Posts about glam

DLD: The network model

I heard vindication for my advocacy of the network model of media online in today’s DLD panel on ad exchanges (aka networks) with Samir Arora of Glam, Christoph Schuh of Burda, Magid Abraham of Comscore, and others. Randy Rothenberg was moderator.

One of the most controversial posts I’ve ever written — politics and Dell aside — was about Glam and its network model of media, arguing that in the connected internet, this will be a major factor. Some agree. Some disagree. The ones who disagree are generally from big, old media and it seems they find the network model threatening. They sell their premium on being brands and destinations and they fear — but shouldn’t, I say — this opening up of their space. See my spat with the Times’ Martin Nissenholtz at the Online Publishers’ Association in which I argued media should be asking “what would Google do?” — WWGD? — and thinking distributed while Martin argued this his brand is worth our trip to it. Those folks argued with me that only they could sell quality because they owned their content; Glam owns little of its. One wonders, then, why the Times is now selling Freakonomics.

In today’s discussion, networks are critical to the future, Comscore argued, because without them, even the biggest online brands don’t reach that much of the audience that much of the time. The top four sites, the search monsters, have only 5% share of page views on the internet and 7% share of their users’ page views. So networks extend them. That is why AOL, Microsoft, Google, and Yahoo have been buying big ad networks.

But Glam is different. It is a content and ad network that curates blogs and sites for women and sells ads and shares revenue on them. Some say that because it isn’t produced by big media, its quality is low. But I heard today that Arora insists on no automated, Googly ads; they only deal with agencies. Networks online are often remnant space filled with dancing monkees. So he wanted to avoid that. When he took over Glam, he asked, “What would it take for advertisers to act on the internet as they act in traditional print?” He also asked: “What is the definition of media going forward?” His next frontier, he says, is to define prime time and prime placement on sites.

OK, so that’s his pitch. That’s just one network. My problem is that there aren’t more of them and that big, old media don’t sell them. Oh, they get involved in networks like Tacoda. But they don’t curate and enable and encourage outside distributed networks. That’s what I want to be a part of.

Halfway ’round the track

The Orlando Sentinel and Tribune Company went halfway around the track in the right direction — but not far enough — when they decided to stop devoting staff to national coverage of Nascar races, putting their priority and dwindling resources instead on local, which I believe is where they should be. As a result, they lost their Nascar writer, Ed Hinton, who they boast is the best in the nation. And they wish him well.

What I think they should have done instead is set up Hinton in business. If Hinton’s the best — and I take them at their word on that, not being a Nascar kinda guy — then I’d have proposed creating a blog and site for him and selling ads into it and syndicating content onto my newspaper sites where I’d also sell ads and share revenue there, too (the Glam model). Then I’d still have the benefit of his best-of-breed coverage — doing what I did best while linking to the rest — with less expense — none, really, because I’m just sharing revenue for sold advertising. It’s only upside for the paper. And in the long run, it’s upside for Ed because, as the best in the nation, he should be able to market himself freely with many such deals and build up the best damned Nascar blog anywhere, something he now owns and controls. There’s more risk for Ed but, hell, he’s now unemployed anyway. But he also takes with him a brand the papers helped him build.

That’s the relationship I think that UK football writer Rick Waghorn should have with the paper that made him redundant. That’s the relationship the New York Daily News could have with David Bianculli, the TV critic they laid off who now has his own site (they may not want to pay for him as full-time headcount anymore but they could sell ads for him and he needs that help since I see none on his site).

The funny thing is that some papers are reaching this relationship, not with their own former staffers, but with outsiders instead. The Washington Post and are syndicating my Prezvid. The New York Times reached a similar arrangement with Freakonomics. But I don’t see this happening with the people these papers know best: their own staffers.

So why doesn’t a paper get ahead of the curve and offer such a deal to its stars, the ones worth the investment? In the old days, the paper thought of itself as a product whose value was its brand and distribution. And there’s still value there. But now that papers are hiving off valued contributors and features like Ed Hinton, they don’t need to just do without. They can think like networks and imagine a new relationship with those stars that’s beneficial for both.

The next time a paper plans buyouts and layoffs — and they will keep coming without end — I suggest they offer another kind of deal: helping these former employees set up their own new businesses with a content and advertising network relationship.

A nest of lawyers

Kevin O’Keefe is inspired by Glam and ScienceBlogs to work on a network of law blogs. Good idea.

Glam for Geeks

In a response to my glowing post on Glam, Michael Arrington argues that Glam is, in essence, cheating by calling itself the largest women’s site when it’s really not a site but a network. I argued back in his comments that this is precisely its strength and a model media companies should follow. In fact, I wish that Michael himself would follow it and start the Glam for Geeks. The comment’s not up yet, so here’s what I said:

But I’ve been arguing to big media companies that they need to become networks themselves. Google is a network. Who cares how large its site is? What matters is its reach on sites all over the internet.

Google grew by building a network. So did Glam. I say that is a model for survival and growth among media companies. Local newspapers, for example, should be building hyperlocal networks of local blogs; with them, they can expand coverage and reach in ways that were never possible when they depended only on staff.

In fact, I wish you’d start the TechCrunch network: Select just the best blogs, the ones you like. Give them the Arrington seal of approval. And then sell ads on your larger network. You have more sales power than any of those network members. You also get to extend your reach for your advertisers (and tame this wild blog world). You get to give your audience more content you curate and thus recommend.

I think what separates Glam from, say, Federated Media is that it is a content network and an ad network. Federated made stabs at that but didn’t have the means or moxy to create a content brand as Glam did. Glam contributes mightily to the network with its brand, promotion, traffic, and curation. It benefits greatly from a network of content it doesn’t have to employ. And the network benefits greatly from getting sales it couldn’t otherwise have.

So build your empire, Michael. Become the Glam of geeks!

: LATER: Saul Hansell at the Times Bits Blog on Glam:

These numbers, and the advertiser interest they bring, have led to the envy among Internet publishers, many of whom are confronting a slowdown in online ad spending. If they too were able to create an alliance of smaller sites, these publishers now say, they could look bigger in the ComScore ratings and give their sales forces more inventory.

For Glam, this blatant imitation, by far more established brands, could well be a significant threat. But Samir Arora, Glam’s chief executive, has a plan to turn some of his envious potential rivals into allies. He will run networks for them, giving media companies all the glory and none of the headaches of building their own. And he will do it in a way that may well boost Glam in the long run.

: LATER: I don’t know why my comment is apparently being blocked at TechCrunch but, unfortunately, I’m prevented from joining in the discussion there.

: UPDATE: Michael freed the comment from the tuna net. Good discussion going on over there.

Glam: The success of the network

I have been arguing for as long as anyone would listen that the future of media is less about products and more about networks. It’s so nice to be proven right.

Recently, Samir Arora, CEO of Glam, visited to talk about his success story as a network and a platform. As he flipped through a PowerPoint spiel, he said excitedly that I’d really like this slide. I did. I dined out on it in London all last week.


The chart requires some explanation. Bear with me; it’s worth it.

The yellow circle on the right represents iVillage, which had been the largest women’s site in the U.S. After only a year and a half, Glam has overtaken it as the new No. 1 with 23 million uniques (vs 18m for iVillage) and 600 million monthly pageviews.

iVillage was our deadly competitor when I worked at CondeNet and we often sniped that much of its traffic was junk. This illustrates that: The largest circle inside iVillage is astrology traffic and the dark circle in that represents people who come to iVillage for horoscopes and nothing else. That may bulk up your traffic numbers, but it’s not saleable to advertisers. iVillage is built in the Yahoo model of sites it owns or controls; it tries to lure people in and then bombards them with ads.

Glam, represented by the larger circle on the left, is a network. You’ll see clusters made up of smaller circles, representing their content areas: fashion, beauty, fashion, lifestyle, celebrity, teen. Inside each of those clusters, if you squint, you’ll see a small yellow circle. Those are Glam’s O&O (owned and operated) sites. All the many purple circles around those in each cluster represent outside, independent blogs and sites in Glam’s network. That is the secret to Glam’s quick growth without the cost and risk of doing everything itself.

Glam finds the good blogs and creates a relationship. It features good content from them on Glam and also sells ads on the blogs, sharing revenue with and supporting those bloggers. It now has about 400 publishers creating about 600 sites and Arora said that some make multiple six figures a year. They’ve fired only one.

Glam exploded by being a network. It asked the question, WWGD? What would Google do? Google, by the way, earns about 30 percent of its revenue through its O&O properties, Arora said. [LATER: See Capn Ken in the comments for more complete figures.] Glam earns 20-25 percent through its O&Os. Arora claims an advertising CPM of $15-35 for the O&Os and $8-15 for the network ($50-120 for the dreaded advertorial). Arora brags that they are “100 percent transparent” in their ad network, unlike someone else we know.

So Glam is a content network. But they don’t create all the content. They curate it. So we should curate more as we create less. That’s another way to say what I’ve said other ways: Do what we do best and link to the rest. Also: We need to gather more and produce less, so we also need to encourage others to produce more so we can gather it. That’s a festival of PowerPoint lines there.

Glam is also and advertising network that supports the creation of content. That’s how you encourage others to produce more.

So in the end, Glam is really a platform. That’s the key.

Glam is a rare example of that and I say other media companies would be wise to follow suit. A few days after meeting Arora, I also met Adam Bly of Seed magazine and ScienceBlogs. It’s a bit different, in that they curate the best science bloggers but then put them wholly on the ScienceBlogs platform. They sell ads and some of the science bloggers can make good money (not as good as those Glam figures but still good for a science academic; high fashion pays better than high science). And this allows Bly to build more around that (more on that later).

So in addition to asking what would Google do, I say that media companies should be asking what Glam would do. WWGD, the sequel.

: LATER: A platform, indeed.

I’d been sitting on this post, not quite done with it, and it so happens I published it coincidentally with previously embargoed news that Glam is starting a network for Lifetime. From the press release:

The new Lifetime Glam network will expand upon each company’s position as #1 for women — in TV and online, respectively. Today’s announcement is part of Lifetime’s broader expansion of its digital business including the relaunch of its website as As part of the agreement, both companies will also syndicate content – including a Glam-powered Beauty & Style channel on Lifetime’s website and Lifetime’s broadband video, games and other original content on . . .

The Lifetime Glam distributed media network will be built on the new Glam Managed Vertical Network platform -designed to manage display advertising and content distribution for media companies. Glam’s new platform offering enables large media companies like Lifetime to rapidly create their own vertical distributed media networks in collaboration with Glam.

That’s thinking like a network. That’s smart for both.

: LATER: Michael Arrington argues with my argument. More on that above.

: UPDATE: Glam just sent me better figures on them v. Google: “30-40% of Glam’s revenue is O&O, and 20-30% of Glam’s impressions are O&O . . . . 30-35% of Google’s Impressions are on, 60-50% of Revenue is vs its network.”