谷歌电视=酷，但谷歌电视广告=钞票
英语行业分析报告代写靠网络广告起家的谷歌胃口变得更大了，借着谷歌电视的推出，它终于把触角伸向了电视广告业。
随着谷歌电视于上周发布，网络广告巨擎谷歌（Google）释放了一个明确的信号：它不再满足于网络广告业的巨头地位。
显然，如今的谷歌想在电视行业分一杯羹。
即便在我们的互联网世界里，电视的影响仍然不容小视。花旗集团（Citigroup）近期公布的一份报告指出，美国人平均每天花5个小时看电视。在这5个小时的时间里，你既没有通过谷歌进行搜索、收发邮件，也没有在YouTube网站上看视频。因此，通过进入电视领域，谷歌能够占据你一天中更多的时间，然后将你的眼球卖给更多的广告商。
没错，谷歌最近进军电视领域，引起了人们的纷纷议论，不过媒体行业对于谷歌来说，并非是陌生的处女地。谷歌于2007年推出了谷歌电视广告业务（Google TV Ads），但其尚未发展成谷歌的主要业务。谷歌不愿透露具体数字，但表示自从该业务投放以来，已经实现了超过1000亿次的广告印象数。
如果做一下粗略计算，假设每1000次广告印象价值2到5美元不等，那么谷歌电视已经产生了大约2亿到5亿美元的收益。但谷歌并没有将这笔钱全部收入自己囊中——它有许多不同的收益划分方法，具体取决于谷歌与每个广告伙伴之间的协定。（谷歌的年度报告提到，谷歌电视广告带来的收益并不大。）
尽管如此，如今谷歌还是把重点放在了电视上，同时放弃不成功的文字和广播广告业务。BGC伙伴公司（BGC Partners）的分析师柯林•吉利斯（Colin Gillis）认为，谷歌最大的问题在于，它除了网络广告业务之外，没有其它显著的收益流。然而电视可以改变这一点。我们不在电脑屏幕前面的时候，都在看些什么？对于这个问题，谷歌非常关心。而如果我们更深入地了解谷歌电视广告，就会明白谷歌为何如此关心此事。
科技使定向广告成为可能
对谷歌来说，电视广告业务之所以有利可图，是因为电视不再是从前的“旧媒体”了。新技术使得谷歌可以做它最拿手的事：处理数据。谷歌借助其合作伙伴碟形网络公司（Dish Network）的机顶盒提供的数据，使电视广告商能够定位特定的频道和节目。这样一来，广告商不但知道有多少人看到了他们的广告，还能获得观众的人口统计数据。
这种服务模式，很像谷歌搜索引擎上的赞助商链接广告Adwords，即只有当互联网用户看到广告，广告商才为此付费，不同的是，谷歌搜索引擎上的广告，采取的是关键词竞价，而电视广告所采取的，是特定节目竞价。这是谷歌首席经济学家哈尔•瓦里安(Hal Varian)为谷歌精心打造的Adwords拍卖模式的另一种拓展形式。
大约有三分之一的用户，就是受到这一模式的吸引，而涉水电视广告领域的，不过，就连拥有庞大广告预算的企业，也喜欢谷歌电视广告的透明度。在谈起当下的购买体系时，大都会人寿保险公司（MetLife）全球品牌与营销副总裁理查德•洪（Richard D.Hong）说道：“我们必须把赌注压在广告市场的未来上。”看来，谷歌的网络广告能力，已经使广告商变得更加挑剔，他们对于每一笔广告花费的效果，也有了越来越高的要求，而谷歌电视广告恰好可以满足这一需求。
谷歌电视广告及新兴平台总监麦克•斯泰布（Mike Steib）称：“我们知道拥有哪些兴趣的哪种人群爱看哪类节目，并且会在哪些时候换频道。我们实际上已经能够预测哪些广告会表现出色。”
对于大都会人寿保险公司这样的大企业来说，谷歌电视广告最大的问题，在于其广告产品的总量有限。理查德•洪介绍说，大都会仅用了公司全部电视广告预算的10%，就将公司的谷歌电视广告的效应最大化了。不过，话说回来，谷歌一直在扩大合作伙伴关系，目前其合作电视频道超过95个，其中包括A&E、MTV以及天气频道等。（其最新的合作伙伴是网球频道。）
然而，分析人士担心的是，很多大的广播网和电视网没有与谷歌合作。高德纳（Gartner）公司的分析师安德鲁•弗兰克（Andrew Frank）指出：“有线电视行业和广播公司等主要力量都对谷歌怀有戒心，不愿让谷歌这样的对手进入。”
而目前，对于业界英语行业报告代写的小玩家们而言，这是一个很好的机会。彭博多媒体公司（Bloomberg Multimedia）广告销售主管特雷弗•弗洛斯（Trevor Fellows）说，许多本不会考虑彭博电视的广告商，在了解该网络的覆盖范围后，也和彭博的广告团队签约了。
斯泰布说：“如今电视变得越来越像网络，然而，广告商的购买流程和购买习惯，还没有赶上这种变化。”谷歌立志弥补上述差异，以完成其使命，即将全世界的各类信息网聚到一起，就连情景喜剧也不放过。
Google TV = cool. But Google TV Ads = $$$
With the announcement of Google TV last week, the online advertising giant left no hint of uncertainty that it doesn't want to be just an online advertising giant anymore.
It wants a piece of the TV pie.
Even in our Internet world, TV still matters. A recent Citigroup report on the company points out that the average American watches five hours of TV per day. Those are five hours that you're not using Google to do things like search, check Gmail, or watch YouTube. By getting into TV, Google can capture more minutes of your day, and in turn sell your eyeballs to more advertisers.
But while everyone has been buzzing about Google's latest TV venture, the medium isn't fresh ground for the company. In 2007 it launched Google TV Ads, which has yet to evolve into a big piece of the company's business. Google won't disclose numbers, but says it's had over 100 billion impressions since inception.
Doing some back of the envelope math, at about $2 to $5 cost per thousand impressions, Google TV has generated about $200 million to $500 million. But Google (GOOG, Fortune 500) doesn't walk away with that whole bundle -- its cut varies, depending on the deal it has with each inventory partner. (Its annual report noted that revenues realized through Google TV Ads were not material.)
And yet the company has stuck with TV while abandoning its unsuccessful print and radio ad businesses. Analyst Colin Gillis of BGC Partners says his big critique of Google is that it doesn't have a significant revenue stream besides online advertising. Television could change that, and a closer look at TV Ads can shed some light on why Google cares so much about what we watch when we're away from the computer screen.
This targeted advertisement made possible by technology
TV Ads is even possible because television isn't so old media anymore. The technology is there to let Google do what it does best: process data. Through information provided by set-top boxes from its partner Dish Network (DISH, Fortune 500), Google lets TV advertisers target specific channels and shows, and identifies not only how many people saw their ads, but also the demographics of the audience.
The service operates much like Google's Adwords, where advertisers only get charged when their ads are shown -- except instead of bidding on keywords, the bids are for specific shows. It's another extension of the unique Adwords auction model Google chief economist Hal Varian refined for the firm.
About a third of the users are new to television advertising thanks to this model. But even companies with big advertising budgets like TV Ads' transparency. Richard D. Hong, vice president of global brand and marketing with MetLife (MET, Fortune 500) says about the status-quo buying system, "We're forced to make bets on essentially futures for the advertising market."/ It seems Google, through its online advertising capabilities, has trained advertisers to demand more accountability for their dollars, a phenomenon that TV Ads feeds.
"We know these people with these interests have watched these programs and changed channels at these times," says Mike Steib, Google's director of TV Ads and emerging platforms. "We've actually been able to find that we can forecast which ads are going to perform well."
The biggest issue with TV Ads for a company like MetLife stems from the product's limited inventory. Hong says the company has maxed out how much it can leverage TV Ads with 10% of its total TV advertising budget. To be fair, Google has continued to grow its partnerships, currently working with more than 95 channels like A&E, MTV, and the Weather Channel. (Its most recent partnership -- the Tennis Channel.)
But analysts are concerned that a big network isn't on board. "You have major forces like the cable industry and broadcasters who are all somewhat wary of letting a player like Google into the business," says Gartner analyst Andrew Frank.
For now, that's a point for the little guys: Trevor Fellows, head of ad sales for Bloomberg Multimedia, says that his team can sign on advertisers who might not have thought about Bloomberg TV because they didn't previously understand the network's reach.
"The buying processes for advertisers and buying habits haven't caught up with the way television has become more like the web," says Steib. Hewing to its stated mission of organizing all the world's information -- yes, even the sitcoms -- fixing that disparity is what Google has set its sights on