GershonMedia in the News: Ad Age - New Web TV Service

In New Web TV Service, A Glimpse of the Future RadixTV Is Designed Not to Disrupt Cable, At Least Not Today

Published: October 19, 2011

Live TV, distributed over the web: The very idea is disruptive to the cable and satellite companies that have spent billions laying cable and launching satellites. But it’s coming a little closer to reality with a new service from a New York-based startup, RadixTV.

RadixTV on Wednesday morning introduced a package of four cable news networks — CNBC, CNBC World, Bloomberg and MSNBC — streaming live on the web for business users. It hopes to expand the service, which now costs $14.99 a month, to 10 channels, including France 24, Fox News, CNN, Al Jazeera and the BBC.

Bhupender Kaul

"We are going where the consumer wants it," said CEO Bhupender Kaul. "We are not saying to the consumer, ‘you have to adapt to me.’"

There is a minor catch: Viewers have to work at a financial institution, or at least say they are brokers, accountants or the like, in order to get access. “At financial institutions, traders and brokers are sitting at their desks; this is where they ingest information and make decisions,” Mr. Kaul said.

The business community presents an interesting foothold for RadixTV and for Internet-delivered TV in general. While the new offering Wednesday is intentionally limited so that it won’t compete with consumer cable TV packages, you don’t have to squint too hard to see where the world is going.

That’s a world where cable TV programming bypasses the cable box and its proprietary systems, showing directly on the web.

"With security around the internet and cloud computing you really don’t need a set-top box anymore, and over the next few year there will be more and more services that compete with traditional cable and satellite companies," said Bernard Gershon, former head digital distribution at The Walt Disney Company and now a media consultant.

So far, the industry’s approach to providing access to channels without cannibalizing its core pay-TV business are various versions of “TV Everywhere,” or authenticated services like Time Warner’s HBO Go or Comcast’s Xfinity, where subscribers to cable or satellite packages are given access to that programming on the web to PCs, mobile devices or gaming systems like Xbox.

While RadixTV isn’t intended to replace anyone’s home cable subscription, it represents an incremental departure from that philosophy. The service is designed to appeal to financial professionals who want to watch the news on PCs during the day but don’t need or want to pay for ESPN or MTV. Indeed, NBC Universal, which is licensing three networks for the service, sees RadixTV as an extension of its existing direct sales to financial companies, the biggest of which license channels independently for business use.

"The business customer is not looking for 50 channels or 100 channels," Mr. Kaul said. "They don’t want to have entertainment or sports programming, which takes away from the focus of working in an office."

Mr. Kaul would know. He spent nearly 20 years working for Time Warner Cable and its predecessor, Warner Communications, rising from a local office in Queens to running Time Warner’s enterprise business, including a video package for business called, now discontinued. He left in 2008 to launch RadixTV, which he is self-funding along with a private investor.

Mr. Kaul sees a future when cable isn’t unbundled or a la carte so much as it’s re-bundled — into genre-based groups of channels letting consumers pick and pay for a news package, for example, or sports, unscripted networks or even cooking shows.

Re-bundled networks could still have two revenue streams, one from subscriptions and another from targeted, interactive ads. And the networks themselves could offer internet-based packages.

"We think that’s the future, so we’re starting with news," he said. "Today the largest market is for business. In four years’ time it might be a totally different world."

Copyright © 1992-2011

What is the NEXT GEN in-flight LIVE TV and WiFi??

It starts with great innovation from Row44.   Great NY Times (@nytimes) article.  Row44 - another fine GershonMedia client!


Innovation in the Air Can Begin on the Water - • view original

Innovation in the Air Can Begin on the Water

MOST aeronautical and technological innovations in airplanes initially involve a guy like Dave Cummings in the cockpit, testing out new equipment under various conditions.

Well, maybe not exactly like Mr. Cummings, a former bush pilot in Alaska who told me he had been through a couple of dozen cockpit fires and other adventures in severe conditions.

These days, Mr. Cummings has a less buccaneering job as a pilot of a big-bellied flying boat — a restored 1951 twin-engine Grumman Albatross amphibious plane that serves as an aerial laboratory for Row 44, the California company that provides in-flight broadband service through satellite technology. Right now, Row 44 is best known for its introduction of broadband Wi-Fi connectivity on Southwest Airlines’ fleet of about 540 Boeing 737s.

Last week, while attending the Global Travel and Tourism Summit convention in Las Vegas, I played hooky one day and took an hourlong test flight on the Grumman plane, named the Albatross One. These big Grumman flying boats were developed mainly for military search-and-rescue missions after World War II, and this one also did some astronaut training duty with the National Aeronautics and Space Administration.

Back when the space agency owned the plane, some of the astronauts boldly scrawled their names on the bulkhead. I can attest to this because I spent a good portion of the trip standing against a bulkhead, beside a hatch that was wide open from the waist up. I was braced against the wind as the Albatross dropped from the sky, splashed down in Lake Mead and then, propellers bellowing, took off again to thunder along the cliff-hugged narrows at 10 feet above the beautiful green Colorado River. Then we swooped into the sky for a breathtaking climb above Hoover Dam.

Hey, is my job crazy, or what? But the serious business at hand on the plane was routine testing of Row 44’s complex satellite system. While few of us will need Wi-Fi while barreling down a canyon, those conditions rigorously test the precision positioning required by a seamless worldwide satellite-based Wi-Fi network. “With all these bells and whistles we’re adding, it always needs testing,” Mr. Cummings shouted from the cockpit.

“O.K., so it’s also a lot of fun,” Howard Lefkowitz, Row 44’s chief commercial officer, hollered above the din on the plane.

Besides running calibrations on the satellite technologies, the plane is also used to demonstrate Row 44’s products to prospective clients. This is where Mr. Lefkowitz comes in, with his long background in Hollywood, television and live entertainment, including a stint at the Home Shopping Network.

The basic Row 44 product is broadband in-flight Wi-Fi, a market now dominated by Aircell, whose Gogo system is installed on more than 1,100 aircraft in the United States, through nine airlines. Gogo’s technology is limited, though, because it is based on ground antennas. Row 44, whose other major client is Norwegian Air, says its satellite networks provide “limitless bandwidth capacity.”

That’s where the market innovation lies, Mr. Lefkowitz said, especially as airlines realize that a growing number of customers are now bringing their own Wi-Fi hardware onto flights.

On the test flight over the Colorado River, for example, iPads and other personal devices displayed a mind-boggling range of Internet options. These included not just fast browsing, but live television streaming from satellites, movies on-demand, phone texting and Skype.

Then there is targeted merchandising. Mr. Lefkowitz says he thinks that airlines, eager for new revenue, will sign onto a new “private labeled portal,” the details of which Row 44 will soon announce. It’s what the techies call a “walled garden,” branded and designed by Row 44 for a particular airline. It will offer live interactive concierge and retail services, including destination-specific reservations for hotels, restaurants and shows.

Now, the last time I met Mr. Lefkowitz, he was running, an online concierge service that calls itself the largest single provider of bookings for entertainment, restaurants, tours, golfing tee times and other travel services in Las Vegas.

I asked Mr. Lefkowitz how he proposed to replicate the Vegas.comexperience for Row 44, for airline destinations around the world. “Well, you travel a lot for starters,” Mr. Lefkowitz said as Albatross One banked over the desert for a landing. “Last week, I was in Madrid, Majorca, Hamburg, London and New York. In 36 hours.”


Here is a link to the NY Times article:

Read the WSJ Column! Appalling!!

Read the whole column... seems to condone some of the worst journalistic practices and, I think, tarnishes the WSJ brand and it’s staff of talented, dedicated journalists! 

Below… seems to say that bribing police in Britain is standard practice and therefore acceptable!

"Applying this standard to British tabloids could turn payments made as part of traditional news-gathering into criminal acts. The Wall Street Journal doesn’t pay sources for information, but the practice is common elsewhere in the press, including in the U.S."


Lots of High Decibel Talk But Digital Dollars Still Amount to Diddly Squat

Another nice/decent/moderately literate GershonMedia quote!

Lots of High Decibel Talk But Digital Dollars Still Amount to Diddly Squat

Published: February 15, 2011 @ 7:03 pm

By Johnnie L. Roberts

Show me the digital-revenue stream … er … trickle!

Trumpeted by top executives in conference calls to Wall Street analysts the past two weeks, the latest quarterly earnings from Time Warner, Disney, News Corp. and Viacom highlight a massive New Media disconnect.

For all the high-decibel digital-transformation talk about TV Everywhere, iPad publications, ad-supported and subscription streams of video, digital dollars still amount to diddly squat for the corporate Old Media giants in TV, movies, magazines, books and newspapers.

Or, as former NBC Universal CEO Jeff Zucker’s famously put it three years ago, streaming or downloading episodes of hit broadcast-TV shows is tantamount to “trading analog dollars for digital pennies.” He subsequently upped the amount to “digital dimes.”

But with consumers demanding ubiquitous digital content on an increasing array of devices — from smartphones to iPads to desktops — top media executives have little choice but to risk over-emphasizing a format where any big payoff still is in the distant future.    

In fact, the payoffs are still so small, they’re loathe to talk about them.

The handful of diversified media giants, including Comcast-controlled NBCUniversal, post a combined $127 billion in annual revenue. And while each company details myriad sources of revenues — Disney, for example, even projects “ultimate revenues” a decade into the future for theatrical releases — none break out digital revenues.

"In most multibillion-dollar market cap media companies, digital revenue is relatively small by comparisons — hundreds of millions of dollars,” Bernard Gershon, founder and CEO of digital-media strategy firm GershonMedia, told TheWrap. “Compare that to a couple of billion dollars total in ads and fees for a couple big cable-TV networks.”

Digital revenues “aren’t big enough to move the stock price,” he added.

Still, media executives eagerly promote the corporate digital profile, underscoring the future prospects for monetizing New Media.

“The digital revolution craves our content brands,” Chase Carey, Rupert Murdoch’s No. 2 at News Corp. declared two weeks ago in touting the company’s fiscal second quarter results to financial analysts.

The company will ensure that its brands are “properly monetized in all … digital models.”

The earnings report — which came out the same day as Murdoch’s iPad-only newspaper, The Daily — showed company-wide profits had more than doubled to $642 million on revenues of $8.7 billion. But a News Corp.spokesperson confirmed to TheWrap that the company doesn’t break out digital revenues.

It did, however, report $319 million in other “other” revenues, including the results for MySpace — Murdoch’s first bold entry into digital. News Corp., which acquired MySpace for $580 million in 2005, recorded a second-quarter charge of $275 million largely to pay for a restructuring of the foundering social networking site.

Meanwhile, in the quarterly analysts call last week, Disney CEO Robert Iger plugged content-and-brand-rich Disney, for which digital media “provide for more opportunity than we’ve ever seen before.”

GershonMedia NewZ: TechCrunch: Woozworld Launches WoozIn, A Facebook for Kids!
Woozworld Launches WoozIn, A Facebook For Kids  (TechCrunch)


posted 3 hours ago


Sometimes, reporting startup news can make a person feel old. Case in point: Woozworld, the virtual world maker for tweens, is launching a social networking service called WoozIn, which I’m saying with a straight face. I swear. WoozIn. It’s essentially a Facebook-lite/virtual world mashup that allows prepubescent youth to share, comment and like their friends’ updates, pictures, videos and more, while also meeting the protections dictated by the Children’s Online Privacy Protection Act (COPPA).

Yeah, WoozIn. Add me on WoozIn. Friend me on WoozIn. I’ll WoozIn…oh dear. Let’s not use it as a verb, shall we?

Silly names aside, the virtual world maker is notable for the fact that it raised $6 million this summer from Telesystem and iNovia Capital along with unnamed angel investors, and also has Bernard Gershon, former general manager and senior vice president of Disney, sitting on the startup’s board.

It’s seeing fairly good traction too. Woozworld now has over 15 million unique visitors per month from over 180 countries. The users have created over 8 million avatars and 16 million virtual spaces, and play for an average of 50 minutes per day. (Take that, Facebook).  ”Uniques” is not the same as registered users, however, but the user count is now at 8.5 million+. And the number of users has tripled in the last 10 months. So as the kids say, Woozworld is blowin’ up. (Wait, do kids still say that?)

With the addition of the new social networking aspect to the service dubbed “WoozIn,” tweens and young teens (ages 9-14) can now create a virtual identity that allows them to connect with others while also showing off their achievements and virtual spaces. (For those unfamiliar with Woozworld, users build businesses or set up restaurants, hotels and games as they choose).

“Basically, we are melding a virtual world and social network – it’s like Facebook meets Second Life,” explains Woozworld CEO Eric Brassard. Users don’t post actual photos, though – just pictures of their avatar and the things they’ve built. But they get to test the social networking waters through posts to their “WallZ” and messages from their “FriendZ” about the hot “TopicZ” of the day. These hot TopicZ are selected by the company itself, to keep things tween-friendly. With parental permission, however, users can post YouTube videos to their walls, which could provide a loophole for more personal sharing.

The COPPA compliance, common to sites targeting children, like Club Penguin, Neopets, Webkinz, etc., is nothing unexpected, but it’s worth noting.

Previously in beta, the new social networking service officially rolls out on Tuesday here on

Woozworld is a GershonMedia client.

TV's Scariest Generation: The Cable Nevers

TV’s Scariest Generation: The Cable Nevers This Isn’t a Blip. It’s the New Paradigm for an On-Demand Generation

Published: December 02, 2011

Bernard Gershon

Like Zombies…. They are the UN-cabled! And here’s the scary part — they are multiplying!

A Credit Suisse analyst this week projected that the multi-channel TV universe will fall by 200-thousand subscribers in 2012. They had previously forecast a GAIN of 250-thousand subs. The report said “the real challenge to the pay TV business model are behaviorally-driven cord-nevers.”. Who are these phantoms? They are young. They are growing up watching online video. When asked to PAY for TV - the answer is often “WTF”!

Separately, comScore reported this week that online video watching hit a record 43 BILLION views in October. The average viewer consumed over 21 hours of video.

We’ve heard plenty of talk about “cord-cutting,” which really means “cable TV cutting” because everyone still needs a broadband connection. But who’s doing it?

I’d put the “cord-cutters” in three buckets:

  1. Cord-cutters - These are the REAL “cutters”, they have had a cable box in their home for years and now have had it. Or they’ve found better alternatives. This number is still small. MSO execs have rightly diminished the impact this group has on their bottom lines!
  2. Cord-shavers - This group is downgrading service. They are canceling premium channels or getting a more basic service plan. It’s been hard to find any publicly available numbers on this category.
  3. Cord-nevers - This is the most troubling group for the traditional operators. They are graduating college, leaving the nest and have become comfortable finding their viewing choices online. They don’t recognize networks - they know “shows.” They like on-demand viewing. They like skipping commercials, too!

If you have a better name for this group than “cord-nevers” - please speak up! “cord-zeros”? “cord-less”? “cord-wtf”?

The Credit Suisse report also states that “other than content rights protection and content cost growth, we view the generational culture shift surrounding video consumption as the biggest challenge pay TV will face over the next ten years.”

This point is really important! This is not a blip. This is the new paradigm for the next generation.

In some ways it mirrors the generational shift when this age group stopped acquiring land line phones. Remember the term POTS? Stands for Plain Old Telephone Service! Well, if you know the term you probably still have cable. The landline phone business is in rapid decline. You probably won’t leave home without your mobile phone. If you have a landline phone, it’s probably still connected to your fax machine.

I predict that a true OTT (over the top) player will emerge in the next twelve months. This service will offer 40-50 live TV channels, a rich VOD offering, cloud DVR functionality and portability. Portability is key! A service that will truly live on your iPad or smartphone and not be tethered to a cable box in your home.

Clearly, we are seeing a changing dynamic in video consumption. This will play out over the next few years. There is clear opportunity for smart entrepreneurs and there are also major threats to the current incumbents. Thoughts?


Bernard Gershon is the President of GershonMedia, which provides advisory services to digital media enterprises, and serves on the advisory boards of top digital companies in the mobile and online video space, including Boxee, Fwix, Row44 and Woozworld. He also serves on the board of SpotXchange. Follow him on Twitter @bgershon

Copyright © 1992-2011

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TV Everywhere Panel Questions?

I’m moderating a panel - tomorrow - June 22nd in NYC for Rutberg. 

The title is: TV Everywhere and OTT Video—Content in a Multi-Screen World

The panelists include:

Rishi Chandra, Lead, Google TV

Mike Hudack, Co-Founder and CEO, Blip TV

Jack Kennedy, EVP, Operations, News Corp. Digital Media

Bob Zitter, EVP, Technology and CTO, HBO

Marc Debevoise, SVP, Digital, Starz - soon to be SVP/GM CBS Interactive Entertainment

Any great topics or questions?  

GershonMedia Client Panvidea - Acquired! Congrats to ALL!

From VideoNuze

Thought Equity Motion Acquires PanVidea To Streamline Video Delivery

Thursday, September 8, 2011, 08:47 AM ET

posted by: Will Richmond

Cloud-based video platform Thought Equity Motion has acquired PanVidea, bringing together two complimentary companies that are focused on streamlining digital video management, work flow and delivery. Thought Equity’s CEO/founder Kevin Schaff and PanVidea’s CEO/co-founder Chris Cali (who will become VP, Platform Technologies) briefed me on the deal.

The big picture here is that as digital delivery to multiple devices gains steam, the back-end processes of getting high value content quickly, securely and cost-effectively to the right places becomes critical. Distributing via tape with lots of manual steps involved isn’t acceptable any longer. Kevin sees Panvidea’s platform, which manages the full spectrum of video preparation (ingest, storage, customization, transcoding and delivery to multiple platforms/devices), as complimenting Thought Equity’s platform which is focused on master file and archive management. Combining the capabilities is intended to give content providers a full end-to-end solution.

I’ve previously written about PanVidea, describing it a “post house in the cloud" that automated many of the non-craft processes, resulting in lower costs and higher flexibility. In particular, Kevin called out the combined operation’s ability to now digitally deliver content to over 500 "destination profiles" (various TV networks, international distributors, devices, OTT providers, etc.) which each have their own specs. Chris noted that by being able to use both private and public clouds, Thought Equity will further optimize its services.

Terms of the deal were not disclosed. PanVidea’s investors included Greycroft Partners and DFJ Gotham. Thought Equity raised $25 million last month.

(Note:Thought Equity Motion is a VideoNuze sponsor)

AdAge: Are Online Video Ads Wasting Your Time?


ARE ONLINE VIDEO ADS WASTING YOUR TIME? Consumers Don’t Like Being Forced to Do Things, But That’s What We’re Doing In Video

Published: April 20, 2012

Bernard Gershon

Benjamin Franklin once said, “Lost time is never found again.” And that couldn’t be truer as time has never been more valuable. In an increasingly digital world – as we move from one site, app and connected device to another – time is of the essence, even in 15 and 30-second bites.

We measure the value of digital activity in part by the time it takes to complete an action. We’ve always cringed at the thought of valuable time lost over waiting in line or sitting through a bad movie. And today we scrutinize the slightest digital exercise if it takes us 90 seconds off our navigational course.

Watching online videos has become a mainstay for most of us, yet our content is often accompanied by time-consuming video ads. In fact, in March, 181 million U.S. Internet viewers watched 8.3 billion video ads,according to comScore. At 15 to 30 seconds a pop, that’s a lot of time spent that we can’t get back. Well, maybe in that time the Mets might finally win another World Series! With many ads lacking any meaningful personal relevance, after a while we can become desensitized to the whole thing.

Of course, this assumes that each of those video ads was viewed in its entirety, which is where we have a problem. Consumers generally don’t like being forced to do anything, especially being forced to watch ads. We know this, but in an industry that doesn’t lack for innovation, we’ve yet to come up with an alternative to the 15- or 30-second pre-roll that many consumers see as nothing more than an obtrusive time delay.

If one in four viewers bails, why not give consumers a choice by providing the option to skip? It’s not a novel concept. There are delay-reducing conveniences all around us. Think EZ Pass, DVRs, Priority Boarding or Express Mail. Consumers have long been paying a little extra for the convenience to speed things up.

But rarely does the union between advertiser and video publisher take the consumer’s best interest seriously. Imagine a paid or earned skip model for consumers that helps advertisers reduce media waste and improve performance by lowering abandonment rates. Imagine if advertisers could receive credits for all would-be impressions that are skipped, access new forms of data (who’s skipping, what time of day are they skipping, what type of content is yielding higher skips) and create a natural brand affinity due to the positive association with a skip-enabled pre-roll?

If publishers can earn as much if not more from consumer skips than they do from the pre-roll ads that play while satisfying both advertiser and consumer at the same time, then why not give the consumer a choice? Everyone benefits, with the possible exception of the video ad networks, and surely those guys recognize the benefits of this model to advertisers, publishers and consumers.

Will consumers pay to skip pre-roll ads? It’s hard to say. But even if five percent of the video ad consuming public were paying regularly to skip, that would be five percent more than ever before. It’s all about choice - the choice to preserve time for a small price.

Now that time has a quantifiable currency online, it won’t be long before consumers will be able to earn skips by answering a survey, downloading a coupon, viewing a piece of long-form branded content, subscribing to a newsletter, liking a brand on Facebook and any of a few dozen other possibilities. For consumers who would rather not pay to skip ads, redeeming a relevant offer or engaging in some way with the brand in exchange for a collection of skips is a fair alternative. Publishers would still get the same high returns for each skip, and marketers are engaged in a dialogue with consumers that can provide much deeper insights.

Various sources have pre-roll abandonment rates ranging from 15% to 40 %. Imagine having access to data that reveals, among other things, when creative burnout takes place? Think that might eventually lead to improved creative? Imagine shorter pre-roll ads that are relevant and entertaining at the same time.

This is a pretty controversial topic in the industry right now and I am not sure who the winners and losers will be. But, I am certain there are better models than forcing consumers to watch ads they do NOT want to see! What do you think?


Bernard Gershon is the President of GershonMedia, which provides advisory services to digital media enterprises, and serves on the advisory boards of top digital companies in the mobile and online video space, including Boxee, Fwix, Row44 and Woozworld. He also serves on the board of SpotXchange. Follow him on Twitter @bgershon

Amazing escape from river of cement at Le Parker Meridien!

Thanks for the tweets, texts, calls, e-mails, etc… I’m fine following my bizarre experience — having my coffee with a friend from LA interrupted by shattering glass, breaking walls and a cascade of wet cement in the lobby of the Parker Meridien hotel yesterday.  

Some media clips below.   The picture of the cement flowing in the hotel lobby was taken with my iPhone 4S.  

New York Post  4/19/2012 - Mortar-fying!

New York Times 4/19/2012  Wet Concrete Floods Hotel Cafe

News4NY 4/18/2012

HuffingtonPost  4/18/2012

Gothamist   4/18/2012

Real Deal   4/18/2012

New York Observer  4/23/2012 

GershonMedia News: Row 44 Milestone -- 250th Plane Installed

Row 44 Milestone — 250th Plane Installed

Row 44 Equips 250th Commercial Aircraft with its Satellite-Based Broadband Entertainment Platform; Now Operating Commercially Across Three Continents

WESTLAKE VILLAGE, Calif., March 26, 2012 /PRNewswire/ — Row 44, Inc., provider of the world’s leading In-Flight Broadband Entertainment Platform, announced today that it has installed its broadband entertainment solution on 250 planes for the company’s commercial airline partners in North America, Europe and Africa. This makes Row 44’s solution the only satellite-based airborne broadband operating for airlines on these three continents.

Row 44 is currently equipping several planes each week and has orders to install its broadband solution aboard hundreds more aircraft.

This announcement comes just prior to Row 44’s debut of several new broadband entertainment services offered by its airline partners – services including live streaming IPTV, on-demand movies and television episodes, and bookable destination services in cities around the world. Upon those launches, Row 44’s airline partners will be the only airlines in the world offering live IPTV television of major networks streamed to their passengers’ own Wi-Fi enabled devices.

"Installing our 250th plane for airlines on three continents clearly establishes Row 44 as the global leader in in-flight broadband entertainment," said Howard Lefkowitz, Row 44’s Chief Commercial Officer. "Airlines and their passengers are demanding ever-more bandwidth and broadband services in-flight – from connectivity, to a selection of live television channels, to a library of on-demand movies and TV shows, and more. Row 44’s satellite-based broadband entertainment platform is uniquely positioned to accomplish this. Although several in-flight broadband providers claim to be ‘developing’ global solutions, Row 44 has actually done it. We look forward to continuing to work with innovative airlines around the world to create an outstanding broadband experience for every air traveler."

About Row 44, Inc.

Row 44, Inc. provides the world’s leading in-flight broadband entertainment platform for commercial airlines. The company’s flying Wi-Fi hotspot — which delivers the world’s fastest aviation broadband speeds to passengers — provides airlines with an unmatched selection of revenue-generating and experience-enhancing entertainment, shopping and destination services. The company is partnering with airlines around the world, including world-renowned Southwest Airlines and 2009 Market Leadership Award recipient Norwegian Air Shuttle, to deliver a series of truly remarkable products to improve the commercial flying experience. For more information, visit

Row 44 is a GershonMedia client.  

CONTACT:  Robbie Hyman,, +1-818-917-4806

.@spotxchange - #1 Online Video Ad Property!

Very proud of the guys at SpotXchange - January Comscore #1 Video Ad Property!  Beating AOL, Google, Hulu and others!  

From ComScore Release:  

"Americans viewed nearly 26.9 billion video ads in January, with SpotXchange Video Ad Marketplace capturing the #1 position with 3.5 billion ad impressions. AOL, Inc. came in second with 2.9 billion ads, followed by Google Sites with 2.9 billion, Live Rail with 2.4 billion and BrightRoll Platform with 2.3 billion. Time spent watching video ads totaled 10 billion minutes, with AOL, Inc. delivering the highest duration of video ads at nearly 1.3 billion minutes. Video ads reached 52.6 percent of the total U.S. population an average of 165 times during the month. Hulu delivered the highest frequency of video ads to its viewers with an average of 81."

The humble team at SpotXchange posted this on their blog:

Here are the very handsome Board members: