Keep Geopath, But Make It Different —

Geopath’s OOH measurement system is in turmoil

By OOH TODAY believes all voices, not just the loudest, must be heard Last updated Oct 16, 2024

Some people think Geopath should just be mothballed

Keep Geopath, But Make It Different —A Step By Step Guide

It’s no secret that Geopath’s OOH measurement system is in turmoil. We have been through two presidents in rapid succession. Their data output has been labeled as inaccurate, unpredictable, and too dated. The organization has been blasted for being slow to respond and out of touch with its membership’s needs. Some people think Geopath should just be mothballed.

Most of the criticism is deserved. But that does not mean we shut it all down. Geopath provides value we need. First, it is a forum where buyers and sellers can discuss and make industry-wide decisions on data and measurement. We will always need that. Second, we need an auditor. We need an independent body to do the work necessary to ensure that ads are run correctly. The rise of street side and place-based Digital OOH along with programmatic buying makes the auditing function imperative again. This is not the MRC’s role, and if it were, it would be very expensive versus doing it through Geopath. Third, our industry requires, at the least, direction on how to calculate media metrics if not continuing to calculate themselves. And finally, despite all the shenanigans and missteps working with LBS and Motionworks, Geopath still has ownership over our attention metrics. Attention is severely under-leveraged, and I need to explain a little background first.

This is not the MRC’s role

Attention is hot right now, and OOH is 15 years ahead of schedule on this front. We call our attention metrics VAI. These metrics are a great way to compete against other media which we all know struggle with maintaining attention. The trouble is, we hide them inside of our impressions. These metrics should be published. Not individually by unit, but in ranges by media type. We put together the first set of VAI way back in 2008 and went “live” with them, embedded inside impressions and stopped publishing Daily Effective Circulation, in 2010. We made them part of impressions to help force the industry to move away from DEC and onto impressions. Burying the VAI inside the impression was never meant to be a forever thing. This decision was supposed to be revisited, and I don’t know if it ever was.

despite all the shenanigans and missteps working with LBS and Motionworks, Geopath still has

These VAI attention metrics are valuable, and this alone is reason enough to keep Geopath going.

But going how? Certainly not the same way it has been. I offer four thoughts that should be applied.

First Geopath has now proven it is not up to the task of managing big (and still unaudited) LBS data under its current structure. And the industry has changed dramatically since the early 2010. The prevailing belief then was that all OOH media should be measured under the same roof. In these simpler times Geopath did not have to deal so much with digital media, programmatic, or location based services. Now that these advances have firmly embedded in our industry, they divide further the needs of large versus smaller, independent street side media. Saying that all members should be under the same roof with the same software is much harder. It would make a lot of sense to examine which OOH media Geopath should focus on and which to just let go.

this alone is reason enough to keep Geopath going.

Second, we have to go back to what was decided during this earlier tenure for how to handle vendors. It was decided by the technical committee and agreed by the Board back then that we would employ a “mixed vendor” architecture, where multiple vendors were hired to each do a piece of the whole process. Putting all your eggs in one vendor’s basket is never a good idea.

Third, we need to find the right president. I strongly suggest finding an individual who has run something that had control over a budget, but who also has media research chops learned working in different media. By “media research”, I mean someone who has done the research, not only sold research. There is a difference. This person should also be capable speaking truth to power in a positive and constructive tone. They need to make sure the Board is informed in a timely manner and excited about what decisions they need to make. The president needs to be “positive and relentless” in keeping them engaged. This is a big job. It is okay if this person is dorky or boring.

Finally, we need to examine the structure of the Board. The tri-partite nature of the Board oftentimes slows decision-making. This contributes unfairly to Geopath’s sloth-like image, One person disagreeing sometimes halts everything. This is not Geopath’s fault, it is the structure. Traditionally, the Board is made up of our best and brightest minds that have moved to the top echelons of our industry. When the board members are present, engaged, and discussing their options, it is so inspiring. Geopath’s resurgence starts at the top. The degree that this brainpower and passion can be harnessed consistently and long term under a streamlined structure is the key to it all.

Keep Geopath, but under new rules.

Keep Geopath, but under new rules.

Jeff Casper is retired from Big Corporate. He now runs a marketing agency for local business in his home county of Westchester, NY. He remains a college adjunct professor, and advisor to start ups. He had served as Geopath’s head of operations and research for over 15 years.

The opinions and points of view expressed in this content are exclusively the views of the author and/or subject(s) and do not represent the views of OOH Today, management or associated writers.