Adtech Ecosystem Overview David Judd, 3Rd July 2015 the Evolution of Display Advertising Buyside

Total Page:16

File Type:pdf, Size:1020Kb

Adtech Ecosystem Overview David Judd, 3Rd July 2015 the Evolution of Display Advertising Buyside 02 – AdTech ecosystem overview David Judd, 3rd July 2015 The Evolution of Display Advertising Buyside . CPM and Direct to Publisher . Growth of publishers led to Ad Networks . The birth of fragmentation . Decrease in CPM and birth of CPC . Further decrease in CPM and CPC . Networks enabled clients to reach multiple . Concerns around buying the same audiences (unique users) audiences (unique user) 2, 3, & 4x . The birth of the Ad Exchange . Birth of the DSP and Agency Trading Desk . Mature RTB ecosystem ₋ Manage Audiences ₋ Ability to manage ₋ Bid on media • Audiences ₋ Manage multiple publishers • Bidded Buying . Ability to buy media w/o speaking to pus • Campaign Goal The Evolution of Display Advertising Sellside . Birth of the SSP allows publishers to: . CPM and Direct to Advertiser . Birth of the DSP and Agency Trading Desk adds new ₋ Allows Publishers to plug inventory into Publishing pains: multiple ad exchanges/DSP’s ₋ Greater Fragmentation ₋ Manage Yield ₋ Harder to Manage Yield and eCPM’s ₋ Manage and monitor eCPM’s ₋ Audience Buying makes booking and deliver ₋ Adjust inventory outlets more challenging The advertising space has become increasingly complex..... 4 .....followed by mobile. 5 The landscape complexity is borne out of the demand for programmatic targeting on the buy-side, and yield optimisation on the sell-side Landscape architecture 7 Value Chain: DSPs Ad Tech Platform / Channel Capabilities Shortfalls Key Players - Attribution concerns: Cookie synching - Most of the the key players in the DSP and device ID matching to audience space have integration with a customer’s profiles that are accessible via SSP’s is a own or third party data providers as well as technical capability that is still under a integration with the major ad servers major spotlight and thus there will likely - MediaMath and/or accessable API’s to build on be more partnerships formed between - DataXu DSP - Demand Side Platform - Bid-forecasting tools allow advertisers DMP’s and DSP’s to support the - Turn the ability to predict the unique user reach capability to match data across - Invite Media (Google) and impression availability platforms. for a certain audience segment. - Automated optimization: Most DSP's - Individually value each ad impression. still have a weak campaign peformance optimisation algorithm. 8 Value Chain: Ad Exchanges Ad Tech Platform / Channel Capabilities Shortfalls Key Players - Systematic efficiency gains: Ad campaigns go live quicker as there is far - Brand advertisers are still seeking less human intervention (sales, ad the availability of higher quality operations, etc). Employees also spend inventory on these platforms. less time manually managing and - Viewability and brand safety have optimising yield across multiple ad been the major criticisms of AdX networks and sources of demand for usage in 2014. However, initiatives indirectly sold ad space. such as the IAB’s standards on - AppNexus - Complete transparency and control for Ad Exchanges viewability and AppNexus’ Certified - Google Ad Exchange Buyers and Sellers: Buyers have control Supply programme, identifying the - OpenX of where their ads will run and can safest and most trusted inventory on choose to buy inventory only on brand- the internet, providing buyers with safe sites. Sellers have the option to financial guarantees that the create "private ad slots" to inventory they are purchasing is valid, allow only trusted advertiser partners will help. into certain ad space, and assign variable pricing floors depending on the buyer. 9 Value Chain: SSP Ad Tech Platform / Channel Capabilities Shortfalls Key Players - More and more premium Publishers are making their content and audiences available programmatically, as this eliminates the reliance on sales teams and driving sales targets. - This is relevant because Advertisers are moving away from costly human media buying teams and utilising their - Publishers are concerned about Agency Trading Desks to trade media programmatic driving the value of through real-time auctions. their inventory down as well as - Publishers can control price floors foregoing the direct relationships with - Rubicon SSP - Sell Side Platform according to demand source and do Advertisers and Agencies. SSPs were - Pubmatic Direct Deals to directly negotiate and set created in part to help publishers - AOL rules to accommodate specific/unique more efficiently aggregate and terms with buyers manage their relationships with - The capability to do inventory multiple networks and ad buyers. segmentation is key (defining which sections/placements/etc. are made available for purchase) and organising inventory into channels with relevant pricing e.g. Branded, Anonymous, by verticle, etc - Real-time reporting 10 Value Chain: Vertical Ad Network Ad Tech Platform / Channel Capabilities Shortfalls Key Players - A vertical ad network is dedicated to deliver advertising on a specific audience. The network is typically made up of smaller niche properties specialised - Low impression volumes Verticle Ad Network around a specific content (e.g. Lifestyle, - Ideas People Channel - Low reach Travel). - Audience targeting and segmentation is more precise for Advertisers and hence price is higher Value Chain: Horizontal Ad Network Ad Tech Platform / Channel Capabilities Shortfalls Key Players - Google Advertising Network - Microsoft Media Network - Burst Media - AOL Advertising Network - A horizontal ad network offers scale in addition to targeting capabilities for - Reach is broad Advertisers. - Considered a "bind buy" as the Horizontal Ad Network - Delivers high impression volumes per Advertiser does not have the ability to day. target specific audience segments, - Generally RON and ROS inventory placements, etc for their ads to run on - Lower rates 12 Value Chain: Mobile Ad Networks Ad Tech Platform / Channel Capabilities Shortfalls Key Players - These networks work very much like traditional ad networks, but focus on - Mobile development overhead: supplying ads to mobile devices as part of Technical implementation of ad server - Most of the largest suppliers of responsive web or app experiences. SDK's into the Advertisers' and mobile content - such as Apple (iAd) - Many mobile content publishers utilise Mobile Ad Network Publishers' apps to allow the mediation and Google (AdMob) - have secured an ad enabler known as the mediation layers to operate effectively, is their own mobile ad networks. layer or a similar system, such as an complex. And an understanding of the Facebook has the Audience Network. adapter, allowing them to serve ads from advertising eco-system is required. a variety of differnet mobile ad networks easily. 13 Value Chain: Rich Media and Video Ad Networks Ad Tech Platform / Channel Capabilities Shortfalls Key Players Video ad measurement and fraud detection: Typicall, video ad networks utilise different analytics and measurement standards compared to - Video and rich media advertising are standard display ad networks, basing the fastest growing areas in the revenue largely on what's known as - Adap.TV (AOL Networks) advertising landscape and is proven to "potential reach," a total based on the - Brighcove be the most effective means to drive combination of website visitation Video and Rich Media Networks - Videology brand engagement. Thus more brand statistics (such as Comscore) along - Auditude (Adobe) dollars are shifting to these medums with a ratio of all the inventory being - YuMe served by the ad network. - Video ad networks have been under intense scrutiny with regards to fraudulant ad measurement in the last 12 months 14 Value Chain: Targeted Networks Ad Tech Platform / Channel Capabilities Shortfalls Key Players - Targeted networks strike the balance - There should be careful consideration between providing the scale of a given to the technical viability and horizontal ad network with the audience effort of standardising creative formats and contextual targeting capabilities of a across multiple formats - Collective Targeted Networks verticle ad network. - The standardisation of meaurement - Specific Media - These networks also generally boast across platforms (e.g. TV versus digital cross platform capabilities and support for video) should be another consideration multiple ad formats including video, in terms of the overall optimisation of mobile and rich media campaigns 15 Value Chain: Performance Networks Ad Tech Platform / Channel Capabilities Shortfalls Key Players - Performance-based ad networks, utilise ad targeting across multiple categories including demographics, search intent, page context, in-market intent, interests - These networks typically partner and lifestyles among other categories, to with numerous data providers to allow advertisers to choose specific enhance their targeting capabilities, websites or even specific content on and as such the Advertiser should - RocketFuel those websites or even a specific consider employing methods to - Criteo Performance Networks discussion on social media sites, and tailor deduplicate data such as using - Struq their ads specifically for these audiences. anonymous identifiers. - Many performance-focused advertising - Consumer privacy should also be a networks use contextual and behavioral consideration when deploying these targeting, as well as basic targeting like solutions geographic or demographic information, to place ads only in front of those users likely to find them helpful, click and make a purchase 16 Demand Side Platforms and Cross Device Capabilities
Recommended publications
  • Omnichannel Demand- Side Platforms, Q2 2017
    FOR B2C MARKETING PROFESSIONALS The Forrester Wave™: Omnichannel Demand- Side Platforms, Q2 2017 People-Based Data, New Paths To Inventory, And Even More Transparency Drive Innovation Amidst Consolidation by Richard Joyce and Samantha Merlivat May 30, 2017 Why Read This Report Key Takeaways In our 36-criteria evaluation of omnichannel MediaMath, DataXu, Turn, Rocket Fuel, Adobe, demand-side platform (DSP) providers, we And The Trade Desk Lead The Pack identified the 11 most significant ones — Adform, Forrester’s research uncovered a market in Adobe, AOL, AppNexus, DataXu, Google, which MediaMath, DataXu, Turn, Rocket Fuel, MediaMath, Rocket Fuel, The Trade Desk, Adobe and The Trade Desk lead the pack. AOL, Turn, and Viant — and researched, analyzed, AppNexus, Adform, and Google offer competitive and scored them. This report shows how each options. Viant lags behind. provider measures up and helps marketing Marketing Pros Are Looking For Differentiated professionals make the right choice. Omnichannel DSPs Omnichannel DSPs continue to evolve because marketing professionals are challenged by omnichannel digital media buying. While differentiation is subtle, it’s clear that some vendors are better equipped to meet marketers’ increasingly complex needs. Data, Inventory, And Machine Learning Are Key Differentiators As competitive technologies approach product parity and equal scale, people-based data, nonstandard system access, and flexible and transparent machine learning will determine market leaders. Vendors that can provide these for marketers
    [Show full text]
  • For Public Inspection
    FOR PUBLIC INSPECTION July 17, 2000 Ms. Royce Dickens Deputy Chief, Policy and Rules Division Cable Services Bureau Federal Communications Commission 445 12th Street, S.W. Washington, D.C. 20554 Re: Applications of America Online, Inc., and Time Warner Inc. for Transfers of Control (CS Docket No. 00-30) Response to Document and Information Request of June 23, 2000 Dear Ms. Dickens: This letter sets forth the narrative responses of America Online, Inc. (“AOL”) and Time Warner Inc. (“Time Warner”) to your letter of June 23, 2000, requesting certain documents and information. In accordance with the instructions set forth in the letter to us from To-Quyen Troung, Associate Chief, Cable Services Bureau, dated June 9, 2000, and the Protective Order adopted by the Cable Services Bureau on April 6, 2000, the parties are filing the documents which accompany these narrative responses under separate cover letter. * * * AOL-TV 2.1 Please explain AOL-TV’s business plan for offering its services to multichannel video programming distributor (“MVPD”) subscribers. On June 19, 2000, AOL announced the launch of AOLTV, a new interactive service designed to enhance the television viewing experience and make the TV more entertaining and useful for consumers. It should be understood that AOLTV is not a programming service that is “carried” by an MVPD in the way that HBO or ESPN are carried. Instead, AOLTV operates independently of the user’s existing video programming source. The elements of the service consist of: · Navigation—AOLTV features a state-of-the-art program guide and navigation features designed to help viewers quickly and easily navigate to any channel carried by their cable operator.
    [Show full text]
  • Presentadas 17 Enero 2018
    PRESENTADAS 17 ENERO 2018 Nro solicitudSubtipo solicitud Denominación Clases de NIza Tipo signo Regiones 1 1277517 Marca de P&S LLEVAPYME 35 Mixta 2 1277518 Marca de P&S Defensoría Nacional del Deudor 35 y 45 Denominativa 3 1277520 Marca de P&S PERRA VIDA 41 Denominativa 4 1277521 Marca de P&S ITSANI PLASMA MARINO 3 Denominativa 5 1277522 Marca de P&S Açai 43 Mixta 6 1277523 Marca de P&S GEO SUSHI 30 Denominativa 7 1277524 Marca de P&S COMUNAL 35 y 36 Mixta 8 1277525 Marca de P&S GEO SUSHI 39 Denominativa 9 1277526 Marca de P&S GEO SUSHI 43 Denominativa 10 1277527 Marca de P&S Mamá Terapeuta 41 Denominativa 11 1277528 Marca de P&S JMOVIL 9 Mixta 12 1277529 Marca de P&S UN ARBOL UNA VIDA 45 Mixta 13 1277530 Marca de P&S Óptica Everest 35 Mixta HORTIVINYL PRODUCTOS PARA 14 1277531 Marca de P&S HIDROPONIA 19 Mixta HORTIVINYL PRODUCTOS PARA 15 1277532 Marca de P&S HIDROPONIA 35 Mixta 16 1277533 Marca de P&S MC LIFE 32 Denominativa 17 1277534 Marca de P&S CAPRIOLI 32 Denominativa 18 1277535 Marca de P&S los rancheros del lago villarrica 41 Denominativa 19 1277536 Marca de P&S Dog Factory 45 Mixta 20 1277537 Marca de P&S INPHARMA 35 Denominativa 21 1277538 Marca de P&S SANDIA 30 Denominativa 22 1277539 Marca de P&S RDC 29 y 30 Mixta 23 1277540 Marca de P&S CREAM KISS 30 Denominativa 24 1277541 Marca de P&S BALLA STIXX 30 Denominativa 25 1277542 Marca de P&S BRUNAPOLI 43 Denominativa 26 1277543 Marca de P&S GINKGO 36, 37 y 42 Mixta 27 1277544 Frase prop.
    [Show full text]
  • Verizon Privacy Policy
    Privacy Policies | Verizon Full Privacy Policy Español Protecting our customers' privacy is an important priority at Verizon and we are committed to maintaining strong and meaningful privacy protections. The privacy of your information is a significant responsibility and we value the trust you place in us. Our Privacy Policy is designed to inform you about the information we collect, how we use it, and your options regarding certain uses of this information. This policy also describes privacy rights you have under certain federal laws. This policy applies to website visitors, app users and Verizon customers in the United States. It applies across the Verizon family of companies and the products and services we provide. The Verizon family of companies includes the companies and joint ventures controlled by Verizon, including the Verizon telephone companies, Verizon Enterprise Solutions, Verizon Wireless, Verizon Online and Oath. Certain services we offer such as go90, MapQuest and Verizon apps have additional privacy practices that are presented separately. Verizon has acquired Yahoo and combined it with AOL to form a new company named Oath. Oath consists of over 50 digital and mobile brands globally, including HuffPost, Yahoo News, Yahoo Sports, Tumblr and AOL, as well as advertising platforms such as ONE by AOL, BrightRoll, and Gemini. Oath and Yahoo each have their own privacy policies. In the event of a conflict between the Verizon privacy policy and the Oath or Yahoo privacy policies, the Oath policy will control when you use a site, product or service that links to the Oath privacy policy and the Yahoo privacy policy will apply when you use a site, service, or technology that links to the Yahoo policy.
    [Show full text]
  • The History of Verizon Communications
    The history of Verizon Communications Verizon Communications Inc., based in New York City and incorporated in Delaware, was formed on June 30, 2000, with the merger of Bell Atlantic Corp. and GTE Corp. Verizon began trading on the New York Stock Exchange (NYSE) under the VZ symbol on Monday, July 3, 2000. It also began trading on the NASDAQ exchange under the same symbol on March 10, 2010. The symbol was selected because it uses the two letters of the Verizon logo that graphically portray speed, while also echoing the origin of the company name: veritas, the Latin word connoting certainty and reliability, and horizon, signifying forward-looking and visionary. While Verizon is truly a 21st century company, the mergers that formed Verizon were many years in the making, involving companies with roots that can be traced to the beginnings of the telephone business in the late 19th century. Government regulation largely shaped the evolution of the industry throughout most of the 20th century. Then, with the signing of the Telecommunications Act on February 8, 1996, federal law directed a shift to more market-based policies. This promise of a new competitive marketplace was a driving force behind Verizon’s formation. Verizon’s formation The mergers that formed Verizon were among the largest in U.S. business history, culminating in a definitive merger agreement, dated July 27, 1998, between Bell Atlantic, based in New York City, and GTE, which was in the process of moving its headquarters from Stamford, Conn., to Irving, Texas. GTE and Bell Atlantic had each evolved and grown through years of mergers, acquisitions and divestitures.
    [Show full text]
  • Sao Miguel: an Enchanting Island for Whale-Watching and Horsing Around
    Sao Miguel: An enchanting island for whale-watching and horsing around Sao Miguel: An enchanting island for whale- watching and horsing around Animal magic in the Azores: Sao Miguel is an enchanting island for whale-watching and horsing around By Laura Powell Updated: 14:03, 9 March 2011 Sea-sickness tablets swallowed; waterproofs on. We stumble into a glorified dinghy, straddle an inflatable bench and cling on for dear life. ‘Everyone ready?’ asks Skipper. Well, no. Not really. Then we’re off, accelerating from 0-to-50 knots as fast as you can scream: ‘SOS!’ Twenty minutes later, the boat is tossing around black Atlantic waves and the island is a green smudge on the horizon. Tranquil: The Sete Cidades Lakes on the island of Sao Miguel in the Azores offer breath-taking views 1 of 45 Sao Miguel: An enchanting island for whale-watching and horsing around Locals call it ‘Green Island’, but it’s actually Sao Miguel and is the largest and most populous of the nine Azorean Islands. It’s somewhere north-east of Bermuda, west of Lisbon, too eastern to squeeze on a North American map, and probably too far into the Atlantic to appear on a European one (even though the Azores is technically a Portuguese archipelago) — and four hours by plane from London. Until the early 15th century — when Portuguese families emigrated there with sheep and goats in tow — Sao Miguel was a Robinson Crusoe-type outpost. Early sailors en route to the New World used it as a stepping stone, but today its population is 140,000 — plus one cow to every person.
    [Show full text]
  • Targeted Online: an Industry Broken by Design and by Default
    EUROPEAN DIGITAL RIGHTS Targeted Online An industry broken by design and by default 2 Targeted Online: An industry broken by design and by default Distributed under a Creative Commons Attribution 4.0 International (CC BY 4.0) license. Booklet written by Laureline Lemoine, Ella Jakubowska, Andreea Belu and Diego Naranjo. Reviewed and edited by Sarah Chander, Chloé Berthelemy, Frederike Kaltheuner, Jan Penfrat and Gail Rego. This booklet was drafted based on the work of European Digital Rights’ members and other partners, and it would have been impossible without their thorough revisions, comments and edits: Access Now Europe Open Rights Group Panoptykon Foundation & Karolina Iwanska,´ Mozilla Fellow 2019-2020 Privacy International Norwegian Consumer Council Rigo Wenning Vrijschrift EDRi / European Digital Rights 3 “We don’t need to own everything. Using the data we already have, there is a good chance that we know you are moving, changing jobs, having a baby, getting married, etc. — and we can really help you with the queries that you should have asked but didn’t. We have a value proposition that nobody else has.” Internal email from Google, 20121 4 Targeted Online: An industry broken by design and by default ‘Ad tech’ is a catch- all term used to describe the industry of buying and selling the attention of internet users via targeted advertising or promoted content. 1 https://globaldatareview.com/ competitionantitrust/googles-early-data- strategy-revealed EDRi / European Digital Rights 5 Introduction This handbook is intended for curious internet users who want to understand the internet’s dominant business model, how tech companies use (and abuse) data, why some ads are eerily creepy and others so foolishly wrong.
    [Show full text]
  • ~ ... --- . -- Federal Communications Commission FCC 01-12
    DOCKET FILE COPY OR'G'NAl Federal Communicadons Commission FCC Nffif ~1-12 DOH Before the Federal Communications Commission Washington. D.C. 20554 200/ JAN 2'1 .4 1/: 53 In the Ma:ter of ) ) Applications for Consent to the Transfer of ) Control of Licenses and Section 214 ) CS Docket No. 00-30 r Authorizations by Time Warner Inc. and America ) - Online, Inc., Transferors, to AOL Time Warner ) Inc., Transferee ) ) ) MEMORANDUM OPINION AND ORDER Adopted: January 11.2001 Released: January 22. 200 I By the Commission: Chainnan Kennard and Commissioner Ness issuing separate statements; Commissioners Furchtgott-Roth and Powell concurring in part. dissenting in part, and issuing separate statements; Commissioner Tristani issuing a statement at a later date. TABLE OF CONTENTS I. INTRODUCTION I II. PUBUC INTEREST FRAMEWORK ]9 III. BACKGROllND 27 A. The Applicants 27 B. Other Proceedings Relevant to the Application to Transfer Licenses 47 C. The Merger Transaction and the Application to Transfer Licenses 50 IV. ANALYSIS OF POTENTIAL PUBUC INTEREST HARMS 52 A. High-Speed Internet Access Services 53 I. Background '" 62 ., Discussion 68 3. Conditions 126 B. Instant Messaging and Advanced 1M-Based High-Speed Services 127 I. Background 133 1. Discussion 145 3. Condition 190 -~ ..._---_._-- Federal Communications Commission FCC 01-12 C. Video Programming 200 1. Electronic Programming Guides 203 2. Broadcast Signal Carriage Issues 207 3. Cable Horizontal Ownership Rules 209 D. Interactive Television Services 215 1. Background ; 217 2. Discussion 233 E. Multichannel Video Programming Distribution 240_ I. Common Ownership ofDBS and Cable MVPDs 243 2. Program Access Issues 248 F.
    [Show full text]
  • The Aol/Time Warner Merger: Competition and Consumer Choice in Broadband Internet Services and Technologies
    S. HRG. 106–1003 THE AOL/TIME WARNER MERGER: COMPETITION AND CONSUMER CHOICE IN BROADBAND INTERNET SERVICES AND TECHNOLOGIES HEARING BEFORE THE COMMITTEE ON THE JUDICIARY UNITED STATES SENATE ONE HUNDRED SIXTH CONGRESS SECOND SESSION FEBRUARY 29, 2000 Serial No. J–106–66 Printed for the use of the Committee on the Judiciary ( U.S. GOVERNMENT PRINTING OFFICE 72–845 WASHINGTON : 2001 For sale by the Superintendent of Documents, U.S. Government Printing Office Internet: bookstore.gpo.gov Phone: (202) 512–1800 Fax: (202) 512–2250 Mail: Stop SSOP, Washington, DC 20402–0001 VerDate 31-AUG-2001 07:16 Sep 08, 2001 Jkt 072845 PO 00000 Frm 00001 Fmt 5011 Sfmt 5011 E:\HR\OC\B845.XXX pfrm04 PsN: B845 COMMITTEE ON THE JUDICIARY ORRIN G. HATCH, Utah, Chairman STROM THURMOND, South Carolina PATRICK J. LEAHY, Vermont CHARLES E. GRASSLEY, Iowa EDWARD M. KENNEDY, Massachusetts ARLEN SPECTER, Pennsylvania JOSEPH R. BIDEN, JR., Delaware JON KYL, Arizona HERBERT KOHL, Wisconsin MIKE DEWINE, Ohio DIANNE FEINSTEIN, California JOHN ASHCROFT, Missouri RUSSELL D. FEINGOLD, Wisconsin SPENCER ABRAHAM, Michigan ROBERT G. TORRICELLI, New Jersey JEFF SESSIONS, Alabama CHARLES E. SCHUMER, New York BOB SMITH, New Hampshire MANUS COONEY, Chief Counsel and Staff Director BRUCE A. COHEN, Minority Chief Counsel (II) VerDate 31-AUG-2001 07:16 Sep 08, 2001 Jkt 072845 PO 00000 Frm 00002 Fmt 5904 Sfmt 5904 E:\HR\OC\B845.XXX pfrm04 PsN: B845 C O N T E N T S STATEMENTS OF COMMITTEE MEMBERS Page DeWine, Hon. Mike, a U.S. Senator from the State of Ohio ................................ 5 Hatch, Hon.
    [Show full text]
  • Case 1:19-Cv-00377-CFC Document 24 Filed 03/25/19 Page 1 of 1 Pageid #: 230
    Case 1:19-cv-00377-CFC Document 24 Filed 03/25/19 Page 1 of 1 PageID #: 230 IN THE UNITED STATES DISTRICT COURT FOR THE DISTRICT OF DELAWARE VERITION PARTNERS MASTER FUND, ) LTD. and VERITION MULTI-STRATEGY ) MASTER FUND, LTD., ) ) Plaintiffs, ) ) v. ) C.A. No. 1:19-cv-00377-CFC ) COHERENT ECONOMICS, LLC, ) Jury Demanded W. BRADFORD CORNELL, and ) SAN MARINO BUSINESS PARTNERS ) ) Defendants. ) DEFENDANTS W. BRADFORD CORNELL AND SAN MARINO BUSINESS PARTNERS’ RULE 12(b)(6) MOTION TO DISMISS Pursuant to Federal Rule of Civil Procedure 12(b)(6), Defendants W. Bradford Cornell and San Marino Business Partners, LLC move to dismiss all, or in the alternative, certain of the claims brought by Plaintiffs Verition Partners Master Fund, Ltd. and Verition Multi-Strategy Master Fund, Ltd. in the Complaint filed in this action for the reasons set forth in Defendants Cornell and San Marino Business Partners’ memorandum of law accompanying this Motion. OF COUNSEL: CONNOLLY GALLAGHER LLP Peter M. Spingola /s/ Ryan P. Newell Robert J. Shapiro Ryan P. Newell (Bar No. 4744) John M. Owen Shaun Michael Kelly (Bar No. 5915) Chapman Spingola, LLP 1201 North Market Street, 20th Floor 190 South LaSalle Street, Suite 3850 Wilmington, DE 19801 Chicago, Illinois 60603 (302) 757-7300 (312) 630-9202 [email protected] [email protected] [email protected] [email protected] [email protected] Counsel for Bradford Cornell and San Marino Business Partners, LLC Dated: March 25, 2019 Case 1:19-cv-00377-CFC Document 24-1 Filed 03/25/19 Page 1 of 25 PageID #: 231 IN THE UNITED STATES DISTRICT COURT FOR THE DISTRICT OF DELAWARE VERITION PARTNERS MASTER FUND, ) LTD.
    [Show full text]
  • Main Demand Side Platforms: Descriptions and Analyses
    Main Demand Side Platforms: descriptions and analyses Evgenia Afanasyeva Bachelor’s thesis March 2017 International Business Degree Programme in Business Administration Description Author(s) Type of publication Date Afanasyeva, Evgenia Bachelor’s thesis March 2017 Language of publication: English Number of pages Permission for web publi- 40 cation: x Title of publication Main Demand Side Platforms: descriptions and analyses Degree programme International Business Supervisor(s) Kujala, Irene Assigned by Pixelads Media Abstract The objective of the thesis is to suggest the most suitable demand-side-platform partners for the case company, Pixelads Media. The research task is to analyze the key features of demand-side-platforms: their interfaces, reporting, optimization capabilities, support teams’ efficiency and integration possibilities. In addition, short descriptions of the de- mand-side-platforms are provided. Desk research is implemented and secondary data is collected from reliable sources. This method is chosen as it is considered the only way to obtain reliable information about the topic before dealing with the companies. Feedback reviews are analyzed, and information concerning the needed features is extracted and transformed in a convenient form in or- der to see their strong and weak aspects. After this, a quantitative approach, descriptive statistics, is used in order to calculate the results in such a numerical way that would clear- ly present the outcome. The results show which demand-side-platforms have the largest set of features that were reviewed in a positive way. In addition, the results are summarized in a table presenting the strong and weak components of the platforms. The information collected in the study can be used when Pixelads Media wants choose which demand-side-platform they would like to cooperate with.
    [Show full text]
  • Hon. Marsha J. Pechman UNITED STATES DISTRICT
    Case 2:11-cv-00712-MJP Document 2 Filed 05/03/11 Page 1 of 35 1 Hon. Marsha J. Pechman 2 3 4 5 6 7 8 UNITED STATES DISTRICT COURT WESTERN DISTRICT OF WASHINGTON 9 AT SEATTLE 10 11 INTERVAL LICENSING LLC, Case No. C11-712 MJP 12 Plaintiff, LEAD CASE NO. C10-1385 MJP 13 v. FIRST AMENDED COMPLAINT 14 FOR PATENT INFRINGEMENT NETFLIX, INC., 15 JURY DEMAND 16 Defendant. 17 FIRST AMENDED COMPLAINT FOR PATENT INFRINGEMENT 18 19 Plaintiff Interval Licensing LLC, files this first amended complaint for patent 20 infringement against Defendants AOL, Inc., Apple, Inc., eBay, Inc., Facebook, Inc., Google 21 Inc., Netflix, Inc., Office Depot, Inc., OfficeMax Inc., Staples, Inc., Yahoo! Inc., and 22 YouTube, LLC. Plaintiff Interval Licensing LLC alleges: 23 24 25 26 27 28 FIRST AMENDED COMPLAINT FOR PATENT SUSMAN GODFREY L.L.P. INFRINGEMENT 1201 Third Avenue, Suite 3800 Case No. C11-712 MJP Seattle, WA 98101-3000 Page 1 of 35 Tel: (206) 516-3880; Fax: (206) 516-3883 1544594v1/011873 Case 2:11-cv-00712-MJP Document 2 Filed 05/03/11 Page 2 of 35 THE PARTIES 1 2 1. Interval Licensing LLC (“Interval”) is a limited liability company duly 3 organized under the laws of the state of Washington, with its principal place of business at 4 505 Fifth Avenue South, Suite 900, Seattle, WA 98104. 5 2. Interval is informed and believes, and on that basis alleges, that Defendant 6 7 AOL, Inc. (“AOL”) is a corporation duly organized and existing under the laws of the state 8 of Delaware, with its principal place of business at 770 Broadway, New York, NY 10003.
    [Show full text]