t
growth. We're seeing real growth in
ad-funded opportunities. We just
signed our biggest ever global
partnership with a global financial
services brand – we’re creating
television shows for them. But
advertisers are not short of media
opportunities, so we have to keep
working hard to differentiate
ourselves and try to explain why
Bloomberg's channels are worth
spending their money on when
perhaps they haven’t historically
ever considered us. It takes time.
It’s not a quick win.
Do advertisers have a preference
which channel they want to be on?
They’re most hungry for ideas that
help them stand out, like content
development or joint programming
opportunities. Leveraging our
brand relationship with the
audience is what they're most
interested in. When they think
about channels, they're most
interested in digital and television.
And the power of television is still
really clear to me and to us. We've
got to help advertisers understand
that we have a very significant TV
presence, albeit for a narrow, yet
very sought-after, affluent
audience.
Our advertising sales teams are
integrated so they sell audiences,
they don't sell channels. Ironically,
one of our biggest growth channels
year-on-year has been
Businessweek
magazine. A digitally growing
audience and a weekly magazine
under the same brand seems to be
something advertisers are quite
keen to buy into.
Does the regulatory regime give
you sufficient flexibility for content
partnerships and ad-funded
programmes?
Yes, we work under the Ofcom
rules. And we would never trick
our audiences into thinking
something is not funded by a third
party when it is. When associating
a brand with programming we're
making, we make it very clear that
the programming is in association
with the brand but we have full
editorial control. Other formats
which are wholly funded by the
advertiser, overseen by our
editorial team but created by other
commercial editors are clearly
labelled as advertisements.
You're moving into a new building
in 2017 – how do you future-proof it?
The brief has been to build in as
much flexibility as possible into the
new building. So for the new
Bloomberg Media floor, that means
enabling us to move things around,
so we can adapt quickly. We've
created some space around the
studio floor which will be in the
middle and we'll have an area
around it to host live audiences.
We are also taking a good look at
the CMS systems and our ability to
move stories between the channels
very quickly. Plus how best to
create digital-first TV. But some
things are going to remain constant.
You are still going to want to have a
face and a camera – and on
television particularly, it’s got to
look great.
Adam Freeman, thank you.
THE CHANNEL
|
IN CoNVERSATIoN
t
Microsoft, the
first ad partner at
the Bloomberg
Hub, London City
Airport
Artist's
impression of
Bloomberg's new
European HQ, City
of London;
Below: The
Bloomberg
Professional
service,orTerminal
Ipsos Affluent Survey Europe
2015
This year’s Ipsos Affluent Survey
Europe confirms Bloomberg
Media as the number one
business media brand in
Europe. The results, in a survey
of the top 13% of adult European
consumers (based on personal
income), demonstrate the high
influence and value of the
Bloomberg Media audience,
showing them to be 43% more
influential than the average
survey respondents, as well as
collectively in command of Euro
3.9 trillion of corporate spend.
The survey confirms Bloomberg
TV as the business and financial
TV channel of choice for
advertisers wishing to reach
upmarket business professionals
during the business day. The
data also shows the strength of
Bloomberg Media’s digital
products. Bloomberg Media has
the highest reach of high-net-
worth individuals (Euro 950k+
private investments excluding
home/mortgage), C-suite
officers, business decision
makers and financial professionals
in the competitive set.
20
|
ISSUE 2 2015
|
THE CHANNEL
