For GM: No Price Rollbacks, But Lower CPMs

Creative deals may drive more revenue to cable

Why This Matters

Cable Grinding Out Upfront Gains

General Motors was not the only tough customer ad sales executives have been dealing with of late. Most large cable network groups said last week they were nearly done with their upfront deals, with the exception being GroupM, the large agency holding company where Rino Scanzoni heads up negotiations.

As he did last year, Scanzoni opted to wait till a market level was set and try to argue that his clout merited smaller increases than other agencies with less money to spend. Scanzoni did not return a call seeking comment.

Other buyers said that unlike broadcast, where dollar volume was flat, cable networks were seeing gains averaging about 5%. Though that was lower than many ad sales execs expected, price increases for the top cable networks were in the same range as the broadcasters.

Leading the pack in price increases was NBCUniversal’s USA Network, which buyers said was getting hikes in the 9% range under new ad sales president Linda Yaccarino. Despite several years as the top-rated cable network, USA’s ad rates have lagged many of its competitors. NBCU’s Bravo was also getting healthy increases, while other nets in its portfolio were seeing mid-single-digit gains.

Turner was getting 8% increases for its nets, according to market participants. Fox Network Group’s entertainment channels were getting slightly smaller price increases, but were pulling bigger gains in volume. Discovery was also getting 5%-7% price increases, buyers said.

Scripps Networks, whose lifestyle networks do a substantial amount of integrated marketing with sponsors, was still working on deals with most major agencies.

Viacom Music and Entertainment Networks, which aimed to get bigger volume increases by moving into the market early and offering moderate price increases, saw some success with its strategy, though it wasn’t finished.

In all, the market was moving at a more deliberate pace than a year ago, when volume and prices were higher. “As long as it’s done by the Fourth of July, it’s a good year,” said one sales exec. —JL

When is a rollback not a rollback? Ask the networks that have made
upfront deals with General Motors. They say creative deal-making should
put more money in their pockets without rolling back prices, as GM has insisted.
While GM won’t be buying its TV spots
cheap, the deals should creatively lower the
average price-per-impression by changing the
mix of broadcast and cable, networks, shows
and dayparts.

The automaker hired Carat to be its new media
agency last year. And word quickly spread
among media executives that Carat had assured
GM that it would be able to achieve substantial
savings on its advertising expenditures.

Currency_Chart.jpgIn a series of meetings preceding the upfront,
Carat and GM gathered media vendors
to explain the new rules of the road. GM had
shows it owned a piece of that it wanted the
networks to run. The automaker wanted some
big marketing ideas from media vendors. And
it warned that there would be winners and
losers: Media companies that didn’t play “let’s
make a deal” wouldn’t be getting GM dollars,
which have been substantial in the past.

GM showed it meant business. It pulled its
ads from Facebook, just before the social network’s
big IPO. It also opted out of the Super
Bowl, a powerful platform for high-pro! le advertisers
like the major automakers.

Finally came the dreaded phone call. GM and Carat wanted networks to roll back
their primetime prices by double digits.

While it’s not uncommon for new agencies to ask the networks to help them look
good when doing deals for new clients, it’s usually handled with a lot more finesse and a
more cooperative attitude, network executives say. Instead, the way GM and Carat tried
to bully people rubbed networks the wrong way. “They were like a 200-pound gorilla
who thought they were an 800-pound gorilla,” says one ad sales executive.

The networks resisted. Fox reacted initially by letting GM know that unless it dropped
its demands for lower primetime prices, it wouldn’t sell the automaker spots in NFL
football games, a key showplace for car ads.

The tug-of-war prolonged the upfront. Eventually, GM softened its demands and was
able to do deals with perhaps two of the big broadcasters and many major cable players.

But ad sales execs, who declined to talk about individual clients on the record, say
there were no rollbacks in ad rates. Instead, GM and Carat accepted the creative ways
networks have to lower a buyer’s average CPM, or cost per thousand viewers. And in
some cases, the nets and network groups generated more revenue from GM. (Because it
was working under a multiyear deal, MTV did not have to negotiate its rates with GM.)

GM declined to comment on its upfront strategy.

The more options a programmer has, the
easier it is to be creative. That gives media
companies with multiple networks selling at
different price points a leg up in putting together
schedules that produce lower costs and
better efficiency.

On a single network, an advertiser like GM
could reduce its CPMs by adjusting its mix of
programs and dayparts, such as buying fewer
spots in some primetime shows and buying
more daytime and news, media executives say.

But give a savvy TV ad sales exec a few networks
to play with, and the creativity really flows. Let’s say, for example, a programmer
has multiple cable networks. Some
are fully distributed and are fully priced for
cable. But original programming on those networks
is still significantly cheaper than broadcast
originals. That means an advertiser can
lower its media costs and continue to sponsor
high-profile programming by shifting funds
to cable.

Within a cable group, there are also opportunities
to lower costs beyond buying different
shows and dayparts. Sometimes, steering
dollars into emerging nets is a priority. Even if a programmer gets an increased rate for
its emerging network, the client is still usually paying far less than they would on a more
mature channel. The advertiser also gets some upside if the emerging channel grows.

Of course, there are some in the you-get-what-you-pay-for school that might question
whether by seeking lower priced vehicles, GM’s advertising will drive fewer people to
dealers to buy cars. Time will tell.

What’s in it for the programmer? Such a deal is only worth an ad sales exec’s effort if
the client agrees to spend more money—probably taking it away from a vendor that is
less creative.

Bottom line: Even a powerful advertiser has a limited amount of leverage when it
comes to buying a unique commodity like commercials. And selling TV spots remains
a very good business.

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