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2July 2013 DEMANDBASE

Today’s marketers, whether business-to-consumer or business-to-business, are working hard to connect with customers

while continually assessing all available tools and channels. In both B2B and B2C, the marketing that truly works engages

people at an essential level, turning potential buyers into real revenue. “We all have that human element, even if we’re buy-

ing technology and looking at it from a business-to-business perspective,” says Jenifer McFall-Metz, senior manager-global

digital marketing, demand generation at Computer Sciences Corp., a $16 billion global company that’s making headway in

the technology-enabled business solutions and services arena.

For both B2B and B2C marketers, the goal is to figure out how to not waste money on people who will never buy while

reaching and engaging with those who potentially will. That’s

especially tricky when it comes to online advertising. Here,

B2B marketers have struggled with the role that display ads

can play in the online mix more than their consumer counter-

parts. More importantly, they have had to make sure the time

and money they spend on display advertising offers a return.

Fortunately, marketing technology is a fast-growing, inno-

vative segment, and new technologies are being designed specifically for marketers that sell to businesses. These technolo-

gies are helping B2B companies make online interactions more effective by delivering the right message at the right time

while integrating with existing sales and marketing technologies for better customer and revenue tracking. This is changing

how B2B marketers approach marketing. With the ability to directly connect marketing spending to revenue, innovative

marketers are using tools such as display advertising to better connect with individuals at businesses that are ready to buy.

Why Hasn’t Display Worked for B2B?The short answer is targeting and measurement.

For B2C, display works as a low-cost method, on a per-person basis, of putting a message in front of a lot of people.

That works well for a consumer product or service that many people might buy. Consumer marketers also have the luxury

of measuring effectiveness by the number of checkout carts. Given their smaller target audiences, B2B marketers may think

they’re at a disadvantage. But one sometimes surprising realization for B2B marketers today is how much more manageable

their addressable markets can be.

With B2C tools and metrics their only options in the past, B2B marketers had to be content with “spray and pray” tac-

tics, calling them “awareness-building”—which couldn’t be effectively measured—or leave display efforts out altogether.

Targeting B2B messages to the right people is extremely difficult using B2C methods, and clicks from people who are not in

a position to authorize or influence a B2B purchase are virtually worthless.

What’s Different About Marketing to Businesses?Let’s step back a moment here to gain some strategic perspective. There are three basic differences between B2B and B2C,

and understanding them can help B2B marketers leverage marketing tools and technologies in a way that will grow their

companies’ revenues:

u 1. The sales cycle is much longer for B2B. While a B2C sale might happen on impulse, a B2B sale takes much longer and

involves budgets, approvals and sometimes personal agendas. Where B2C may begin and end with marketing, a B2B rela-

tionship typically begins before a prospect makes contact with the sales staff and, hopefully, will continue long after the deal

Turning Potential Buyers Into Real Revenue

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Marketing technology is a fast-growing,innovative segment, and new technolo-gies are being designed specifically for marketers that sell to businesses.

3 July 2013DEMANDBASE

closes. The stakes are higher, and the process entails much greater costs and often in-depth implementations.

u 2. Many stakeholders are typically involved in the buying decision. B2B buyers make purchase decisions in teams, and

those teams are growing larger—often now including more than one C-level executive in addition to directors, line-of-busi-

ness representatives and users. IDC’s 2012 IT Buyer Experience Survey found 40% more stakeholders are involved in a pur-

chase decision today than just three years ago—up to an average of seven people. B2B buying cycle research also shows that

initial, prediscovery research is often conducted by business analysts, who narrow down the vendor selection and then hand

off the list to the buying team. To be effective, marketing programs need to influence many people across an organization.

u 3. The target audience is smaller. Unlike B2C, where the base of possible customers is a population of individuals, B2B

marketers need to think about a population of companies. Like B2C, effective B2B marketing starts with an understanding

of who the target is.

The numbers tell the story: B2C companies can target about 178 million online consumer shoppers in the U.S. In con-

trast, according to U.S. Census Bureau data, the number of companies in the U.S. is 28 million. Of these:

For B2B marketers, the universe of potential customers (or the total addressable audience) is comparatively more like a

small town.

Within revenue or industry subgroups, odds are only a fraction match any B2B vendor’s sweet spot, possessing many

of the attributes that make a company an ideal candidate to purchase its product or service. It is not as complex as it

seems—companies that will buy in the future are likely to look like companies that made purchases in the past. Most B2B

salespeople can readily list best-fit candidates by name. So the potential audience for a B2B vendor is at least two orders of

magnitude smaller than the total addressable market. Identifying and reaching key accounts with a highly targeted display

campaign allows B2B marketers to leverage an important element of online marketing.

Becoming ‘Account Centric’The answer for more effective B2B marketing is to focus efforts on targeting key accounts, not individuals. Consumer

marketers don’t have the option of targeting identified prospects the way commercial ones do. This identified targeting—

unlike B2C’s anonymity—is a core strength B2B marketers can take advantage of now.

The key to deriving the most opportunity from account-based marketing is to leverage it across all tactics, including dis-

play advertising, and optimizing a website based on those tactics. It’s about understanding prospect and customer profiles,

having real visibility into a company’s attributes to identify and segment the most valuable buyers. It’s about understanding

that the next customer looks a lot like the ones sold to in the past. Finally, this approach requires consistent content aimed

at core accounts in both targeted display advertising and on the marketer’s own website.

This approach allows B2B companies to identify their important accounts, focusing on those that exhibit purchase intent

without wasting resources on companies that don’t. That shortens the sales cycle and creates a much more efficient use of

resources. Shortening the sales cycle benefits both B2B vendors and buyers: IDC’s survey found more than 40% of execu-

tives responding were willing to change vendors to save time in the buying cycle.

For example, a client of Babcock & Jenkins, a premier B2B integrated marketing agency focused on demand generation

and pipeline-revenue acceleration, created a document map tracking B2B buyer content-consumption patterns based on

how particular content pieces were associated with an imminent purchase decision. It determined that if it could introduce

u22M have no employees, leaving 6M companies with employeesu200,000 have more than more than $10M in revenue u40,000 have more than $50M in revenue u20,000 have more than $100M in revenue

4 July 2013 DEMANDBASE

those documents into buyers’ hands sooner, it could reduce the sales cycle by two to three months. “Part of that was test-

ing and tuning, understanding what stages they were in and aligning the content to that to accelerate the pipeline,” says

Denise Barnes, president of Babcock & Jenkins.

Marketing to accounts using an integrated approach is also more efficient because it aligns marketing and sales with the

same objectives. Coordinating efforts allows marketing to focus its outbound efforts on key accounts, thereby delivering

the leads sales seeks. As a result, marketers are generating the right kinds of leads from the exact companies to which sales

believes it can sell.

What Does This Have to Do With Online Advertising?By ensuring that display ads rich with compelling, personalized content are served exclusively to target companies, a B2B

marketer can completely eliminate waste in online display ad spending while reaching every stakeholder at the decision-

making table.

Additionally, two aspects of B2B online marketing can represent an opportunity that B2C marketers do not have:

u 100% of a company’s buyers go to its website, according to research from Demandbase.

u Knowing a business or account enables a marketer not only to target but also to identify and connect data that otherwise

might be “siloed.”

Research has always been the starting point for companies entering the buying processes. But as the Internet has grown,

much of that research has shifted to the Web. Prior to the advent of the Internet, a business buyer explored sources such as

analyst reports, trade publications, surveys and feedback from others in the industry to learn more about a company before

engaging with a salesperson.

“Salespeople believe that about one-third of the sales process is complete before they enter the sales process and first

engage the buyer,” says John Neeson, managing director and co-founder of analyst firm SiriusDecisions Inc. “Buyers, how-

ever, believe the process is closer to 60% complete at

that point.”

According to a survey conducted in spring 2013

by Readex Research for the Association of Business

Information & Media Companies, 94% of those in-

volved in work-related purchasing decisions or supplier

selections at B2B companies said they research new

products, equipment, services and suppliers during

standard business hours. And buyers find information

regarding new products and unique product features

the most helpful type of Web content when making purchasing decisions, the report found.

“A few years ago, the last person [a potential buyer] would come to was a vendor,” says Nick Panayi, director-global

brand and digital marketing at CSC. “That’s actually reversed now. Customers can find everything they want to know about

your offering through other means. What they can’t find any place else is, ‘What do you bring to the table? What’s unique?

What’s your thought leadership?’ So a website is truly becoming a platform to establish credibility and begin that two-way

dialogue with a customer.”

The richness and quality of the available information on B2B vendor websites has expanded the depth of the research

phase of the buying process even further while shortening the time it takes. The main goal of all B2B outreach marketing,

including display advertising, is to drive the most likely purchasers of a vendor’s product or services to its website.

“Unfortunately for B2B companies, you may not even get contacted by a potential customer because they’ve ruled you

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“Salespeople believe that about one-thirdof the sales process is complete before they enter the sales process and first engage the buyer. ...Buyers, however, believe the process is closer to 60% complete at that point.”

—John Neeson, SiriusDecisions Inc.


out based on information that they’ve learned on the website or the inability to get information or pricing on the site.

Maybe they’re annoyed you keep asking who they are before you can show them anything about your products,” says

Adam Greco, senior partner at Web Analytics Demystified, a boutique Web analytics consulting firm.

How can you maximize your reach with new buyers and existing customers?

uKnow your accounts and the attributes of a potential account. New technology from Demandbase can identify those ac-

counts on the Web and serve ads only to them. Instead of buying content adjacency, a marketer can buy audiences with

zero waste.

uKnow if it works. A marketer can now measure the impact of its ad spending by whether the ads increase engagement on

the company’s website with important accounts. Replacing anonymous consumer ads with identified-company ads allows

for real-world measurement against key account goals.

Different Patterns, Different MeasurementsSince display advertising and website activity play fundamentally different roles in B2B marketing and sales than they do

in B2C, it makes sense that the metrics used to measure those activities must also be different.

B2C display ads are commonly judged by click-throughs and number of impressions. But since B2B is all about target com-

pany engagement with the website, those metrics may not tell the whole story for a B2B vendor. A B2B website visitor whose

company eventually becomes a customer may never actually click through the display ad, yet will still be influenced by it.

The ultimate metric in B2B is: “Did that company become a customer?” That outcome can’t be measured using such B2C

metrics as whether a product was placed in a shopping cart. Instead, that data resides in the B2B vendor’s CRM tool. Metrics in

B2B should align touch points with marketing and sales to the pattern of engagement that converts targets into customers.

Lift, Engagement and B2B MetricsWhat the B2B vendor needs is a way to measure a company’s engagement throughout the buying cycle and establish

performance metrics, such as the demonstrated ability of an ad or digital billboard to impact lift and engagement on the

vendor’s website.

Engagement is reflected in the number of relevant page views per company. Weighted scores can be assigned to pages

based on their value in moving targeted companies through the cycle. Unlike B2C, which is sometimes measured by how

few clicks it takes to move a shopper from the first viewed page to shopping cart, B2B vendors need to drive deep engage-

ment on a site.

Lift is measured in increases in engagement over a baseline level already established with targeted companies. At CSC, for

example, the core metric is lift in page views by targeted companies following a display ad campaign. As site visitors register,

share additional information and progress through the company’s six-to-nine-month sales cycle, CSC is able to track that ac-

tivity in its marketing automation and CRM systems, ultimately attributing a sale back to the initial campaign and calculating

ROI. Thanks to CSC’s use of company-based personalization and targeting solutions from Demandbase, difficult-to-measure

pure brand value awareness campaigns as well as cross-channel attribution can be measured this way, Mr. Panayi says.

“Many times top-of-the-funnel vehicles get the short end of the stick because they happen early and, at the end, it was

something else that brought them in to the last step,” he says. “With cross-channel attribution, you can prove out math-

ematically that you have a higher likelihood of success if you have a combination of influences from multiple channels. You

can look at a particular channel and see if it’s playing a role or not.” Conversions, downloads and time on page are also

important metrics for CSC.

So for B2B, metrics should track how much a target company increased its engagement on the website and, after that,


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how that engagement correlated to the movement in sales volume. Since both metrics track activity by account, they can

easily be integrated with the other tools in a B2B marketing suite.

The use of Web analytics adds to a marketer’s ability to measure and shape content. Optimizing these processes by

combining company-based personalization and targeting technology with analytics enables deeper insights into behavior,

making Web analytics a foundational measurement tool for marketers.

Other key metrics made possible by Web analytics include:

uOverall engagement by segment: All segments aren’t created alike, and neither are their Web traffic patterns. For ex-

ample, where are enterprise companies compared with small and midsize businesses? In this case B2B companies can be

surprised by how few of their specific-size-targeted companies actually get to content built for them.

uConversion by segment: A company may ask, for example, why its conversion rate for financial services companies is

half of that for media companies or for travel companies. That insight triggers problem-solving around factors affecting

conversion.

uSource of traffic: Strong organic search placement may give the impression that a current search engine optimization

approach is working. However, if the traffic comes from companies outside the B2B vendor’s target, that investment is

essentially wasted. Web analytics enable a B2B vendor to consider source of traffic by account segment and by the number

of companies that fit the target profile.

uTargeted account activity: If the sales team is trying to sell to a targeted account and Web analytics reveal that site visitors

from that company are looking at all its service-offering pages, sales can lead with, “One of our customer value propositions

is how well we service our customers.”

Metrics Reveal Signals on the Path to PurchaseStrongView, a developer of email marketing and cross-channel marketing solutions, moved away from measuring click-

throughs a year ago when it began using a company-targeted advertising approach from Demandbase. It now focuses

on metrics that track engagement and lift: the volume and page views of its targeted companies (such as in response to a

campaign). The length of StrongView’s sales cycle averages one year, so detecting signals that a target is progressing toward

a deal is invaluable. “There could be anything from two or three marketing touch points to 100 or more across multiple

people,” says John Dering, senior marketing manager for StrongView.

Since visiting the website is a part of every B2B sale, now every marketing activity can be measured by its ability to drive

traffic to the website. A B2B vendor can measure the effectiveness of a trade show, an outbound calling campaign or a

direct mail campaign by whether the companies that were targeted came to its website without using a backslash URL to

track the source of the lead.

According to Gleanster Research’s Lead Lifecycle Analytics report, top-performing marketers are more likely to use a

dozen or more metrics to track the lead life cycle.

DiSplAy ADS: ‘Air CovEr’ for StroNgviEw rEpS “Display ads are being served to the companies that are being targeted by our

outbound prospecting team. So we really consider the ads to be ‘air cover’ for them

as they’re calling into these accounts—so it’s a warmer experience for them as well as

the person they’re calling upon—so that person knows why they’re calling because

they’ve seen some branding around the company.”

— John Dering, StrongView


Leveraging Real-time Company Targeting and Personalization for B2BTo target and personalize display ad and Web content to specific customers, B2B companies need the right marketing

technology. Key capabilities in a company-targeted personalization and targeting solution include use of accurate company

identification capabilities and their tight integration with other marketing automation tools. That way, when employees surf-

ing the Web from identified prospect companies visit various websites, they see personalized, dynamic display ads aimed at

that B2B vendor. Those seemingly ubiquitous ads appear only in the browsers of prospects at the targeted companies. That

strong presence keeps a B2B brand and product top of mind among prospects without wasting ad dollars putting messages

in front of companies that are unlikely to buy.

“Knowing you’re going to get your ad directly to the right companies is really valuable,” Mr. Dering says. “Demandbase’s

approach to that using IP addresses is the only way I’ve been able to identify that you can actually do that.”

This capability has prompted CSC to return to display advertising, a medium it had abandoned. “We want to raise aware-

The ability to measure patterns in traffic associated with Web

content enables a marketer to use that data to ensure content is

valued by those companies being targeted. Best practices for mak-

ing creative dynamic and relevant include:

uMaKe iT perSOnal. Content that is personalized and custom-

ized to the target audience is dynamic. Personalization helps in

drawing attention and coaxing a prospect along to the next level of

the sales funnel.

“Something specific to you is going to draw your eye faster

and keep you engaged longer because you want to know, ‘Oh,

they’re talking to me and what is this all about?’ and taking a little

longer to explore and find out the information,” StrongView’s Mr.

Dering says. “When we do more dynamic content, we get more

engagement.”

Personalization starts with targeted display ads. If the goal

of the website is to drive prospects through the sales funnel, the

object of the display ad is to compel the prospect to visit the site.

uMaKe iT COMpelling. “We are on information overload to-

day,” says says Ms. Barnes of Babcock & Jenkins. “There is informa-

tion coming at us 24/7. So the challenge is how to be ‘disruptive’

to get the opportunity to start the conversation.”

Because B2B sales are about relationships, every interaction

between vendor and prospect is really part of one long, connected

conversation. The customer wants to feel heard and understood. In

the consumer world, Amazon has taught online shoppers to expect

their past history to be reflected in what they see the next time

they visit the site; as a result, consumers are increasingly frustrated

when they need to repeat themselves, filling out forms with infor-

mation they feel a company should already know about them or

not acknowledging their past purchases or loyal patronage.

In B2B those expectations are even more acute, given the

relatively small potential customer base and the size of the

transactions.

uMaKe iT COnSiSTenT. Messaging must be consistent and

relevant, no matter what drives the customer to the website: trade

show, salesperson contact, search, display ad. All paths into the

sales funnel lead through the website, so all must be related. The

consistency of the experience is key to making it work. Testing and

experimentation will show what resonates, Mr. Dering says. “In

my career as a marketer I tend to think I have a pretty good grasp

of people, and psychology and understanding. But time and time

again I think one thing is going to work and then it’s the exact

opposite.”

uMaKe iT relevanT. It’s important to ensure content ties in with

what’s on buyers’ minds, especially as new trends emerge. “Consid-

er yourself in beta all the time, constantly improving, according to

what’s happening with trends in the market,” Ms. Barnes says.

Timeliness is important. After a competitor suffered a criti-

cal service failure over Thanksgiving’s Black Friday weekend, for

example, StrongView jumped on the opportunity to launch a per-

sonalized campaign, using Demandbase, aimed at the competitors’

retailer clients. It won several accounts as a result.

Insights & Best Practices Making Creative Dynamic, Relevant and Effective


ness and consideration like everybody does,” Mr. Panayi says. “But we’re not in small/medium businesses, we’re in very

large institutions. So we have the benefit of targeting our awareness and consideration efforts only to those that we want

to target. With this kind of approach you, in essence, have no wastage, which was exactly the challenge of banner advertis-

ing in the past.”

This also helps small vendors appear to be bigger players in the space, with substantial marketing budgets. “It looks to

[Web users] like you’re spending about $100 billion dollars in advertising because you are, in essence, surrounding them

with your banners and your advertising message in a very customized way, which is always a good thing,” Mr. Panayi says.

Another key B2B marketing tool is tight organizational integration: Along with the traditional disconnect between

marketing and sales—for example, their use of different definitions,

metrics and applications to track their activities—come disparate

processes and distinct silos of data. In these units, acquisition strate-

gies, website data and customer relationship management data are

all maintained separately.

To foster a closer alignment, sales and marketing processes must

seamlessly transition from one unit to the other. Technology plays an important role in enabling this alignment. IDC calls

the transition between marketing and sales in more advanced organizations “orchestrated collaboration” in its buyer expe-

rience report: “It is typically more gradual. It can go in either direction, and it takes place within the context of overlapping

involvement.”

A company-based personalization and targeting engine can connect disparate data sources, breaking down barriers that

separate systems. It uses the common denominator of identified companies to join website activity data with Web analytics

and tools that track revenue in the CRM system.

“There’s significantly more value together,” Mr. Panayi says. “It’s one plus one equals three.”

Tight organizational alignment also ensures that target companies see appropriate content at the right time for their

current interests and stage in the sales cycle. When a salesperson records that the target company has transitioned from one

stage to the next in the CRM system, integration means the ads the target’s employees see and the Web content they’re

served reflects that new development—promoting, for example, an ROI calculator instead of case studies. In turn, the sales-

person can see exactly what content those site visitors are seeing, so it becomes part of the conversation.

StrongView integrated Demandbase with its Web analytics tool tracking and reporting on website activity by visitor seg-

ment and companies. “It allows me to input any data I want to as it relates to the Web from our CRM into our database

so I can track, slice and dice that information,” Mr. Dering says. “I can go in and say, ‘Our Competitor 1 segment is spend-

ing this much time on our site looking at pages, but our Competitor 2 segment is looking at these pages and spending

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“There’s significantly more valuetogether,” Mr. Panayi says. “It’s oneplus one equals three.”

How pErSoNAlizED MArkEtiNg workS At CSC “We have a good model in place where not only do we combine highly targeted advertising with

customization of message but, once they come into our website, we have the analytical tools

and the personalization element connected into our CMS. So whether they clicked on one of our

banner ads or if they’re coming in cold from a search engine, we get the immediate information

about them from Demandbase, which feeds the CMS and the CMS immediately reacts with a

personalized billboard. … So at some level, whether it’s conscious or subconscious, you’re get-

ting a warm, fuzzy feeling about this website because you’re seeing things that are interesting to you and that relate to

your industry. That is becoming a very important part of our site.” — Nick Panayi, CSC


this much time on the site’; and that’s giving me information that’s useful to know how I want to target those segments in

the future.”

So far few companies have integrated marketing tools and platforms to execute dynamic personalized display ads and

websites to this degree, but companies that get there sooner are likely to have a distinct advantage. “In the next year CRM

and marketing automation and databases will be tied a lot closer together, and we’ll be able to track sources of revenue

through the funnel,” Ms. Barnes says.

Unlocking the Value in B2B Display Ads and Web ContentOne page B2B marketers can definitely take from B2C is the imperative to constantly innovate. Mobile trends, social me-

dia trends, SMS messaging, QR codes—consumer technology usage is always changing, and marketers need to keep up.

Now B2B marketers have the opportunity to leverage some of that innovation and apply it in ways uniquely suited to

the B2B sales experience. Company-based personalization and targeting sales-prioritized accounts allow B2B marketers

to dramatically increase engagement and move prospects along in the sales cycle, with a connected view of data across

otherwise siloed tools. By reducing wasted marketing dollars, B2B vendors can focus on the companies that are likely to

produce revenue.

“In real time, can you make your website design as dynamic as possible?” Web Analytics Demystified’s Mr. Greco asks.

“You need to use tools to scale this, combining technologies like Demandbase with personalization tools, targeting tools

and Web analytic tools, and pushing that data to your CRM system. It gets really interesting.”

By leveraging this account-based marketing and advertising approach, B2B vendors can:

uAccelerate the sales cycle using a combination of display ads to lift prospect awareness and personalized websites to drive

engagement.

uReduce marketing waste by identifying prospect companies that exhibit true buying-intent signals only, enabling sales to

call on the companies most likely to buy in the near term.

uBetter align their marketing and sales organizations around the end goal: driving increased revenue. Aligning sales and

marketing through the use of targeted-account marketing dramatically increases response and revenue. Both units can do

more of what works and less of what doesn’t.

An integrated approach utilizing the tactics and best practices described in this paper dramatically improves the ability of

B2B vendors to cost-effectively scale revenue generation, making marketing and sales efforts highly impactful while minimiz-

ing waste in B2B display advertising.

StrongView began using Demandbase a year ago as part of a shift

toward a company-targeted advertising focus. Prior to the change,

the company used traditional B2B channels to pursue leads; but,

because its target audience is large-scale enterprises, potential

customers are limited and all of them were already using some type

of traditional B2B marketing solution.

“We found that if we start to focus our efforts there instead

of a mass marketing approach, we’re engaging with the right

companies on a regular basis,” Mr. Dering says. “That’s where we

outperform our competition, and those tend to be our larger deals.

That’s been our focus since then, and we’ve grown an initial list of

500 to about 1,200. We have been aligning our display ads and us-

ing dynamic content so it’s personalized to the viewer. We’ve seen

a real lift on our website and a real lift in pipeline as a result of it.”

While it’s too soon to correlate the use of Demandbase to

closed sales, when StrongView has advertised to companies on its

target lists over the past year, 20% to 25% of its Web traffic has

been from those companies vs. 5% when not advertising. Customer

spending increased 2.5 times, while pipeline increased 5.5 times

over benchmarks.

Company-based Targeting Gets Results for StrongView

STAff

Jackie GhedineAssociate [email protected]

Alex McGrathSenior Account [email protected]

Karen EgolfEditorial DirectorContent Strategy [email protected]

Richard K. Skews Associate Editor

Barbara KnollCopy Editor

Gregory CohaneArt Director

Kate NelsonProduction Manager

WHITE PAPER

Ann Marie KerwinEditor, Advertising Age Research

Lisa TerryWriter

The Ad Age Content Strategy Studio, anextension of Advertising Age and adage.com,works with companies to help them tell theirbrand stories their way. Built on Ad Age’sheritage of editorial expertise and excellence,the Content Strategy Studio works to developthe ideas that create an emotional connectionwith customers. Through articles, blogs, video,microsites, research, events, white papers andother opportunities, it provides end-to-endsolutions for brands that will create the storythat’s fueling today’s conversations.

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