November 17, 2024

Automated Bidding Systems Test Old Ways of Selling Ads

In digital advertising, that formula is being increasingly tested by fast-paced, algorithmic bidding systems that target individual consumers rather than the aggregate audience publishers serve up. In the world of “programmatic buying” technologies, context matters less than tracking those consumers wherever they go. And that kind of buying is the reason that shoe ad follows you whether you’re on Weather.com or on a local news blog.

That shift is punishing traditional online publishers, like newspaper, broadcast and magazine sites, who are receiving a much lower percentage of ad dollars as marketers use programmatic buying across a much broader canvas. Some sites, like CNN.com, refuse to even accept advertising through programmatic buying because they do not want to cede control over what ads will appear.

“It’s allowing advertisers to assign value to media rather than publishers,” said Ben Winkler, the chief digital officer at OMD, an agency in the Omnicom Media Group. Publishers, he said, “can’t control the price, but they can control the quality of the content and the audience on that site.”

About 10 percent of the display ads that consumers see online have been sold through programmatic bidding channels, according to Walter Knapp, the executive vice president of platform revenue and operations at Federated Media, one of the world’s largest digital advertising networks.

Advertisers like Nike, Comcast, Progressive and Procter Gamble are now using the programmatic buying, and luxury advertisers are starting to follow. According to data from Forrester Research, all ads traded on exchanges, as programmatic ads are, increased more than 17.5 percent to about 629 billion impressions (the number of times an ad appears) in 2012, from 535 billion in 2011.

That growth is affecting publishers of all stripes, but few are willing to discuss their internal numbers. “For a publisher to admit they’ve been hurt is tough for the big guys,” said John Ebbert, the executive editor and publisher of the Web site AdExchanger.

When The New York Times Company announced its earnings last month, the company posted a profit, but said that digital advertising fell 2.2 percent. Jim Follo, the company’s senior vice president and chief financial officer, attributed the dip, in part, on a “shift toward ad exchanges, real-time bidding and other programmatic buying channels that allow advertisers to buy audience at scale.”

Programmatic buying began as a way for advertisers to place lower-cost ads for products like teeth-whitening products and belly fat pills that filled up the back pages of Web sites. But the practice has gained in sophistication and breadth, with major advertisers and many of the world’s largest ad agencies creating private exchanges to automate the buying and selling of ads.

Programmatic buying includes a number of different technologies and strategies, but it essentially allows advertisers to bid, often in real time, on ad space largely based on the value they have assigned to the consumer on the other side of the screen. Say, for example, that Nike wants to sell running gear to a particular consumer who has a high likelihood of buying shoes based on the data it has collected, including the type of Web sites that consumer typically visits. Because the ad-buying is done through computer trading, the price for that space can change rapidly.

“Accessing media is a commodity now,” said Sheldon Gilbert, the founder and chief executive of Proclivity Media, a company that specializes in digital advertising technologies. “Instead of having to commit four months in advance, you can now bid and buy an individual impression in real time.”

In the short run, the growth in programmatic buying has forced overall ad prices to fall. A media buyer who would have once spent $50,000 worth of advertising on a publisher’s site, at, say, an $8 cost-per-thousand, can now buy ad impressions on any Web site on which they happen to find their intended audience and pay less per ad, Mr. Ebbert said.

“There is no scarcity of premium online,” said Dan Salmon, an equity research analyst at BMO Capital Markets. “There’s only one Super Bowl, but there are lots of different places to buy banner ads online.”

While the “halo effect” of buying an ad against premium content has not disappeared entirely — many advertisers still want front-page placement on popular Web sites — the shift is prompting publishers to rethink how they sell their ads.

Clark Fredricksen, the vice president for communications at eMarketer, a data company, said that publishers were “going to have to double down to prove the value of their inventory as they compete with other, cheaper inventory.”

And some publishers are jumping into the game themselves. During the most recent AOL earnings call, Tim Armstrong, the company’s chairman and chief executive, said it was bullish on programmatic buying, despite being a publisher itself with properties that include TechCrunch and The Huffington Post. The company trades its ads through its own ad network, Ad.com, and others like it.

“We will continue to invest in people and technology to capture the programmatic business of advertising,” Mr. Armstrong said.

Like AOL, Weather.com is also aggressively moving into programmatic bidding. “Instead of thinking of us a publisher, think of us as a marketing engine,” said Curt Hecht, the chief global revenue officer for the Weather Company.

Neal Mohan, the vice president for product management at Google, which sells advertising though its DoubleClick network, says that in the long run, publishers could see higher returns from programmatic advertising. In the last year, the number of advertisers and publishers using the DoubleClick platform has doubled, Mr. Mohan said, while the rates for those using the platform have increased 11 percent. But that means publishers will have to play by different rules.

“Context still matters and so does placement,” Mr. Ebbert said. “But it’s only one element.”

Article source: http://www.nytimes.com/2012/11/16/business/media/automated-bidding-systems-test-old-ways-of-selling-ads.html?partner=rss&emc=rss

Media Decoder Blog: Seacrest Has Options, and One May Be ‘Today’ Show Anchor

Ryan Seacrest, the newsman, in 2006 on the set of the E News broadcast.Jamie Rector for The New York TimesRyan Seacrest in 2006 on the set of the E! News broadcast.

Imagine, at 36, trying to decide which jobs to take next, if the possibilities included the “Today” show, prime-time specials, “American Idol” and the expansion of your production company.

That is the enviable position Ryan Seacrest finds himself in this month as his agents negotiate a new contract with NBCUniversal, which produces both “E! News,” where he works now, and the “Today” show, arguably the crown jewel of American television. His existing contract expires in early 2012.

NBC and the company that controls it, Comcast, are seeking ways to “keep Ryan in the Comcast family,” as one person with knowledge of the negotiations said Wednesday. One way is to put Mr. Seacrest in line to replace Matt Lauer, if Mr. Lauer, 53, decides to leave the “Today” show. Mr. Lauer’s current contract expires at the end of 2012.

Mr. Seacrest had dinner on Tuesday with NBC News executives. When the meeting was reported by The Wall Street Journal on Wednesday there was a torrent of surprised reaction online, much of it negative, from viewers who said that Mr. Seacrest lacks the kind of news background that is needed for a “Today” anchor chair. The writer of the well-read blog Inside Cable News asked, via Twitter: “Can anyone picture Ryan Seacrest covering 9/11 if he’d been at ‘Today’ on that date? Didn’t think so.”

But there was little if any surprise among NBC’s competitors. Mr. Seacrest is perceived to be hugely popular among women who make up the core demographic for “Today,” which is the most watched and most lucrative morning program on television. He would bring to it immediate star power and a galaxy of Hollywood contacts.

In July, six months after Comcast, which owns the E! channel and “E! News,” gained control of NBC, Mr. Seacrest made a much-noticed appearance on “Today” to discuss one of his charities. He is expected to step up those appearances next year, perhaps as an occasional co-host of the third hour of the four-hour program.

One of the people with knowledge of the negotiations described the possibility of an “apprenticeship” for Mr. Seacrest under Mr. Lauer next year, allowing Mr. Seacrest to gradually gain news credibility with the “Today” show audience. Mr. Seacrest had a similar relationship with Larry King when Mr. King had a CNN interview show.

Mr. Seacrest could also come on “Today” with exclusive interviews or entertainment news, which he already does on his nationally syndicated morning radio show, two people with knowledge of the talks said.

Currently based in Los Angeles, Mr. Seacrest has told friends that he would like to spend more time in New York, where the “Today” show is broadcast.

The people who spoke of the negotiations insisted on anonymity to protect personal relationships and business dealings. A representative for the “Today” show declined to comment, and a representative for Mr. Seacrest said that negotiations with NBCUniversal were ongoing.

NBC has traditionally taken succession planning very seriously — successfully, with the transition from Katie Couric to Meredith Vieira on “Today,” and disastrously, from Jay Leno to Conan O’Brien (and back to Jay Leno) on “Tonight” — and the discussions with Mr. Seacrest augur the same approach toward Mr. Lauer’s chair.

Earlier this year, Ann Curry replaced Ms. Vieira as Mr. Lauer’s co-anchor, and the ratings for “Today” have held pretty steady since then, with about 5.5 million viewers on any given weekday. But the second-place morning program, ABC’s “Good Morning America,” has crept up, sometimes coming within half a million viewers of “Today.”

Mr. Lauer has told some friends and associates that he intends to leave “Today” when his contract ends, though doubts remain about his plans. Inside NBC, deliberations about replacing Mr. Lauer were described as being in the early stages.

NBC’s interest in Mr. Seacrest was first reported by a media news Web site, Mediaite, in August, although no meeting was reported then.

Mr. Seacrest’s career paths are gaining more attention now because his wide-ranging contract with Comcast is coming up for renewal. Mr. Seacrest co-hosts and produces “E! News” and produces reality shows like “Keeping Up With the Kardashians” for the company, and he also houses his production company there.

In a sign of Mr. Seacrest’s expanding relationship with Comcast, another one of the company’s cable channels, Bravo, ordered a reality show from his production company in July. The show, “Shahs of Sunset,” is scheduled to have its premiere in 2012.

Apart from his work for Comcast, Mr. Seacrest hosts “American Idol” on Fox; hosts radio shows for Clear Channel; and co-hosts the New Year’s Eve countdown on ABC. Mr. Seacrest has only committed to one more season of “Idol,” which he has hosted since 2002, clearing the way for him potentially to be a prime-time host for NBC. Ted Harbert, who ran the E! network when Mr. Seacrest joined in 2006 and who now chairs NBC Broadcasting, is known to be a major backer of Mr. Seacrest’s.

The notion that Mr. Seacrest could take a seat at the “Today” show as part of a package deal with Comcast may not sit well with some.

“When Comcast was making its headlong push to take over NBC, they promised again and again that they would not interfere with NBC News; maybe their plan instead is just to abandon news altogether?” said Craig Aaron, the chief executive of Free Press, a media reform group that opposed the Comcast-NBC combination.

Some of NBC’s competitors similarly wondered on Thursday what Mr. Seacrest on “Today” might mean for the NBC news brand. But “Today” can point to many examples of serious news on the program; just a week ago Ms. Curry came on the show from Iraq with the vice president and members of the military.

Stephen Battaglio, the author of “From Yesterday to Today,” an authorized book about the morning program, said that Mr. Seacrest is a “great live broadcaster who can do a lot of different things.”

“While it might offend TV news purists, ‘Today’ has a history of taking nonjournalists and developing them into anchors,” he said.

Article source: http://feeds.nytimes.com/click.phdo?i=799d531c7d18ea6804c1d9932b4a4bba

For Local NBC Stations, Collaborative Journalism

In a sign of increasing collaboration between journalism groups, NBC on Tuesday will announce a series of partnerships between its television stations and nonprofit news organizations.

Effectively immediately, NBC’s station in Chicago will work with The Chicago Reporter blog and magazine; its station in Philadelphia, with WHYY, a public radio station, and its community site NewsWorks; and its station in Los Angeles, with KPCC, a public radio station. All 10 of NBC’s stations will at times collaborate with ProPublica, the acclaimed investigative journalism nonprofit organization.

The partnerships — which NBC said would help its stations better cover their cities — are a byproduct of Comcast’s successful bid to gain control of NBC Universal, including the 10 television stations owned by NBC. As the government considered the bid last year, Comcast made a number of promises about news coverage, one of them being that it would set up such partnerships with at least five of its stations. The proposal was modeled after the relationship between the NBC station KNSD in San Diego and the local Web site voiceofsandiego.org.

The government subsequently put the partnership commitment in writing, and NBC started a casting call of sorts last May. Somewhat surprisingly, the company did not link exclusively with Web sites like voiceofsandiego.org, which is nationally recognized for its highly local journalism. Instead, it also teamed up with radio and print outlets. The Chicago Reporter, for instance, is a blog and bimonthly magazine that focuses on race and poverty issues and specializes in data analysis. WHYY, an affiliate of NPR, operates NewsWorks, a hyperlocal news site.

“We cast a wide net,” said Valari Staab, the president of the NBC-owned television stations. She said the local stations “looked for what organizations we thought could contribute unique content we couldn’t otherwise have.”

The partnerships will in some cases allow the stations to cover more news and conduct more investigations without adding more staff directly.

“The true value of the partnerships is helping local television affiliates, which have cut back under tough times in recent years, fill their many broadcast hours with valuable public service journalism,” said Scott Lewis, the chief executive of voiceofsandiego.org. At the same time, he said, the partnerships provide nonprofit news organizations with a new outlet for that journalism and an ability to “recover part of the costs in the process.”

NBC is making a donation to each of the partners. Ms. Staab would not specify the amounts. She said she anticipated that in relationships like the ones to be announced Tuesday, “different people will bring different things to the table.”

Independent local news sites might have data-mining experts who identify trends, and then “our people will make television out of it,” she said, “and talk to the people they need to talk to and get responses to what’s shown in that data.”

NBC has taken several steps this year to shore up its 10 local stations, which suffered from financial cuts before Comcast took over the company. It has added newscasts, replaced live television trucks and hired reporters in most of its markets.

Article source: http://feeds.nytimes.com/click.phdo?i=0ced0e8542ba584e1206e692b4dcbb02

Media Decoder Blog: SyFy’s Halloween Events to Focus on New York City

As if New York were not spooky enough, the city will for the first time take part in a cable channel’s celebration of the “31 Days of Halloween.”

The Syfy channel is promoting its monthlong commemoration of Halloween with efforts like the Syfy City Guide NYC iPhone app.

The channel, Syfy, part of the NBCUniversal unit of Comcast, has been promoting itself since 2008 with a monthlong commemoration of Halloween, presenting special series, movies and a live version of its popular “Ghost Hunters” show. (Before that, the channel, then known as Sci Fi, promoted a mere 13 days of Halloween.)

For Halloween 2011, Syfy is carving out a Gotham-centric portion of its overall promotion, to be called “31 Days of HalloweeNYC.” The sponsorship of citywide Halloween events by Syfy, and a sibling channel, Chiller, is being arranged through NYC Company, the municipal tourism and marketing organization.

The effort will include events like the Central Park Pumpkin Festival, on Oct. 29; a Syfy City Guide NYC iPhone app; a Purple Pumpkin Promotion, with discounts from participating retailers; themed content on syfy.com; a sweepstakes; and Syfy “imagination stations” around town, offering treats like face painting and photo booth pictures.

October will bring “31 days of extreme Halloween across all five boroughs,” said Jane Reiss, executive vice president and chief marketing officer at NYC Company.

Two brands that are sponsors of “31 Days of Halloween,” Dodge and Hershey, will also sponsor the “HalloweeNYC” initiatives.

“We’ve done small, local promotions” in connection with the month of Halloween programming, said David Howe, president of Syfy and Chiller, “but we’ve never done anything on this scale.”

“You will not be able to walk around New York without seeing” elements of the campaign, he added. Ads will also appear in places like bus shelters.

Article source: http://feeds.nytimes.com/click.phdo?i=75d3f03d565004a8663ab6eb93a05620

USA Cable Channel Woos Back Some Viewers

Compared with the summer of 2009, its highest-rated so far, the channel lost 4 percent of its prime-time viewers and, more troublingly, nearly 10 percent of the 18- to 49-year-old viewers that advertisers pay a premium to reach.

So this summer, the channel spread the new seasons of its sunny and optimistic dramas across more nights than before and added two shows, “Suits” and “Necessary Roughness,” that were slightly more provocative than past shows.

The summer ratings, formally tallied this week, show that USA has recouped about half of 2010’s losses among 18- to 49-year-olds and all of its losses in its total viewership. The channel is expected to renew every one of the seven shows it featured this summer — giving its new parent, Comcast, early proof of its big bet on cable programming.

USA’s strength is emblematic of cable’s robust summer ratings overall, part of a generation-long trend away from broadcast viewing and toward cable viewing. Total time spent viewing television has risen again this year, even as slight minorities of people forgo owning televisions or subscribing to cable for economic and cultural reasons. And the reason is largely cable programming.

“Cable numbers are growing more than broadcast is eroding, which is why the overall number is growing,” said Jack Wakshlag, the chief research officer for Turner Broadcasting.

HLN, formerly known as Headline News, had its highest rating ever in July when the Casey Anthony verdict was announced; the Weather Channel attained a viewer record last Saturday when Hurricane Irene made landfall in North Carolina; and MTV had its highest rating ever last Sunday with the Video Music Awards.

For all of these cable channels, including USA, the challenge is to hold onto a core audience while broadening out to attract new viewers.

“This is a place that has built its success one show at a time,” said Jeff Wachtel, a USA co-president, in an interview at the channel’s West Coast office adjacent to the Universal Pictures studio here. He objected to suggestions that USA is a repetitive factory of dramas — “There is no formula!” was written at the top of his typed talking points for the interview — and instead said that the channel has a filter for aspirational, stylish shows.

That filter, said Chris McCumber, USA’s other co-president, creates expectations that benefit new shows. Referring to “Suits,” he said by teleconference from New York, “even if they don’t know anything about it, they’re more likely to check it out.” He added, “We didn’t see that kind of response six years ago.”

Under Bonnie Hammer, USA became the single most profitable asset within NBC Universal. After she was promoted to chairwoman of the company’s cable entertainment and cable studios, Mr. Wachtel and Mr. McCumber were named co-presidents of the network last March, two months after Comcast took control of NBC Universal. Already, USA has given Comcast an early success to extol to investors. Steve Burke, the chief executive of NBC Universal, said on an earnings call in August that “Suits” and “Necessary Roughness” were ordered “after the deal closed” and that they “now promise to be important new franchises for USA for many years to come.”

For years, USA’s closest competitor in prime time has been TNT, the drama network owned by Turner Broadcasting. But this summer, the History channel rose to No. 2, the result of hit reality shows like “Pawn Stars,” “American Restoration” and “Mounted in Alaska.”

History has posted 30 to 40 percent gains in audience two summers in a row, a remarkable feat. Nancy Dubuc, the president and general manager of History, said in an e-mail message that the ratings were “a clear indication we know what History viewers want and that we’re giving it to them.”

TNT, meanwhile, is down 2 percent among 18- to 49-year-olds in prime time this summer. TNT had a bigger new show this summer — the sci-fi show “Falling Skies” drew almost 3.3 million 18- to 49-year-olds each week, more than any of USA’s shows — but the rest of its schedule did not hold up as well.

Mr. Wakshlag said that repeats of acquired shows, like “Law Order” on TNT, are not as reliably popular as they once were, perhaps because such shows are replayed in other places and because there are so many original series competing for attention. USA attributed its declines last year to the same trend.

On the reality side, the only cable channel with a bigger hit than History is MTV, which has benefited hugely from “Jersey Shore” for the second summer in a row. It has had an average of 5.8 million viewers ages 18 to 49 this summer, more than 2 million more than History’s “Pawn Stars.”

Arguably the most notable decline on cable this summer was TBS, the comedic sister of TNT, which was down 20 percent in prime time among 18- to 49-year-olds. The channel is optimistic about the repeats of “The Big Bang Theory” that will come onto its schedule in the fall.

USA is moving into comedy, too. It is also developing reality shows and long-form events that allow it to be “a little bit edgier,” Mr. Wachtel said.

“It’s like any good financial adviser will tell you,” Mr. McCumber added. “You’ve got to broaden the portfolio.”

Article source: http://feeds.nytimes.com/click.phdo?i=dc27d5ec0841692798ca62f9f9d43c63

Time Warner Cable Is Said to Acquire Midwest Cable Operator

Time Warner Cable, the second biggest cable television company in the United States after Comcast, is near a deal to acquire Insight Communications, a large operator in the Midwest, for about $3 billion, a person with knowledge of the deal said on Sunday night.

It would be Time Warner Cable’s biggest acquisition since 2006, when it and Comcast picked up the assets of Adelphia, a bankrupt cable television company.

The deal is expected to be announced on Monday, said this person, who spoke on the condition of anonymity because the deal had not been made public.

The acquisition highlights Time Warner Cable’s confidence in the cable subscription business at a time when cable companies are losing customers to telecommunications companies like Verizon, and when other customers are contemplating cutting the cord and consuming video online instead.

Insight provides cable, broadband and phone services in Indiana, Kentucky and Ohio. Some of its locations complement Time Warner Cable’s operations; the two serve different parts of Columbus, Ohio, for example.

Time Warner Cable has about 12 million cable customers. The deal for Insight, the ninth largest cable operator in the country, will give Time Warner Cable an additional 680,000 cable customers.

A representative for Time Warner Cable declined to comment on Sunday night, while representatives for Insight did not respond to requests for comment. The impending deal was first reported by Bloomberg News.

Insight is owned by the Carlyle Group and other private equity firms.

When it was put up for sale this year, its owners sought $3.5 billion to $4 billion; Time Warner Cable was said to be unwilling to pay that much for the company. A spokesman for Carlyle declined to comment on Sunday.

In June, Time Warner Cable paid $260 million to acquire assets from NewWave Communications, a cable company based in Missouri with 70,000 cable subscribers. On a conference call with Wall Street analysts last month, the Time Warner Cable chief executive, Glenn Britt, said the company was “interested in extending our cable footprint” when “we can do so at the right price.”

Michael J. de la Merced contributed reporting.

Article source: http://feeds.nytimes.com/click.phdo?i=a09532e0f3d50fa3e6076f34c998c769

Sharpton’s Push for Comcast Raises Issues About Possible MSNBC Job

The possible transition for Mr. Sharpton — from political influencer to television talent — highlights the complex relationships that can arise when cable news channels employ activists who take sides instead of journalists who don’t.

Mr. Sharpton, the president of the National Action Network, a civil rights organization, was one of the many activists and boldface names who agreed to support Comcast as it sought government approval for its takeover of NBCUniversal.

The Comcast chief executive, Brian L. Roberts, and the head of the company’s lobbying effort, David L. Cohen, met with Mr. Sharpton and other representatives of minority groups to talk about their bid early last year. That meeting, Mr. Sharpton said later, was the most important factor in his decision to support Comcast and urge the Federal Communications Commission to approve the NBC deal. Comcast then used the support of Mr. Sharpton and other civil rights activists to promote the proposed merger to government officials.

Rarely, if ever, has a cable news channel employed a host who has previously campaigned for the business goals of the channel’s parent company. But as channels like MSNBC have moved to more opinionated formats, they have exposed themselves to potential conflicts. (The hosts Keith Olbermann, before he left MSNBC, and Joe Scarborough were briefly suspended in 2010 when it was reported that they had made political donations.)

MSNBC said in a statement this week, “There is no agreement with Mr. Sharpton to host a program; however, it is important to note that Comcast plays no role in either the independent editorial decision-making of MSNBC or the selection of its hosts.”

Separately, Comcast said in a statement, “Comcast pledged from the day we announced the transaction that we would not interfere with NBCUniversal’s news operations, including at MSNBC. We have not and we will not.”

Mr. Sharpton has been a guest host for the 6 p.m. hour on MSNBC for most of the last month, effectively replacing Cenk Uygur, who confirmed last week that the channel had decided not to give him the time slot permanently.

Executives at MSNBC say they believe that Mr. Sharpton, a regular guest on the channel for years, may shore up the ratings at 6 p.m., a crucial hour that helps to set up the channel’s prime-time programming. But they emphasized that no decision had been made on hiring Mr. Sharpton. He said he had not been paid for his role as a guest host.

Mr. Sharpton threw his organizational weight behind the Comcast bid for NBC twice, first in his letter to the F.C.C. in May 2010, which said that his group had “for several years” had a “productive, honest and open dialogue at the highest levels of the company,” referring to Comcast, “and we are confident that this positive relationship will continue to prosper after the joint venture is approved.”

In December 2010, in the final stretch of the merger review, Mr. Sharpton reaffirmed his support when the National Action Network and other African-American leadership groups signed on to a diversity action plan with Comcast. The plan included a commitment by Comcast to seek “the expanded participation of minorities on its news and public affairs programming.”

To that end, Comcast said it would consider suggestions from its newly established diversity councils, including the National African American Diversity Council. That council includes Dr. W. Franklyn Richardson, the chairman of the National Action Network, but not Mr. Sharpton.

In a telephone interview this week, Mr. Sharpton said there was no connection between his past support for Comcast and his current role as a host for MSNBC. “How could there be a connection?” he asked, noting that at the time of the merger review, there were no open time slots on the channel.

In April, Mr. Sharpton presented a National Action Network award to Phil Griffin, the president of MSNBC. Mr. Sharpton dismissed any connection there, too: “The year before, we honored Jeff Zucker,” he said, referring to the former chief executive of NBCUniversal. “Did Zucker give me ‘S.N.L.’?”

Mr. Sharpton said that if he were to join MSNBC, he would not leave the National Action Network, but would abstain from decisions that conflicted with his position in television.

Reports last week about Mr. Sharpton’s impending hiring created a stir among some black journalists who say that cable news channels had shortchanged minorities for many years.

On its Web site last week, the National Association of Black Journalists wrote that while Mr. Sharpton was about to advance to a permanent position, “there are no black journalists who can tout a similar promotion.”

Article source: http://feeds.nytimes.com/click.phdo?i=63bb269406a717c1c62eef8c7bb3020e

Strong Sales Help Extend Apple Streak

Even without introducing any major new products, the company attracted legions of consumers in the fiscal third quarter. Profits doubled, and revenue increased 82 percent as shoppers continued to buy iPhones and iPads in record numbers.

As one example of its success, Apple turned its tablet into a $6 billion business in the quarter. That is twice as big as Dell’s entire consumer PC business.

Mac computers also showed solid gains, even as competitors struggle to sell PCs.

The results helped to lift Apple’s shares 4.5 percent in after-hours trading, to $393.81. Apple’s shares had already reached a record high in regular trading, and they are almost certain to do so again on Wednesday.

Consumers in emerging markets like China, Brazil and the Middle East played a major role in propelling iPhone sales, Apple said. So did the adoption of the iPhone and iPad by businesses.

Apple did not offer precise figures on how many companies used its phone and tablet, but it gave examples of several — Nestlé, Comcast and Crédit Agricole among them — that used the iPhone in their workplaces, and others — Alaska Airlines, Nordstrom — that used the iPad. Apple also said 86 percent of Fortune 500 companies were either testing or deploying the iPad for use in their offices.

In China, Hong Kong and Taiwan, Apple said, sales of all its products grew nearly six times from a year ago.

The iPhone continued to be in high demand, with 20.34 million sold worldwide, more than double the number from the same quarter a year earlier.

The gain came even though an update to the phone is expected later this year, presumably causing some potential customers to postpone buying until the new model, the iPhone 5, becomes available.

Sales of iPads nearly tripled to 9.25 million worldwide as Apple increased production and started clearing a backlog of orders dating from the March introduction of the new version, the iPad 2.

Apple executives had blamed limited manufacturing capacity for the initial shortage.

“Sales of iPad 2 have absolutely been a frenzy,” Tim Cook, Apple’s chief operating officer, said in a conference call with analysts. He added: “We sold every iPad 2 in the quarter that we could make. Certainly there was no shortage of demand.”

Colin Gillis, an analyst with BGC Partners, praised Apple’s overall growth and its ability to sell so many iPhones ahead of a product update. By far, it is the best performing of large technology companies, he said.

“At some point, the music ends,” Mr. Gillis said. “But when you look out at least for the next couple of quarters, I don’t see much of a slowdown.”

Steven P. Jobs, Apple’s chief executive, who is on medical leave, did not participate in the conference call.

A number of companies like Hewlett-Packard and Samsung are trying to get a piece of the tablet market, an important part of the consumer electronics industry. But Apple is expected to remain dominant with a 78 percent share of the global market in 2011, according to eMarketer.

Apple, based in Cupertino, Calif., reported that net income in the fiscal third quarter that ended June 25 more than doubled to $7.31 billion, or $7.79 a share, from $3.25 billion, or $3.51 a share, in the year-ago quarter.

The company said revenue climbed 82 percent, to $28.57 billion, from $15.7 billion.

The net income was above the expectations of Wall Street analysts. They had expected $5.80 a share and revenue of $24.92 billion, according to a survey of analysts by Thomson Reuters.

Sales of Apple computers did well in the quarter, with a 14 percent gain worldwide to 3.95 million.

The increase far outpaced the modest 2.3 percent industrywide growth during the quarter, as estimated by Gartner, the market research company.

The slow growth in overall computer sales is attributed to a shift by consumers to tablets and cautious spending by corporations. Also, strong growth in the same quarter last year made comparisons difficult.

IPod sales continued their decline, falling 20 percent, to 7.54 million.

Apple’s string of growth over the years has made it a darling of investors. The company is now the most valuable in the technology industry, with a market capitalization of nearly $350 billion, dwarfing many of its rivals.

Apple’s market value is more than 10 times Dell’s, for example, and nearly five times Hewlett-Packard’s. In keeping with its usual practice, Apple issued a conservative forecast for the fourth quarter. Revenue will be around $25 billion, the company said, while net profit will be close to $5.50 a share, both well below analyst expectations of $27.7 billion in revenue and $6.42 a share in profit.

In the conference call, analysts pointed out the discrepancy. Peter Oppenheimer, Apple’s chief financial officer, said the company’s forecast took into account the disruption caused by the introduction of a new product, which he would not disclose. That product is widely believed to be the next-generation iPhone.

“We are incredibly confident about our business, our product pipeline and what we are doing,” Mr. Oppenheimer said.

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