Monthly Archives: April 2021
The German automaker uses new software from chipmaker Nvidia to simulate train robots and human workers.
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Practically every film production these days needs some kind of visual effects work, but independent creators often lack the cash or expertise to get that top-shelf CG. Wonder Dynamics, founded by VFX engineer Nikola Todorovic and actor Tye Sheridan, aims to use AI to make some of these processes more accessible for filmmakers with budgets on the tight side, and they’ve just raised $ 2.5 million to make it happen.
The company has its origins in 2017, after Sheridan and Todorovic met on the set of Rodrigo Garcia’s film Last Days in the Desert. They seem to have both felt that the opportunity was there to democratize the tools that they had access to in big studio films.
Wonder Dynamics is very secretive about what exactly its tools do. Deadline’s Mike Fleming Jr saw a limited demo and said he “could see where it will be of value in the area of world creation at modest budgets. The process can be done quickly and at a fraction of a traditional cost structure,” though that leaves us little closer than we started.
Sheridan and Todorovic (who jointly answered questions I sent over) described the system, called Wallace Pro, as taking over some of the grunt work of certain classes of VFX rather than a finishing touch or specific effect.
“We are building an AI platform that will significantly speed up both the production and post-production process for content involving CG characters and digital worlds. The goal of the platform is to reduce the costs associated with these productions by automating the ‘objective’ part of the process, leaving the artists with the creative, ‘subjective’ work,” they said. “By doing this, we hope to create more opportunities and empower filmmakers with visions exceeding their budget. Without saying too much, it can be applied to all three stages of filmmaking (pre-production, production and post-production), depending on the specific need of the artist.”
From this we can take that it’s an improvement to the workflow, reducing the time it takes to achieve some widely used effects, and therefore the money that needs to be set aside for them. To be clear this is distinct from another, more specific product being developed by Wonder Dynamics to create virtual interactive characters as part of the film production process — an early application of the company’s tools, no doubt.
The tech has been in some small scale tests, but the plan is to put it to work in a feature entering production later this year. “Before we release the tech to the public, we want to be very selective with the first filmmakers who use the technology to make sure the films are being produced at a high level,” they said. First impressions do matter.
The $ 2.5M seed round was led by Founders Fund, Cyan Banister, the Realize Tech Fund, Capital Factory, MaC Venture Capital, and Robert Schwab. “Because we are at the intersection of technology and film, we really wanted to surround ourselves with investment partners who understand how much the two industries will depend on each other in the future,” Sheridan and Todorovic said. “We were extremely fortunate to get MaC Venture Capital and Realize Tech Fund alongside FF. Both funds have a unique combination of Silicon Valley and Hollywood veterans.”
Wonder Dynamics will use the money to, as you might expect, scale its engineering and VFX teams to further develop and expand the product… whatever it is.
With their advisory board, it would be hard to make a mistake without someone calling them on it. “We’re extremely lucky to have some of the most brilliant minds from both the AI and film space,” they said, and that’s no exaggeration. Right now the lineup includes Steven Spielberg and Joe Russo (“obviously geniuses when it comes to film production and innovation”), UC Berkeley and Google’s Angjoo Kanazawa and MIT’s Antonio Torralba (longtime AI researchers in robotics and autonomy), and numerous others in film and finance who “offer us a wealth of knowledge when we’re trying to figure out how to move the company forward.”
AI is deeply integrated into many tech companies and enterprise stacks, making it a solid moneymaker in that industry, but it is still something of a fringe concept in the more creator-driven film and TV world. Yet hybrid production techniques like ILM’s StageCraft, used to film The Mandalorian, are showing how techniques traditionally used for 3D modeling and game creation can be applied safely to film production — sometimes even live on camera. AI is increasingly that part of the world, as pioneers like Nvidia and Adobe have shown, and it seems inevitable that it should come to film — though in exactly what form it’s hard to say.
The office shut-down at the start of the COVID-19 pandemic last year spurred huge investment in digital transformation and a wave of tech companies helping with that, but there were some distinct losers in the shift, too — specifically those whose business models were predicated on serving the very offices that disappeared overnight. Today, one of the companies that had to make an immediate pivot to keep itself afloat is announcing a round of funding, after finding itself not just growing at a clip, but making a profit, as well.
SnackMagic, a build-your-own snack box service, has raised $ 15 million in a Series A round of funding led by Craft Ventures, with Luxor Capital also participating.
(Both investors have an interesting track record in the food-on-demand space: Most recently, Luxor co-led a $ 528 million round in Glovo in Spain, while Craft backs/has backed the likes of Cloud Kitchens, Postmates and many more.)
The funding comes on the back of a strong year for the company, which hit a $ 20 million revenue run rate in eight months and turned profitable in December 2020.
Founder and CEO Shaunak Amin said in an interview that the plan will be to use the funding both to continue growing SnackMagic’s existing business, as well as extend into other kinds of gifting categories. Currently, you can ship snacks anywhere in the world, but the customizable boxes — recipients are gifted an amount that they can spend, and they choose what they want in the box themselves from SnackMagic’s menu, or one that a business has created and branded as a subset of that — are only available in locations in North America, serviced by SnackMagic’s primary warehouse. Other locations are given options of pre-packed boxes of snacks right now, but the plan is to slowly extend its pick-and-mix model to more geographies, starting with the U.K.
Alongside this, the company plans to continue widening the categories of items that people can gift each other beyond chocolates, chips, hot sauces and other fun food items, into areas like alcohol, meal kits and nonfood items. There’s also scope for expanding to more use cases into areas like corporate gifting, marketing and consumer services, as well as analytics coming out of its sales.
Amin calls the data that SnackMagic is amassing about customer interest in different brands and products “the hidden gem” of the platform.
“It’s one of the most interesting things,” he said. Brands that want to add their items to the wider pool of products — which today numbers between 700 and 800 items — also get access to a dashboard where they monitor what’s selling, how much stock is left of their own items, and so on. “One thing that is very opaque [in the CPG world] is good data.”
For many of the bigger companies that lack their own direct sales channels, it’s a significantly richer data set than what they typically get from selling items in the average brick and mortar store, or from a bigger online retailer like Amazon. “All these bigger brands like Pepsi and Kellogg not only want to know this about their own products more but also about the brands they are trying to buy,” Amin said. Several of them, he added, have approached his company to partner and invest, so I guess we should watch this space.
SnackMagic’s success comes from a somewhat unintended, unlikely beginning, and it’s a testament to the power of compelling, yet extensible technology that can be scaled and repurposed if necessary. In its case, there is personalization technology, logistics management, product inventory and accounting, and lots of data analytics involved.
The company started out as Stadium, a lunch delivery service in New York City that was leveraging the fact that when co-workers ordered lunch or dinner together for the office — say around a team-building event or a late-night working session, or just for a regular work day — oftentimes they found that people all hankered for different things to eat.
In many cases, people typically make separate orders for the different items, but that also means if you are ordering to all eat together, things would not arrive at the same time; if it’s being expensed, it’s more complicated on that front too; and if you’re thinking about carbon footprints, it might also mean a lot less efficiency on that front too.
Stadium’s solution was a platform that provided access to multiple restaurants’ menus, and people could pick from all of them for a single order. The business had been operating for six years and was really starting to take off.
“We were quite well known in the city, and we had plans to expand, and we were on track for March 2020 being our best month ever,” Amin said. Then, COVID-19 hit. “There was no one left in the office,” he said. Revenue disappeared overnight, since the idea of delivering many items to one place instantly stopped being a need.
Amin said that they took a look at the platform they had built to pick many options (and many different costs, and the accounting that came with that) and thought about how to use that for a different end. It turned out that even with people working remotely, companies wanted to give props to their workers, either just to say hello and thanks, or around a specific team event, in the form of food and treats — all the more so since the supply of snacks you typically come across in so many office canteens and kitchens were no longer there for workers to tap.
It’s interesting, but perhaps also unsurprising, that one of the by-products of our new way of working has been the rise of more services that cater (no pun intended) to people working in more decentralised ways, and that companies exploring how to improve rewarding people in those environments are also seeing a bump.
Just yesterday, we wrote about a company called Alyce raising $ 30 million for its corporate gifting platform that is also based on personalization — using AI to help understand the interests of the recipient to make better choices of items that a person might want to receive.
Alyce is taking a somewhat different approach than SnackMagic: it’s not holding any products itself, and there is no warehouse but rather a platform that links buyers with those providing products. And Alyce’s initial audience is different, too: instead of internal employees (the first, but not final, focus for SnackMagic) it is targeting corporate gifting, or presents that sales and marketing people might send to prospects or current clients as a please and thank you gesture.
But you can also see how and where the two might meet in the middle — and compete not just with each other, but the many other online retailers, Amazon and otherwise, plus the consumer goods companies themselves looking for ways of diversifying business by extending beyond the B2C channel.
“We don’t worry about Amazon. We just get better,” Amin said when I asked him about whether he worried that SnackMagic was too easy to replicate. “It might be tough anyway,” he added, since “others might have the snacks but picking and packing and doing individual customization is very different from regular e-commerce. It’s really more like scalable gifting.”
Investors are impressed with the quick turnaround and identification of a market opportunity, and how it quickly retooled its tech to make it fit for purpose.
“SnackMagic’s immediate success was due to an excellent combination of timing, innovative thinking and world-class execution,” said Bryan Rosenblatt, principal investor at Craft Ventures, in a statement. “As companies embrace the future of a flexible workplace, SnackMagic is not just a snack box delivery platform but a company culture builder.”
To help address these challenges, we’re introducing Server-Side Tagging to Google Tag Manager and Tag Manager 360. You’ll now be able to move many third-party tags off your site and into a new server container hosted in your Google Cloud account. That means when customers interact with a page on your site, third-party tags are loaded directly in the server container rather than the site. This provides you with faster page load times, greater security for your customer data, and additional data controls.
Deliver faster site experiences to your customers
When you move third-party tags off your site, fewer tags must load when your customers visit – leading to faster page load times. A recent research study showed that a decrease in page load times for mobile sites improved progression rates for every step of the purchase funnel for all brands surveyed. In fact, for retail sites every 0.1 second reduction in mobile site speed on average increases average order value by nearly 10 percent.
Consider an ecommerce retailer that works with many technology partners to execute marketing campaigns and measure customer behavior. Whenever this retailer wants to work with a new partner, for example to run email marketing campaigns, it needs to add a new third-party tag to its site to measure success. Instead of doing that, the retailer can now place the new tag into its server container in Tag Manager. And when a customer loads the retailer’s site, this tag will run in the server container after the page loads. This allows businesses to measure the success of their campaign without impacting the customer experience.
Secure your customer data
When customers engage with your business online, they share information with you. You want to ensure that information is safe and only authorized partners are able to access it.
When third-party tags are implemented directly on your site, these tags are able to access and interact with other information customers are entering into your site. With Server-Side Tagging, you place third-party tags in a secure server container in your Google Cloud project. This means tags in your server container only have access to information sent to the server and no longer have access to the information entered on your site. And because these tags are placed into your server container, you gain visibility into what data the tags are collecting and where that information is being sent.
Control the behavior of third-party tags
Each tag that you add to your server container will have to declare how it will behave, for example which cookies can be accessed or where data can be sent. And you can also set policies to automatically control what tags are allowed to do. This helps you ensure that any new tags added to your container follow the same permissions so you do not need to continuously check tag behaviors in the future.
Get started with Server-Side Tagging
Server-Side Tagging is now available to all Tag Manager and Tag Manager 360 accounts. When you log into your Tag Manager account, you can create a new server container and connect it with a new or existing Cloud account. You can learn more about setting up Server-Side Tagging for your business with this guide. And if you don’t have a Tag Manager account, you can create one for free.
In this monthly post, we bring you the latest from all of the major platforms. Google Ads What: Drive Leads with Hotel Property Promotion Ads Details: Property Promotion Ads are now available globally. Previous to this launch, direct participation in property promotion ads was done through an allowlist. They show prominently in search results for […]
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Facebook has removed 16,000 groups that were trading fake reviews on its platform after another intervention by the UK’s Competition and Markets Authority (CMA), the regulator said today.
The CMA has been leaning on tech giants to prevent their platforms being used as thriving marketplaces for selling fake reviews since it began investigating the issue in 2018 — pressuring both eBay and Facebook to act against fake review sellers back in 2019.
The two companies pledged to do more to tackle the insidious trade last year, after coming under further pressure from the regulator — which found that Facebook-owned Instagram was also a thriving hub of fake review trades.
The latest intervention by the CMA looks considerably more substantial than last year’s action — when Facebook removed a mere 188 groups and disabled 24 user accounts. Although it’s not clear how many accounts the tech giant has banned and/or suspended this time it has removed orders of magnitude more groups. (We’ve asked.)
Facebook was contacted with questions but it did not answer what we asked directly, sending us this statement instead:
“We have engaged extensively with the CMA to address this issue. Fraudulent and deceptive activity is not allowed on our platforms, including offering or trading fake reviews. Our safety and security teams are continually working to help prevent these practices.”
Since the CMA has been raising the issue of fake review trading, Facebook has been repeatedly criticised for not doing enough to clean up its platforms, plural.
Today the regulator said the social media giant has made further changes to the systems it uses for “identifying, removing and preventing the trading of fake and/or misleading reviews on its platforms to ensure it is fulfilling its previous commitments”.
It’s not clear why it’s taken Facebook well over a year — and a number of high profile interventions — to dial up action against the trade in fake reviews. But the company suggested that the resources it has available to tackle the problem had been strained as a result of the COVID-19 pandemic and associated impacts, such as home working. (Facebook’s full year revenue increased in 2020 but so too did its expenses.)
According to the CMA changes Facebook has made to its system for combating traders of fake reviews include:
- suspending or banning users who are repeatedly creating Facebook groups and Instagram profiles that promote, encourage or facilitate fake and misleading reviews
- introducing new automated processes that will improve the detection and removal of this content
- making it harder for people to use Facebook’s search tools to find fake and misleading review groups and profiles on Facebook and Instagram
- putting in place dedicated processes to make sure that these changes continue to work effectively and stop the problems from reappearing
Again it’s not clear why Facebook would not have already been suspending or banning repeat offenders — at least, not if it was actually taking good faith action to genuinely quash the problem, rather than seeing if it could get away with doing the bare minimum.
Commenting in a statement, Andrea Coscelli, chief executive of the CMA, essentially makes that point, saying: “Facebook has a duty to do all it can to stop the trading of such content on its platforms. After we intervened again, the company made significant changes — but it is disappointing it has taken them over a year to fix these issues.”
“We will continue to keep a close eye on Facebook, including its Instagram business. Should we find it is failing to honour its commitments, we will not hesitate to take further action,” Coscelli added.
A quick search on Facebook’s platform for UK groups trading in fake reviews appears to return fewer obviously dubious results than when we’ve checked in on this problem in 2019 and 2020. Although the results that were returned included a number of private groups so it was not immediately possible to verify what content is being solicited from members.
We did also find a number of Facebook groups offering Amazon reviews intended for other European markets, such as France and Spain (and in one public group aimed at Amazon Spain we found someone offering a “fee” via PayPal for a review; see below screengrab) — suggesting Facebook isn’t applying the same level of attention to tackling fake reviews that are being traded by users in markets where it’s faced fewer regulatory pokes than it has in the UK.
China’s tech giants have had a rough time in Western markets over the last few years. Huawei and DJI have been hit by trade restrictions, while TikTok and WeChat are threatened with their apps being banned in the U.S. Overall, Chinese companies with an overseas footprint are increasingly wary of rising geopolitical tensions.
But at an event hosted by California-based crowdfunding platform Indiegogo for Chinese consumer product makers in Shenzhen, businesses from sizes ranging from a startup making portable power stations to 53-year-old home appliances behemoth Midea, listened attentively as Indiegogo’s China managers shed light on how to court Western consumers.
“The first stage is to let ourselves be heard by the world. We have done that,” Li Yongqin, general manager of Indiegogo China, exhorted a room of entrepreneurs. “Next, we will bravely ride the tide and accept the challenge of coming the brands loved by users around the world.”
For Midea, “crowdfunding gives us a very direct way to understand consumers,” said Chen Zhenrui, who oversees the group’s overseas e-commerce initiative. Platforms like Indiegogo and Kickstarter are ways for individuals and organizations to raise capital from a large number of people to fund a project. In most cases, backers get perks or rewards from the project they fund.
Midea raised $ 1.5 million last year for a new air conditioner unit launched on Indiegogo, an almost negligible amount compared to the 280 billion yuan ($ 42 billion) annual revenue it generated in 2019. But the support from its 3,600 backers on Indiegogo was more a proof of concept.
Within a few weeks, Midea learned that a compact air conditioner that saddles snugly on the window sill, blocks out noise and saves energy could entice many American consumers. Like other established Chinese home appliances makers, Midea had been exporting for several decades.
But “in the past, much of our overseas business was in the traditional, B2B export realm. I think we are still far from being a world-class brand,” said Chen.
When Midea first launched on Indiegogo, a user left comments on its campaign page calling the project a scam: How could a Fortune Global 500 company be on Indiegogo?
“Through rounds of communication, we got to know each other. That user gave us a big push,” Chen recalled, adding that Midea used a dozen of suggestions from Indiegogo backers to improve its product.
More and more traditional manufacturers from China are giving crowdfunding a shot. Padmate, based in the southern coastal city of Xiamen, built a new earbud brand called Pamu from its foundation as a white-label maker of sound systems.
Edison Shen, a director at Padmate, said that traditional export was getting harder as old-school distributors became squeezed by new retail channels like e-commerce. By creating their own brands and reaching consumers directly, factories could also improve profit margins. Padmate went on Indiegogo in 2018 and raised over $ 6.6 million in one of its wireless headphone campaigns.
Most of the projects on Indiegogo will go beyond the 9-million-backer crowdfunding site onto mainstream platforms, listing on Amazon as well as advertising on Google and Facebook. Though the core services of these American Big Tech firms aren’t available in China, they have all set up some form of operational presence in China, whether it’s stationing staff in the country like Amazon or working through local ad resellers like Facebook.
Indiegogo itself opened its China office in Shenzhen five years ago and has since seen China-based projects raise over $ 300 million through its platform, according to Lu Li, general manager for Indiegogo’s global strategy. China is now the company’s fastest-growing market and accounted for over 40% of the campaigns that raised over $ 1 million in 2020.
Kickstarter, a rival to Indiegogo, also saw a surge in projects from China, which reached a record $ 60.5 million in funding in 2020. The Brooklyn-based company recently began looking for a contractor in Shenzhen or the adjacent city Hong Kong to help it research the Chinese market.
“In recent years, more Chinese companies are getting the hang of crowdfunding and taking their brand global, so ‘blockbuster’ campaigns [from China] are also on the rise,” observed Li.
- Find out how Clubhouse differentiates itself within the sea of social media apps
- Clubhouse has turned its voice-only design from a potential constraint into its key strength
- Users are able to multi-task while staying on the platform as background chatter (like in a coffee shop!)
- Because the app is so new and fresh it took some time, but many brands are now using Clubhouse
- Wherever there are influencers, advertisers aren’t far behind
- Just this week Clubhouse announced a new monetization feature, Clubhouse Payments, as “the first of many features that allow creators to get paid directly on Clubhouse”
- Now might be a good time to consider building an online community to add value and deepen the connection with your audience, here’s how
Clubhouse is the latest entrant into the ring of popular social media apps. The pandemic fast-tracked broader usage and many A-list celebrities have adopted the platform pivoting it into a more mainstream space and conversation. Clubhouse is an audio-only network that has become a disruptor to more mainstream social media channels and has provided a breath of fresh air and a much-needed distraction for those of us suffering from video and zoom fatigue.
It’s a welcome change for many of us as the app is built on a voice-led, live, concept and hosts conversations around very impromptu and diverse topics. The topics vary and the app is still limited however as more people continue to get invited a broader array of lifestyle and societal conversations will continue to blend into the feeds.
Clubhouse exclusivity: pro or con?
The MAJOR problem with the app is that the allure still is around its exclusivity. You can’t join unless you’re invited (and using an iPhone) and for many who have heard of Clubhouse but haven’t joined or been invited it’s a big problem for major expansion.
The “voice only” advantage
One notable differentiator for Clubhouse is that it’s managed to turn its voice-only design from a potential constraint into its key strength. Users are able to use the app as passive background chatter while doing other work and listening in which is a breath of fresh air for many multi-tasking marketers such as me.
Real-time conversations: the heart of what makes Clubhouse tick
The reason Clubhouse is different and exciting is because it’s synchronous. It’s happening live and never again. If you’re not there, you will miss the conversation forever. Traditional social media channels are asynchronous. You can access and revisit content and review or engage at any time that works for you and catch up at your own pace. Rooms can be recorded if permission is granted, but that is seemingly rare as the value is in the authenticity of real-time communication and conversation.
As an excited and relatively new Clubhouse user, I’m trying to figure out the value of the platform for my clients as well as myself. This got me thinking about how brands can use Clubhouse to build an online community to add value. Clubhouse is a platform centered firmly on creators, not brands, at least for now. A creator can certainly be a brand leader working to expand thought leadership and build community or interest for a brand but within the Club the conversation is around authenticity and the person and NOT the bigger brand.
How brands can use Clubhouse to add to build an online community that adds value
I asked several of my friends and industry colleagues for their opinions on the platform and I found their answers to be useful and inspiring and noteworthy. Below are several responses relevant to the conversation of how brands can use Clubhouse to add to build an online community to add value.
- Amberly Hilinski, Director of marketing at SodaStream International said “Clubhouse is weighing the reward of facilitating and respecting relevant content you don’t own. Long lead earned media for brand owners who have the privilege (or budget) to think in terms of years and not quarters. As the inevitable stampede of influencer dollars roll in, I worry how the conversations shift and how many truly “tune-in” worthy guests are booked.”
- Margaret Molloy, CMO of Siegel + Gale said, “Time is the primary challenge for many thought leaders, a major consideration is whether we want to dedicate the effort to build a following on another platform. This is especially true for B2B leaders with an active social graph on LinkedIn and/or Twitter already. Clubhouse is centered firmly on creators, not brands, at least for now. A creator could be a brand employee hosting a community as a thought leader/community builder, however, it’s about the person, not the corporate brand.”
- Ashley Stevens, Brand, Content & Experiential Marketing Expert said, “Brands can use Clubhouse as an extension of another online community or event. It’s a great place to “continue the conversation” and develop more personal relationships with current and potential clients.
- Rob Durant, Founder of Flywheel Results said, “Brands cannot use Clubhouse the way they have used other platforms. There’s no automating it, There’s no outsourcing it, There’s no editing it, There’s no photoshopping it. People only get to know you when you show up and are fully present. That being said, Brands, even B2B Brands, CAN use Clubhouse. They just need to facilitate conversations instead of dominating them.”
- Danielle Guzman, Global Head of Social Media at Mercer added, “Clubhouse is an opportunity for brands to rethink how they engage with their audiences. Most brand social channels are broadcast channels, very few have conversations with their audiences, because of resource constraints, lack of know-how, compliance reasons, and other concerns. Platforms like Clubhouse and the audio tools that Twitter, LinkedIn, and other platforms are working on will challenge corporates to review & redesign how they social up on social media.
It’s taken some time, but brands are now joining the Clubhouse conversations. Many of my colleagues remained dubious of the long-standing return and the overall future of the platform and insisted that brands should concentrate efforts in places providing maximum return. Clubhouse lacks analytics and tangible metrics to measure the investment of time and energy for brands.
I remain interested and active on the platform for now I’m cautious that it’s the “popular kids” hangout and the allure and interest is largely based around buzz. Certainly, brands can and should listen into ongoing conversations and get ideas on the audience tuning in and having conversations. Brands who listen to ideas and have a pulse on the culture and content their market is exposed to will have a long-standing advantage and edge.
Wherever there are influencers, the advertisers aren’t far behind. As it stands today, Clubhouse still is limited with around two million active weekly users on the app. It offers what every advertiser wants – a highly targeted, used in one contained place, but the question remains of how and when to get advertisers involved.
Just this week within Clubhouse’s blog post, the startup announced a new monetization feature, Clubhouse Payments, as “the first of many features that allow creators to get paid directly on Clubhouse.”
This is the first step towards monetizing Clubhouse and the first of what many assume will come towards steps to monetize the platform.
As Twitter, LinkedIn, and other audio apps emerge Clubhouse will quickly have to adapt and make some changes if it wants to become a mainstream platform for brand marketers. It will be interesting to see how it all unfolds over time!
Marissa Pick is a social & digital strategist and Senior Marketing Director at Marissa Pick Consulting LLC. Marissa can be found on Twitter @marissapick.
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SA 360 has features that aren’t available in standard Google Ads accounts or are more sophisticated. Bid strategies are one feature that makes SA 360 so powerful.
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