice and Choice Requirements
AdChoices? Compliance with Online Behavioral Advertising Notice and Choice Requirements Saranga Komanduri, Richard Shay, Greg Norcie, Blase Ur, Lorrie Faith Cranor March 30, 2011 (revised October 7, 2011) CMU-CyLab-11-005 CyLab Carnegie Mellon University Pittsburgh, PA 15213 AdChoices? Compliance with Online Behavioral Advertising Notice and Choice Requirements Saranga Komanduri, Richard Shay, Greg Norcie, Blase Ur, Lorrie Faith Cranor Carnegie Mellon University, Pittsburgh, PA {sarangak, rshay, ganorcie, bur, lorrie}@cmu.edu Abstract. Online behavioral advertisers track users across websites, often without users' knowledge. Over the last twelve years, the online behavioral advertising industry has responded to the resulting privacy concerns and pressure from the FTC by creating private self- regulatory bodies. These include the Network Advertising Initiative (NAI) and an umbrella organization known as the Digital Advertising Alliance (DAA). In this paper, we enumerate the DAA and NAI notice and choice requirements and check for compliance with those requirements by examining NAI members' privacy policies and reviewing ads on the top 100 websites. We also test DAA and NAI opt-out mechanisms and categorize how their members define opting out. Our results show that most members are in compliance with some of the notice and choice requirements, but two years after the DAA published its Self-Regulatory Principles, there are still numerous instances of non-compliance. Most examples of non- compliance are related to the ``enhanced notice” requirement, which requires advertisers to mark behavioral ads with a link to further information and a means of opting out. Revised October 7, 2011. Keywords: Online behavioral advertising; privacy; consumer choice; notice; public policy 1 Introduction The Federal Trade Commission (FTC) defines online behavioral advertising (OBA) as “the practice of tracking consumers' activities online to target advertising.”1 The FTC has been examining ways to reduce the privacy concerns associated with OBA for over a decade. -
The State of the News: Texas
THE STATE OF THE NEWS: TEXAS GOOGLE’S NEGATIVE IMPACT ON THE JOURNALISM INDUSTRY #SaveJournalism #SaveJournalism EXECUTIVE SUMMARY Antitrust investigators are finally focusing on the anticompetitive practices of Google. Both the Department of Justice and a coalition of attorneys general from 48 states and the District of Columbia and Puerto Rico now have the tech behemoth squarely in their sights. Yet, while Google’s dominance of the digital advertising marketplace is certainly on the agenda of investigators, it is not clear that the needs of one of the primary victims of that dominance—the journalism industry—are being considered. That must change and change quickly because Google is destroying the business model of the journalism industry. As Google has come to dominate the digital advertising marketplace, it has siphoned off advertising revenue that used to go to news publishers. The numbers are staggering. News publishers’ advertising revenue is down by nearly 50 percent over $120B the last seven years, to $14.3 billion, $100B while Google’s has nearly tripled $80B to $116.3 billion. If ad revenue for $60B news publishers declines in the $40B next seven years at the same rate $20B as the last seven, there will be $0B practically no ad revenue left and the journalism industry will likely 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 disappear along with it. The revenue crisis has forced more than 1,700 newspapers to close or merge, the end of daily news coverage in 2,000 counties across the country, and the loss of nearly 40,000 jobs in America’s newsrooms. -
GOOGLE ADVERTISING TOOLS (FORMERLY DOUBLECLICK) OVERVIEW Last Updated October 1, 2019
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
Mediax Research Project Update, Fall 2013
THE FUTURE OF CONTENT Contests as a catalyst for content creation: Contrasting cases to advance theory and practice UPDATE FALL 2013 FALL mediaX STANFORD UNIVERSITY mediaX connects businesses with Stanford University’s world-renowned faculty to study new ways for people and technology to intersect. We are the industry-affiliate program to Stanford’s H-STAR Institute. We help our members explore how the thoughtful use of technology can impact a range of fields, from entertainment to learning to commerce. Together, we’re researching innovative ways for people to collaborate, communicate and interact with the information, products, and industries of tomorrow. __________________________________________________________________ Contests as a catalyst for content creation: Contrasting cases to advance theory and practice Future of Content Project Update October 2013 __________________________________________________________________ Research Team: Brigid Barron, Associate Professor of Education; Caitlin K. Martin, Senior Researcher, Stanford YouthLab, Stanford Graduate School of Education (SGSE); Sarah Morrisseau, Researcher, Vital Signs Program; Christine Voyer, Researcher, Vital Signs Program; Sarah Kirn, Researcher, Vital Signs Program; Mohamed Yassine, Research Assistant, SGSE __________________________________________________________________ Background New generative platforms and increasing accessibility are changing the nature of who contributes content to the Web and how they do it. Networked learning communities offer young people opportunities to pursue interests and hobbies on their own time while letting them contribute to others’ learning by producing content, engaging in discussion and providing feedback. Qualitative research offers rich portraits of how contributing content actively to online communities can develop social networks, a sense of agency, technical skills, content knowledge and confidence in one’s ability to create (Ito et al., 2009; Barron, Gomez, Pinkard, Martin, in press; Jenkins, 2006). -
2010 IAB Annual Report
annual report 2010 Our MissiOn The inTeracTive adverTising Bureau is dedicated to the growth of the interactive advertising marketplace, of interactive’s share of total marketing spend, and of its members’ share of total marketing spend. engagement showcase to marketing influencers interactive media’s unique ability to develop and deliver compelling, relevant communications to the right audiences in the right context. accountability reinforce interactive advertising’s unique ability to render its audience the most targetable and measurable among media. operational effectiveness improve members’ ability to serve customers—and build the value of their businesses—by reducing the structural friction within and between media companies and advertising buyers. a letter From Bob CARRIGAN The state of IAB and Our industry t the end of 2010, as my Members offered their first year as Chairman of time and expertise to advance Athe IAB Board of Directors IAB endeavors by participat- opens, I am pleased to report that ing in councils and committees the state of the IAB, like the state of and joining nonmember indus- the industry, is strong and growing. try thought leaders on stage to In 2010, IAB focused more educate the larger community than ever on evangelizing and at renowned events like the IAB unleashing the power of interac- Annual Leadership Meeting, MIXX tive media, reaching across all Conference & Expo, and the new parts of the media-marketing value Case Study Road Show. chain to find the common ground on which to advance our industry. Focused on the Future Simultaneously, the organization In 2011, IAB recognized the held true to its long-term mission of strength of its executive team engagement, accountability, and by promoting Patrick Dolan to operational effectiveness. -
Critical Thinking and Problem-Solving for the 21St Century Learner Table of Contents
Educator’s Voice NYSUT’s journal of best practices in education Volume VIII, Spring 2015 Included in this issue: Welcome from Catalina R. Fortino Critical Thinking and Inquiry-Based Learning: Preparing Young Learners for the Demands of the 21st Century Problem-Solving for the Developing Mathematical Thinking in the 21st Century 21st Century Learner How Modes of Expression in the Arts Give Form to 21st Century Skills 21st Century Real-World Robotics In this issue … Authors go beyond teaching the three R’s. Critical thinking and problem- “Caution, this will NOT be on the test!” Expedition Earth Science solving for the 21st century learner means preparing students for a global Prepares Students for society that has become defined by high speed communications, complex the 21st Century and rapid change, and increasing diversity. It means engaging students to use multiple strategies when solving a problem, to consider differing Engaging Critical Thinking Skills with Learners of the Special Populations points of view, and to explore with many modalities. Music Performance Ensembles: This issue showcases eight different classrooms teaching critical thinking A Platform for Teaching through inquiry and expedition, poetry and music. Authors investigate the 21st Century Learner ways to make teaching and learning authentic, collaborative and hands- on. Students learn to problem solve by building working robots and go What is L.I.T.T.O.? Developing Master Learners beyond rote memorization in math through gamification. Early learners in the 21st Century Classroom use art to generate their own haiku, or journals to document their experi- ences with nature, and high school students learn earth science through Glossary outdoor investigations. -
Understanding In-App Header Bidding: the Essentials
UNDERSTANDING IN-APP HEADER BIDDING THE ESSENTIALS INTRODUCTION Consumers downloaded 204 billion apps in 2019,1 as users around the world shifted to mobile-first browsing behaviors. This shift in user behavior has driven advertisers to follow their customers into app environments, creating a booming opportunity for app developers. Three key trends have impacted how advertisers have changed their investing strategies to give mobile publishers a unique opportunity: 1 MOBILE AD SPEND IS ON THE RISE Digital ad spend was expected to surpass traditional media, including TV, for the first time in 2019,2 with the majority of digital ad spend going to mobile devices (including both mobile web and in-app). 2 BRANDS PREFER TO BUY APPS PROGRAMMATICALLY Programmatic strategies tend to get a larger portion of in-app advertising budgets. On average, 66% of in-app budgets go to programmatic direct or open exchange strategies as compared to 34% for direct buy.3 As a result, mobile advertising now accounts for the majority of global programmatic ad spend, with over 80% of all programmatic display dollars in the US and UK going to mobile.4 3 PROGRAMMATIC IN-APP BUDGETS ARE GROWING As buyers shift their spend to mobile channels, programmatic in-app is experiencing some of the biggest opportunities. Recent research found that 30% of buyers planned to grow their programmatic direct in-app budgets by more than 10% the following year.5 As mobile advertising continues to grow, app publishers who want to scale effectively and get a slice of growing brand dollars will embrace programmatic selling through header bidding. -
Why Google Dominates Advertising Markets Competition Policy Should Lean on the Principles of Financial Market Regulation
Why Google Dominates Advertising Markets Competition Policy Should Lean on the Principles of Financial Market Regulation Dina Srinivasan* * Since leaving the industry, and authoring The Antitrust Case Against Face- book, I continue to research and write about the high-tech industry and competition, now as a fellow with Yale University’s antitrust initiative, the Thurman Arnold Pro- ject. Separately, I have advised and consulted on antitrust matters, including for news publishers whose interests are in conflict with Google’s. This Article is not squarely about antitrust, though it is about Google’s conduct in advertising markets, and the idea for writing a piece like this first germinated in 2014. At that time, Wall Street was up in arms about a book called FLASH BOYS by Wall Street chronicler Michael Lewis about speed, data, and alleged manipulation in financial markets. The controversy put high speed trading in the news, giving many of us in advertising pause to appre- ciate the parallels between our market and trading in financial markets. Since then, I have noted how problems related to speed and data can distort competition in other electronic trading markets, how lawmakers have monitored these markets for con- duct they frown upon in equities trading, but how advertising has largely remained off the same radar. This Article elaborates on these observations and curiosities. I am indebted to and thank the many journalists that painstakingly reported on industry conduct, the researchers and scholars whose work I cite, Fiona Scott Morton and Aus- tin Frerick at the Thurman Arnold Project for academic support, as well as Tom Fer- guson and the Institute for New Economic Thinking for helping to fund the research this project entailed. -
Google/ Doubleclick REGULATION (EC) No 139/2004 MERGER PROCEDURE Article 8(1)
EN This text is made available for information purposes only. A summary of this decision is published in all Community languages in the Official Journal of the European Union. Case No COMP/M.4731 – Google/ DoubleClick Only the English text is authentic. REGULATION (EC) No 139/2004 MERGER PROCEDURE Article 8(1) Date: 11-03-2008 COMMISSION OF THE EUROPEAN COMMUNITIES Brussels, 11/03/2008 C(2008) 927 final PUBLIC VERSION COMMISSION DECISION of 11/03/2008 declaring a concentration to be compatible with the common market and the functioning of the EEA Agreement (Case No COMP/M.4731 – Google/ DoubleClick) (Only the English text is authentic) Table of contents 1 INTRODUCTION .....................................................................................................4 2 THE PARTIES...........................................................................................................5 3 THE CONCENTRATION.........................................................................................6 4 COMMUNITY DIMENSION ...................................................................................6 5 MARKET DESCRIPTION......................................................................................6 6 RELEVANT MARKETS.........................................................................................17 6.1. Relevant product markets ............................................................................17 6.1.1. Provision of online advertising space.............................................17 6.1.2. Intermediation in -
Brand Safety Policy
BRAND SAFETY POLICY National Media Group, a division of Meredith Corporation, creates brands focused on providing you with destinations you can trust and rely on for every stage of your life to connect you to great content, products, and services, and, based on your engagement with us, customize your experience with us. Our mission is to be clear and transparent. That includes our Brand Safety policies and Brand suitability, as well as the controls we offer the consumers of our content and our advertisers. What is Brand Safety? ● TAG defines “Brand Safety” as the controls that companies in the digital advertising supply chain use to protect brands against negative impacts on consumer opinion associated with specific types of content and/or related loss of return on investment. Defining Brand Safety Vs. Brand Suitability per IAB ● Brand Safety solutions enable a brand to avoid content that is generally considered to be inappropriate for any advertising, and unfit for publisher monetization regardless of the advertisement or brand. This is where the 4A’s Brand Safety Floor categorization and IAB’s taxonomy classifications come into play. ○ For example, content that contains hate speech directed at a protected class would be inappropriate for any advertising. Likewise, content that promotes or glamorizes the consumption of illegal drugs would be inappropriate for any advertising. ● Brand Suitability solutions enable a brand to determine content for an individual advertiser’s goals. Brand Suitability solutions can either: a) help a brand to avoid content that is specifically inappropriate for its unique sensitivities and values but may be appropriate for another brand, or b) allow content that is aligned with a brand based on its context, sentiment, tone, creative messaging, and other qualifying factors.