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Competitive strategy


YOU NEED AN INNOVATION STRATEGY

It’s the only way to make sound trade-off decisions and choose the right
practices.
by
 * Gary P. Pisano

by
 * Gary P. Pisano

From the Magazine (June 2015) · Long read
Gustavo Brigante
Summary.    Why is it so hard to build and maintain the capacity to innovate?
The reason is not simply a failure to execute but a failure to articulate an
innovation strategy that aligns innovation efforts with the overall business
strategy. Without such a strategy,...more
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IDEA IN BRIEF

THE PROBLEM

Innovation remains a frustrating pursuit. Failure rates are high, and even
successful companies can’t sustain their performance. The root cause is that
companies fall into the trap of adopting whatever best practices are in vogue or
aping the exemplar innovator of the moment.

THE SOLUTION

Managers should articulate an innovation strategy that stipulates how their
firm’s innovation efforts will support the overall business strategy. This will
help them make trade-off decisions so that they can choose the most appropriate
practices and set overarching innovation priorities that align all functions.

THE STEPS

Creating an innovation strategy involves determining how innovation will create
value for potential customers, how the company will capture that value, and
which types of innovation to pursue. Just as product designs must evolve to stay
competitive, so must innovation strategies as the environment changes.

Despite massive investments of management time and money, innovation remains a
frustrating pursuit in many companies. Innovation initiatives frequently fail,
and successful innovators have a hard time sustaining their performance—as
Polaroid, Nokia, Sun Microsystems, Yahoo, Hewlett-Packard, and countless others
have found. Why is it so hard to build and maintain the capacity to innovate?
The reasons go much deeper than the commonly cited cause: a failure to execute.
The problem with innovation improvement efforts is rooted in the lack of an
innovation strategy.

A strategy is nothing more than a commitment to a set of coherent, mutually
reinforcing policies or behaviors aimed at achieving a specific competitive
goal. Good strategies promote alignment among diverse groups within an
organization, clarify objectives and priorities, and help focus efforts around
them. Companies regularly define their overall business strategy (their scope
and positioning) and specify how various functions—such as marketing,
operations, finance, and R&D—will support it. But during my more than two
decades studying and consulting for companies in a broad range of industries, I
have found that firms rarely articulate strategies to align their innovation
efforts with their business strategies.

Without an innovation strategy, innovation improvement efforts can easily become
a grab bag of much-touted best practices: dividing R&D into decentralized
autonomous teams, spawning internal entrepreneurial ventures, setting up
corporate venture-capital arms, pursuing external alliances, embracing open
innovation and crowdsourcing, collaborating with customers, and implementing
rapid prototyping, to name just a few. There is nothing wrong with any of those
practices per se. The problem is that an organization’s capacity for innovation
stems from an innovation system: a coherent set of interdependent processes and
structures that dictates how the company searches for novel problems and
solutions, synthesizes ideas into a business concept and product designs, and
selects which projects get funded. Individual best practices involve trade-offs.
And adopting a specific practice generally requires a host of complementary
changes to the rest of the organization’s innovation system. A company without
an innovation strategy won’t be able to make trade-off decisions and choose all
the elements of the innovation system.

Gustavo Brigante

Aping someone else’s system is not the answer. There is no one system that fits
all companies equally well or works under all circumstances. There is nothing
wrong, of course, with learning from others, but it is a mistake to believe that
what works for, say, Apple (today’s favorite innovator) is going to work for
your organization. An explicit innovation strategy helps you design a system to
match your specific competitive needs.

Finally, without an innovation strategy, different parts of an organization can
easily wind up pursuing conflicting priorities—even if there’s a clear business
strategy. Sales representatives hear daily about the pressing needs of the
biggest customers. Marketing may see opportunities to leverage the brand through
complementary products or to expand market share through new distribution
channels. Business unit heads are focused on their target markets and their
particular P&L pressures. R&D scientists and engineers tend to see opportunities
in new technologies. Diverse perspectives are critical to successful innovation.
But without a strategy to integrate and align those perspectives around common
priorities, the power of diversity is blunted or, worse, becomes self-defeating.

A good example of how a tight connection between business strategy and
innovation can drive long-term innovation leadership is found in Corning, a
leading manufacturer of specialty components used in electronic displays,
telecommunications systems, environmental products, and life sciences
instruments. (Disclosure: I have consulted for Corning, but the information in
this article comes from the 2008 HBS case study “Corning: 156 Years of
Innovation,” by H. Kent Bowen and Courtney Purrington.) Over its more than 160
years Corning has repeatedly transformed its business and grown new markets
through breakthrough innovations. When judged against current best practices,
Corning’s approach seems out-of-date. The company is one of the few with a
centralized R&D laboratory (Sullivan Park, in rural upstate New York). It
invests a lot in basic research, a practice that many companies gave up long
ago. And it invests heavily in manufacturing technology and plants and continues
to maintain a significant manufacturing footprint in the United States, bucking
the trend of wholesale outsourcing and offshoring of production.

See more HBR charts in Data & Visuals

Yet when viewed through a strategic lens, Corning’s approach to innovation makes
perfect sense. The company’s business strategy focuses on selling “keystone
components” that significantly improve the performance of customers’ complex
system products. Executing this strategy requires Corning to be at the leading
edge of glass and materials science so that it can solve exceptionally
challenging problems for customers and discover new applications for its
technologies. That requires heavy investments in long-term research. By
centralizing R&D, Corning ensures that researchers from the diverse disciplinary
backgrounds underlying its core technologies can collaborate. Sullivan Park has
become a repository of accumulated expertise in the application of materials
science to industrial problems. Because novel materials often require
complementary process innovations, heavy investments in manufacturing and
technology are a must. And by keeping a domestic manufacturing footprint, the
company is able to smooth the transfer of new technologies from R&D to
manufacturing and scale up production.

Corning’s strategy is not for everyone. Long-term investments in research are
risky: The telecommunications bust in the late 1990s devastated Corning’s
optical fiber business. But Corning shows the importance of a clearly
articulated innovation strategy—one that’s closely linked to a company’s
business strategy and core value proposition. Without such a strategy, most
initiatives aimed at boosting a firm’s capacity to innovate are doomed to fail.


CONNECTING INNOVATION TO STRATEGY

About 10 years ago Bristol-Myers Squibb (BMS), as part of a broad strategic
repositioning, decided to emphasize cancer as a key part of its pharmaceutical
business. Recognizing that biotechnology-derived drugs such as monoclonal
antibodies were likely to be a fruitful approach to combating cancer, BMS
decided to shift its repertoire of technological capabilities from its
traditional organic-chemistry base toward biotechnology. The new business
strategy (emphasizing the cancer market) required a new innovation strategy
(shifting technological capabilities toward biologics). (I have consulted for
BMS, but the information in this example comes from public sources.)

Like the creation of any good strategy, the process of developing an innovation
strategy should start with a clear understanding and articulation of specific
objectives related to helping the company achieve a sustainable competitive
advantage. This requires going beyond all-too-common generalities, such as “We
must innovate to grow,” “We innovate to create value,” or “We need to innovate
to stay ahead of competitors.” Those are not strategies. They provide no sense
of the types of innovation that might matter (and those that won’t). Rather, a
robust innovation strategy should answer the following questions:


HOW WILL INNOVATION CREATE VALUE FOR POTENTIAL CUSTOMERS?

Unless innovation induces potential customers to pay more, saves them money, or
provides some larger societal benefit like improved health or cleaner water, it
is not creating value. Of course, innovation can create value in many ways. It
might make a product perform better or make it easier or more convenient to use,
more reliable, more durable, cheaper, and so on. Choosing what kind of value
your innovation will create and then sticking to that is critical, because the
capabilities required for each are quite different and take time to accumulate.
For instance, Bell Labs created many diverse breakthrough innovations over a
half century: the telephone exchange switcher, the photovoltaic cell, the
transistor, satellite communications, the laser, mobile telephony, and the
operating system Unix, to name just a few. But research at Bell Labs was guided
by the strategy of improving and developing the capabilities and reliability of
the phone network. The solid-state research program—which ultimately led to the
invention of the transistor—was motivated by the need to lay the scientific
foundation for developing newer, more reliable components for the communications
system. Research on satellite communications was motivated in part by the
limited bandwidth and the reliability risks of undersea cables. Apple
consistently focuses its innovation efforts on making its products easier to use
than competitors’ and providing a seamless experience across its expanding
family of devices and services. Hence its emphasis on integrated
hardware-software development, proprietary operating systems, and design makes
total sense.


HOW WILL THE COMPANY CAPTURE A SHARE OF THE VALUE ITS INNOVATIONS GENERATE?

Value-creating innovations attract imitators as quickly as they attract
customers. Rarely is intellectual property alone sufficient to block these
rivals. Consider how many tablet computers appeared after the success of Apple’s
iPad. As imitators enter the market, they create price pressures that can reduce
the value that the original innovator captures. Moreover, if the suppliers,
distributors, and other companies required to deliver an innovation are dominant
enough, they may have sufficient bargaining power to capture most of the value
from an innovation. Think about how most personal computer manufacturers were
largely at the mercy of Intel and Microsoft.

Companies must think through what complementary assets, capabilities, products,
or services could prevent customers from defecting to rivals and keep their own
position in the ecosystem strong. Apple designs complementarities between its
devices and services so that an iPhone owner finds it attractive to use an iPad
rather than a rival’s tablet. And by controlling the operating system, Apple
makes itself an indispensable player in the digital ecosystem. Corning’s
customer-partnering strategy helps defend the company’s innovations against
imitators: Once the keystone components are designed into a customer’s system,
the customer will incur switching costs if it defects to another supplier.

READ MORE ABOUT

Innovation Starts with Defining the Right Constraints

One of the best ways to preserve bargaining power in an ecosystem and blunt
imitators is to continue to invest in innovation. I recently visited a furniture
company in northern Italy that supplies several of the largest retailers in the
world from its factories in its home region. Depending on a few global retailers
for distribution is risky from a value-capture perspective. Because these
megaretailers have access to dozens of other suppliers around the world, many of
them in low-cost countries, and because furniture designs are not easily
protected through patents, there is no guarantee of continued business. The
company has managed to thrive, however, by investing both in new designs, which
help it win business early in the product life cycle, and in sophisticated
process technologies, which allow it to defend against rivals from low-cost
countries as products mature.


WHAT TYPES OF INNOVATIONS WILL ALLOW THE COMPANY TO CREATE AND CAPTURE VALUE,
AND WHAT RESOURCES SHOULD EACH TYPE RECEIVE?

Certainly, technological innovation is a huge creator of economic value and a
driver of competitive advantage. But some important innovations may have little
to do with new technology. In the past couple of decades, we have seen a
plethora of companies (Netflix, Amazon, LinkedIn, Uber) master the art of
business model innovation. Thus, in thinking about innovation opportunities,
companies have a choice about how much of their efforts to focus on
technological innovation and how much to invest in business model innovation.

A helpful way to think about this is depicted in the exhibit “The Innovation
Landscape Map.” The map, based on my research and that of scholars such as
William Abernathy, Kim Clark, Clayton Christensen, Rebecca Henderson, and
Michael Tushman, characterizes innovation along two dimensions: the degree to
which it involves a change in technology and the degree to which it involves a
change in business model. Although each dimension exists on a continuum,
together they suggest four quadrants, or categories, of innovation.

See more HBR charts in Data & Visuals

Routine innovation builds on a company’s existing technological competences and
fits with its existing business model—and hence its customer base. An example is
Intel’s launching ever-more-powerful microprocessors, which has allowed the
company to maintain high margins and has fueled growth for decades. Other
examples include new versions of Microsoft Windows and the Apple iPhone.

Disruptive innovation, a category named by my Harvard Business School colleague
Clay Christensen, requires a new business model but not necessarily a
technological breakthrough. For that reason, it also challenges, or disrupts,
the business models of other companies. For example, Google’s Android operating
system for mobile devices potentially disrupts companies like Apple and
Microsoft, not because of any large technical difference but because of its
business model: Android is given away free; the operating systems of Apple and
Microsoft are not.

Radical innovation is the polar opposite of disruptive innovation. The challenge
here is purely technological. The emergence of genetic engineering and
biotechnology in the 1970s and 1980s as an approach to drug discovery is an
example. Established pharmaceutical companies with decades of experience in
chemically synthesized drugs faced a major hurdle in building competences in
molecular biology. But drugs derived from biotechnology were a good fit with the
companies’ business models, which called for heavy investment in R&D, funded by
a few high-margin products.

Architectural innovation combines technological and business model disruptions.
An example is digital photography. For companies such as Kodak and Polaroid,
entering the digital world meant mastering completely new competences in
solid-state electronics, camera design, software, and display technology. It
also meant finding a way to earn profits from cameras rather than from
“disposables” (film, paper, processing chemicals, and services). As one might
imagine, architectural innovations are the most challenging for incumbents to
pursue.

A company’s innovation strategy should specify how the different types of
innovation fit into the business strategy and the resources that should be
allocated to each. In much of the writing on innovation today, radical,
disruptive, and architectural innovations are viewed as the keys to growth, and
routine innovation is denigrated as myopic at best and suicidal at worst. That
line of thinking is simplistic.

In fact, the vast majority of profits are created through routine innovation.
Since Intel launched its last major disruptive innovation (the i386 chip), in
1985, it has earned more than $200 billion in operating income, most of which
has come from next-generation microprocessors. Microsoft is often criticized for
milking its existing technologies rather than introducing true disruptions. But
this strategy has generated $303 billion in operating income since the
introduction of Windows NT, in 1993 (and $258 billion since the introduction of
the Xbox, in 2001). Apple’s last major breakthrough (as of this writing), the
iPad, was launched in 2010. Since then Apple has launched a steady stream of
upgrades to its core platforms (Mac, iPhone, and iPad), generating an
eye-popping $190 billion in operating income.

Routine innovation is often called myopic or suicidal. That thinking is
simplistic.

The point here is not that companies should focus solely on routine innovation.
Rather, it is that there is not one preferred type. In fact, as the examples
above suggest, different kinds of innovation can become complements, rather than
substitutes, over time. Intel, Microsoft, and Apple would not have had the
opportunity to garner massive profits from routine innovations had they not laid
the foundations with various breakthroughs. Conversely, a company that
introduces a disruptive innovation and cannot follow up with a stream of
improvements will not hold new entrants at bay for long.

Executives often ask me, “What proportion of resources should be directed to
each type of innovation?” Unfortunately, there is no magic formula. As with any
strategic question, the answer will be company specific and contingent on
factors such as the rate of technological change, the magnitude of the
technological opportunity, the intensity of competition, the rate of growth in
core markets, the degree to which customer needs are being met, and the
company’s strengths. Businesses in markets where the core technology is evolving
rapidly (like pharmaceuticals, media, and communications) will have to be much
more keenly oriented toward radical technological innovation—both its
opportunities and its threats. A company whose core business is maturing may
have to seek opportunities through business model innovations and radical
technological breakthroughs. But a company whose platforms are growing rapidly
would certainly want to focus most of its resources on building and extending
them.

Gustavo Brigante

In thinking strategically about the four types of innovation, then, the question
is one of balance and mix. Google is certainly experiencing rapid growth through
routine innovations in its advertising business, but it is also exploring
opportunities for radical and architectural innovations, such as a driverless
car, at its Google X facility. Apple is not resting on its iPhone laurels as it
explores wearable devices and payment systems. And while incumbent automobile
companies still make the vast majority of their revenue and profits from
traditional fuel-powered vehicles, most have introduced alternative-energy
vehicles (hybrid and all-electric) and have serious R&D efforts in advanced
alternatives like hydrogen-fuel-cell motors.


OVERCOMING THE PREVAILING WINDS

I liken routine innovation to a sports team’s home-field advantage: It’s where
companies play to their strengths. Without an explicit strategy indicating
otherwise, a number of organizational forces will tend to drive innovation
toward the home field.

Some years ago I worked with a contact lens company whose leaders decided that
it needed to focus less on routine innovations, such as adding color tints and
modifying lens design, and be more aggressive in pursuing new materials that
could dramatically improve visual acuity and comfort. After a few years,
however, little progress had been made. A review of the R&D portfolio at a
senior management meeting revealed that most of the company’s R&D expenditures
were going to incremental refinements of existing products (demanded by
marketing to stave off mounting short-term losses in share) and to process
improvements (demanded by manufacturing to reduce costs, which was, in turn,
demanded by finance to preserve margins as prices fell). Even worse, when R&D
finally created a high-performing lens based on a new material, manufacturing
could not produce it consistently at high volume, because it had not invested in
the requisite capabilities. Despite a strategic intent to venture into new
territory, the company was trapped on its home field.

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The root of the problem was that business units and functions had continued to
make resource allocation decisions, and each favored the projects it saw as the
most pressing. Only after senior management created explicit targets for
different types of innovations—and allocated a specific percentage of resources
to radical innovation projects—did the firm begin to make progress in developing
new offerings that supported its long-term strategy. As this company found,
innovation strategy matters most when an organization needs to change its
prevailing patterns.


MANAGING TRADE-OFFS

As I’ve noted, an explicit innovation strategy helps you understand which
practices might be a good fit for your organization. It also helps you navigate
the inherent trade-offs.

Consider one popular practice: crowdsourcing. The idea is that rather than
relying on a few experts (perhaps your own employees) to solve specific
innovation problems, you open up the process to anyone (the crowd). One common
example is when an organization posts a problem on a web platform (like
InnoCentive) and invites solutions, perhaps offering a financial prize. Another
example is open-source software projects, in which volunteers contribute to
developing a product or a system (think of Linux). Crowdsourcing has a lot of
merits: By inviting a vast number of people, most of whom you probably could not
have found on your own, to address your challenges, you increase the probability
of developing a novel solution. Research by my Harvard Business School colleague
Karim Lakhani and his collaborator Kevin Boudreau, of the London Business
School, provides strong evidence that crowdsourcing can lead to faster,
more-efficient, and more-creative problem-solving.

But crowdsourcing works better for some kinds of problems than for others. For
instance, it requires fast and efficient ways to test a large number of
potential solutions. If testing is very time-consuming and costly, you need some
other approach, such as soliciting a handful of solutions from just a few
experts or organizations. Similarly, crowdsourcing tends to work best for highly
modular systems, in which different problem solvers can focus on specific
components without worrying about others.

Crowdsourcing, like other innovation practices, involves trade-offs.

Crowdsourcing is not universally good or bad. It is simply a tool whose strength
(exploiting large numbers of diverse problem solvers) is a benefit in some
contexts (highly diffused knowledge base, relatively inexpensive ways to test
proposed solutions, modular system) but not in others (concentrated knowledge
base, expensive testing, system with integral architectures).

Another practice subject to trade-offs is customer involvement in the innovation
process. Advocates of “co-creation” approaches argue that close collaboration
with customers reveals insights that can lead to novel offerings. (See Venkat
Ramaswamy and Francis Gouillart, “Building the Co-Creative Enterprise,” HBR,
October 2010.) But others say that working too closely with customers will blind
you to opportunities for truly disruptive innovation. Steve Jobs was adamant
that customers do not always know what they want—the reason he cited for
eschewing market research.

Choosing a side in this debate requires the cold calculus of strategy. Corning’s
customer-centered approach to innovation is appropriate for a company whose
business strategy is focused on creating critical components of highly
innovative systems. It would be virtually impossible to develop such components
without tapping customers’ deep understanding of their system. In addition,
close collaboration enables Corning and its customers to mutually adapt the
component and the system. This is critical when subtle changes in the component
technology can affect the system, and vice versa.

But Corning’s demand-pull approach (finding customers’ highly challenging
problems and then figuring out how the company’s cutting-edge technologies can
solve them) is limited by customers’ imagination and willingness to take risks.
It also hinges on picking the right customers; if Corning doesn’t, it can miss a
market transformation.

A supply-push approach—developing technology and then finding or creating a
market—can be more suitable when an identifiable market does not yet exist. A
good example is the integrated circuit, invented in the late 1950s by Texas
Instruments and Fairchild Semiconductor. Both came up with the idea of putting
multiple transistors on a chip as a way to solve a reliability problem, not to
spawn smaller computers. In fact, with the exception of the military, there was
little demand for integrated circuits. Producers of computers, electronics
equipment, and telecommunications systems preferred discrete transistors, which
were cheaper and less risky. To help create demand, Texas Instruments invented
and commercialized another device: the handheld calculator.

FURTHER READING

The Ambidextrous Organization

Some pharmaceutical companies, including Novartis (for whom I’ve consulted),
explicitly shield their research groups from market input when deciding which
programs to pursue. They believe that given the long lead times of drug
development and the complexities of the market, accurate forecasts are
impossible. (See the 2008 HBS case study “Novartis AG: Science-Based Business,”
by H. Kent Bowen and Courtney Purrington.)

Again, the choice between a demand-pull and a supply-push approach involves
weighing the trade-offs. If you choose the former, you risk missing out on
technologies for which markets have not yet emerged. If you choose the latter,
you may create technologies that never find a market.

Similar trade-offs are inherent in choices about innovation processes. For
instance, many companies have adopted fairly structured “phase-gate” models for
managing their innovation processes. Advocates argue that those models inject a
degree of predictability and discipline into what can be a messy endeavor.
Opponents counter that they destroy creativity. Who is right? Both are—but for
different kinds of projects. Highly structured phase-gate processes, which tend
to focus on resolving as much technical and market uncertainty as possible early
on, work well for innovations involving a known technology for a known market.
But they generally do not allow for the considerable iteration required for
combinations of new markets and new technologies. Those uncertain and complex
projects require a different kind of process, one that involves rapid
prototyping, early experimentation, parallel problem-solving, and iteration.

Clarity around which trade-offs are best for the company as a whole—something an
innovation strategy provides—is extremely helpful in overcoming the barriers to
the kind of organizational change innovation often requires. People don’t resist
change because they are inherently stubborn or political but because they have
different perspectives—including on how to weigh the trade-offs in innovation
practices. Clarity around trade-offs and priorities is a critical first step in
mobilizing the organization around an innovation initiative.


THE LEADERSHIP CHALLENGE

Creating a capacity to innovate starts with strategy. The question then arises,
Whose job is it to set this strategy? The answer is simple: the most senior
leaders of the organization. Innovation cuts across just about every function.
Only senior leaders can orchestrate such a complex system. They must take prime
responsibility for the processes, structures, talent, and behaviors that shape
how an organization searches for innovation opportunities, synthesizes ideas
into concepts and product designs, and selects what to do.

There are four essential tasks in creating and implementing an innovation
strategy. The first is to answer the question “How are we expecting innovation
to create value for customers and for our company?” and then explain that to the
organization. The second is to create a high-level plan for allocating resources
to the different kinds of innovation. Ultimately, where you spend your money,
time, and effort is your strategy, regardless of what you say. The third is to
manage trade-offs. Because every function will naturally want to serve its own
interests, only senior leaders can make the choices that are best for the whole
company.

The final challenge facing senior leadership is recognizing that innovation
strategies must evolve. Any strategy represents a hypothesis that is tested
against the unfolding realities of markets, technologies, regulations, and
competitors. Just as product designs must evolve to stay competitive, so too
must innovation strategies. Like the process of innovation itself, an innovation
strategy involves continual experimentation, learning, and adaptation.

A version of this article appeared in the June 2015 issue of Harvard Business
Review.
Read more on Competitive strategy or related topics Innovation and Strategy
formulation
 * Gary P. Pisano is the Harry E. Figgie Jr. Professor of Business
   Administration at Harvard Business School and the author of Creative
   Construction: The DNA of Sustained Innovation (PublicAffairs, 2019).

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USE LIMITED DATA TO SELECT ADVERTISING

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EXPONENTIAL INTERACTIVE, INC D/B/A VDX.TV

Cookie duration: 90 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Users’ profiles, Device identifiers

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ROQ.AD GMBH

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Device identifiers, Authentication-derived identifiers, Device characteristics,
Precise location data

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ADMAXIM LIMITED

Cookie duration: 30 (days).

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INDEX EXCHANGE INC.

Cookie duration: 395 (days).

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addresses, Device identifiers, Device characteristics, Precise location data

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Cookie duration resets each session. Uses other forms of storage.


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QUANTCAST

Cookie duration: 396 (days).

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interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
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Cookie duration resets each session. Uses other forms of storage.


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BEESWAXIO CORPORATION

Cookie duration: 395 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Device identifiers, Device characteristics, Precise location data

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Cookie duration resets each session. Uses other forms of storage.


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SOVRN, INC.

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Users’ profiles, Device
characteristics

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Cookie duration resets each session. Uses other forms of storage.


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ADIKTEEV

Doesn't use cookies.

Data collected and processed: Non-precise location data, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics

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Uses other forms of storage.


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RTB HOUSE S.A.

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Users’ profiles, Device
identifiers, Device characteristics

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THE UK TRADE DESK LTD

Cookie duration: 3629 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Users’ profiles, Device identifiers, Authentication-derived identifiers, Device
characteristics, Precise location data

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Cookie duration resets each session. Uses other forms of storage.


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ADMETRICS GMBH

Doesn't use cookies.

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addresses, Device characteristics

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NEXXEN INC.

Cookie duration: 180 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Users’ profiles, Device identifiers, Device characteristics

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Cookie duration resets each session. Uses other forms of storage.


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EPSILON

Cookie duration: 184 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics

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Cookie duration resets each session. Uses other forms of storage.


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YAHOO EMEA LIMITED

Cookie duration: 397 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Users’ profiles, Device identifiers, Device characteristics, Precise location
data

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ADVENTORI SAS

Cookie duration: 90 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, IP addresses, Device identifiers,
Authentication-derived identifiers

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Cookie duration resets each session. Uses other forms of storage.


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TRIPLELIFT, INC.

Cookie duration: 90 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Users’ profiles, Device
identifiers, Authentication-derived identifiers, Device characteristics, Precise
location data

more

Cookie duration resets each session. Uses other forms of storage.


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XANDR, INC.

Cookie duration: 90 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Users’ profiles, Device
identifiers, Authentication-derived identifiers, Device characteristics, Precise
location data

more

Cookie duration resets each session. Uses other forms of storage.


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NEORY GMBH

Cookie duration: 90 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics

more

Cookie duration resets each session.


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NEXXEN GROUP LLC

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Privacy choices,
Probabilistic identifiers, IP addresses, Users’ profiles, Device identifiers,
Device characteristics

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Cookie duration resets each session.


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NEURAL.ONE

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Device characteristics

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Cookie duration resets each session. Uses other forms of storage.


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ADITION (VIRTUAL MINDS GMBH)

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers, Device
characteristics, Precise location data

more

Cookie duration resets each session.


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ACTIVE AGENT (VIRTUAL MINDS GMBH)

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers, Device
characteristics, Precise location data

more

Cookie duration resets each session.


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TABOOLA EUROPE LIMITED

Cookie duration: 366 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Users’ profiles, Device identifiers, Device characteristics

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Cookie duration resets each session. Uses other forms of storage.


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EQUATIV

Cookie duration: 396 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Users’ profiles, Device identifiers, Authentication-derived identifiers, Device
characteristics, Precise location data

more

Uses other forms of storage.


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ADFORM A/S

Cookie duration: 1 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
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MAGNITE, INC.

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Device identifiers, Device characteristics, Precise location data

more

Uses other forms of storage.


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RATEGAIN ADARA INC

Cookie duration: 730 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, IP addresses, Users’
profiles, Device identifiers, Authentication-derived identifiers, Device
characteristics

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SIFT MEDIA, INC

Doesn't use cookies.

Data collected and processed: Non-precise location data, IP addresses, Device
identifiers, Device characteristics, Precise location data

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RAKUTEN MARKETING LLC

Cookie duration: 730 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics

more

Cookie duration resets each session. Uses other forms of storage.


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LUMEN RESEARCH LIMITED

Doesn't use cookies.

Data collected and processed: Non-precise location data, Browsing and
interaction data, IP addresses, Device characteristics

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AMAZON AD SERVER

Cookie duration: 396 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Users’ profiles, Device
identifiers, Authentication-derived identifiers, Device characteristics

more

Cookie duration resets each session. Uses other forms of storage.


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OPENX

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Device identifiers, Device
characteristics

more

Cookie duration resets each session.


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YIELDLAB (VIRTUAL MINDS GMBH)

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, IP addresses, Users’
profiles, Device identifiers, Device characteristics, Precise location data

more

Cookie duration resets each session.


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ROKU ADVERTISING SERVICES

Cookie duration: 396 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics, Precise location
data

more

Cookie duration resets each session. Uses other forms of storage.


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SIMPLIFI HOLDINGS LLC

Cookie duration: 366 (days).

Data collected and processed: IP addresses, Device identifiers, Precise location
data

more

Uses other forms of storage.


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PUBMATIC, INC

Cookie duration: 90 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics, Precise location
data

more

Uses other forms of storage.


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COMSCORE B.V.

Cookie duration: 720 (days).

Data collected and processed: Browsing and interaction data, User-provided data,
Privacy choices, Probabilistic identifiers, IP addresses, Device identifiers,
Authentication-derived identifiers, Device characteristics

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Cookie duration resets each session. Uses other forms of storage.


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FLASHTALKING

Cookie duration: 730 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Users’ profiles, Device identifiers, Authentication-derived identifiers, Device
characteristics

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PULSEPOINT, INC.

Cookie duration: 365 (days).

Data collected and processed: IP addresses, Device identifiers, Device
characteristics

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Cookie duration resets each session. Uses other forms of storage.


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SMAATO, INC.

Cookie duration: 21 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, IP addresses, Users’
profiles, Device identifiers, Authentication-derived identifiers, Device
characteristics, Precise location data

more

Cookie duration resets each session. Uses other forms of storage.


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SEMASIO GMBH

Cookie duration: 366 (days).

Data collected and processed: Browsing and interaction data, Privacy choices, IP
addresses, Device identifiers

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CRIMTAN HOLDINGS LIMITED

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics, Precise location
data

more

Cookie duration resets each session.


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GENIUS SPORTS UK LIMITED

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Users’ profiles, Device identifiers, Authentication-derived identifiers, Device
characteristics

more

Cookie duration resets each session.


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CRITEO SA

Cookie duration: 390 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Users’ profiles, Device identifiers, Authentication-derived identifiers, Device
characteristics

more

Uses other forms of storage.


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ADLOOX SA

Doesn't use cookies.

Data collected and processed: Non-precise location data, Browsing and
interaction data, Probabilistic identifiers, IP addresses, Device identifiers,
Device characteristics

more

Uses other forms of storage.


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BLIS GLOBAL LIMITED

Cookie duration: 400 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics, Precise location
data

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Cookie duration resets each session. Uses other forms of storage.


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LOTAME SOLUTIONS, INC

Cookie duration: 274 (days).

Data collected and processed: Browsing and interaction data, User-provided data,
Privacy choices, Probabilistic identifiers, IP addresses, Users’ profiles,
Device identifiers, Authentication-derived identifiers, Device characteristics

more

Cookie duration resets each session. Uses other forms of storage.


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LIVERAMP

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Device identifiers,
Authentication-derived identifiers, Device characteristics

more

Cookie duration resets each session. Uses other forms of storage.


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GROUPM UK LIMITED

Cookie duration: 395 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Device identifiers, Authentication-derived identifiers, Device characteristics,
Precise location data

more

Cookie duration resets each session.


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LOOPME LIMITED

Cookie duration: 90 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers, Device
characteristics, Precise location data

more

Cookie duration resets each session. Uses other forms of storage.


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DYNATA LLC

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, IP addresses, Users’
profiles, Device identifiers, Authentication-derived identifiers, Device
characteristics

more

Cookie duration resets each session.


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ASK LOCALA

Doesn't use cookies.

Data collected and processed: Non-precise location data, Privacy choices, IP
addresses, Device identifiers, Device characteristics, Precise location data

more

Uses other forms of storage.


View details | Privacy policylaunch
Consent


NEAR INTELLIGENCE

Doesn't use cookies.

Data collected and processed: Non-precise location data, Browsing and
interaction data, IP addresses, Device identifiers, Device characteristics,
Precise location data

more

Uses other forms of storage.


View details | Privacy policylaunch
Consent


DOUBLEVERIFY INC.

Doesn't use cookies.

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Device characteristics

more




View details | Privacy policylaunch
Legitimate interesthelp_outline


BIDSWITCH GMBH

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Device identifiers, Authentication-derived identifiers, Device characteristics,
Precise location data

more

Cookie duration resets each session. Uses other forms of storage.


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Consent


IPONWEB GMBH

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, IP addresses, Device
identifiers, Authentication-derived identifiers, Device characteristics

more

Cookie duration resets each session. Uses other forms of storage.


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NEXTROLL, INC.

Cookie duration: 183 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, IP addresses, Users’
profiles, Device identifiers, Device characteristics

more

Cookie duration resets each session.


View details | Privacy policylaunch
Consent


TEADS FRANCE SAS

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Users’ profiles, Device identifiers, Device characteristics

more

Uses other forms of storage.


View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


STRÖER SSP GMBH (SSP)

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Users’ profiles, Device identifiers, Device characteristics

more

Uses other forms of storage.


View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


OS DATA SOLUTIONS GMBH & CO. KG

Cookie duration: 90 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers, Device
characteristics

more

Uses other forms of storage.


View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


PERMODO GMBH

Doesn't use cookies.

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Users’ profiles, Device
identifiers, Device characteristics

more

Uses other forms of storage.


View details | Privacy policylaunch
Consent


PLATFORM161 B.V.

Cookie duration: 396 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Users’ profiles, Device identifiers, Device characteristics, Precise location
data

more

Cookie duration resets each session. Uses other forms of storage.


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Consent


ADACADO TECHNOLOGIES INC. (DBA ADACADO)

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses

more

Cookie duration resets each session.


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Consent


BASIS GLOBAL TECHNOLOGIES, INC.

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Users’ profiles, Device
identifiers, Authentication-derived identifiers, Device characteristics, Precise
location data

more

Cookie duration resets each session.


View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


SMADEX, S.L.U.

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, User-provided data,
Privacy choices, Probabilistic identifiers, IP addresses, Users’ profiles,
Device identifiers, Device characteristics

more

Cookie duration resets each session.


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Consent


BOMBORA INC.

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


EASYMEDIA GMBH

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Users’ profiles, Device identifiers, Device characteristics, Precise location
data

more

Cookie duration resets each session.


View details | Storage details | Privacy policylaunch
Consent


REMERGE GMBH

Doesn't use cookies.

Data collected and processed: Non-precise location data, Browsing and
interaction data, IP addresses, Device identifiers, Device characteristics

more

Uses other forms of storage.


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ConsentLegitimate interesthelp_outline


ADVANCED STORE GMBH

Cookie duration: 365 (days).

Data collected and processed: Device identifiers

more

Cookie duration resets each session. Uses other forms of storage.


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ConsentLegitimate interesthelp_outline


MAGNITE CTV, INC.

Cookie duration: 366 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Device identifiers, Device characteristics, Precise location data

more




View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


DELTA PROJECTS AB

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics, Precise location
data

more




View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


USEMAX ADVERTISEMENT (EMEGO GMBH)

Cookie duration: 365 (days).

Data collected and processed: Users’ profiles

more

Cookie duration resets each session.


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Consent


EMETRIQ GMBH

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics

more

Cookie duration resets each session. Uses other forms of storage.


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Consent


PUBLICIS MEDIA GMBH

Cookie duration: 1825 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics

more

Cookie duration resets each session. Uses other forms of storage.


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Consent


M.D. PRIMIS TECHNOLOGIES LTD.

Cookie duration: 25 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Device identifiers, Device characteristics

more




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ConsentLegitimate interesthelp_outline


ONETAG LIMITED

Cookie duration: 396 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Device identifiers, Device
characteristics

more

Cookie duration resets each session. Uses other forms of storage.


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Consent


CLOUD TECHNOLOGIES S.A.

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Users’ profiles, Device
identifiers, Authentication-derived identifiers, Device characteristics

more

Cookie duration resets each session.


View details | Privacy policylaunch
Consent


SMARTOLOGY LIMITED

Doesn't use cookies.

Data collected and processed: IP addresses

more

Uses other forms of storage.


View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


IMPROVE DIGITAL

Cookie duration: 90 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics, Precise location
data

more

Cookie duration resets each session.


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ConsentLegitimate interesthelp_outline


ADOBE ADVERTISING CLOUD

Cookie duration: 365 (days).

Data collected and processed: Privacy choices, IP addresses, Device identifiers,
Authentication-derived identifiers

more




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ConsentLegitimate interesthelp_outline


BANNERFLOW AB

Cookie duration: 366 (days).

Data collected and processed: Non-precise location data, Privacy choices, IP
addresses, Device characteristics

more




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ConsentLegitimate interesthelp_outline


TABMO SAS

Doesn't use cookies.

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers, Device
characteristics, Precise location data

more

Uses other forms of storage.


View details | Privacy policylaunch
Consent


INTEGRAL AD SCIENCE (INCORPORATING ADMANTX)

Doesn't use cookies.

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Device characteristics

more




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Legitimate interesthelp_outline


WIZALY

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Authentication-derived
identifiers, Device characteristics

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policylaunch
Consent


WEBORAMA

Cookie duration: 393 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics

more

Uses other forms of storage.


View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


JIVOX CORPORATION

Cookie duration: 30 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Users’ profiles, Device
identifiers, Precise location data

more

Cookie duration resets each session.


View details | Storage details | Privacy policylaunch
Consent


SAGE+ARCHER BV

Doesn't use cookies.

Data collected and processed: Non-precise location data

more




View details | Privacy policylaunch
Consent


ON DEVICE RESEARCH LIMITED

Cookie duration: 30 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, IP addresses, Device identifiers, Device
characteristics, Precise location data

more




View details | Storage details | Privacy policylaunch
Consent


ROCKABOX MEDIA LTD

Doesn't use cookies.

Data collected and processed: Non-precise location data, Browsing and
interaction data, IP addresses, Device characteristics

more




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Legitimate interesthelp_outline


EXACTAG GMBH

Cookie duration: 180 (days).

Data collected and processed: Browsing and interaction data, Privacy choices, IP
addresses, Device identifiers, Authentication-derived identifiers, Device
characteristics

more

Cookie duration resets each session.


View details | Storage details | Privacy policylaunch
Consent


CELTRA INC.

Doesn't use cookies.

Data collected and processed: IP addresses, Device identifiers, Device
characteristics, Precise location data

more

Uses other forms of storage.


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ConsentLegitimate interesthelp_outline


MAINADV SRL

Cookie duration: 30 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, IP addresses, Device
identifiers, Device characteristics

more

Uses other forms of storage.


View details | Privacy policylaunch
Consent


GEMIUS SA

Cookie duration: 1825 (days).

Data collected and processed: Browsing and interaction data, Privacy choices,
Users’ profiles, Device identifiers, Device characteristics

more

Cookie duration resets each session. Uses other forms of storage.


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Consent


THE KANTAR GROUP LIMITED

Cookie duration: 914 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Device identifiers, Device
characteristics

more

Cookie duration resets each session. Uses other forms of storage.


View details | Privacy policylaunch
Consent


NIELSEN MEDIA RESEARCH LTD.

Cookie duration: 120 (days).

Data collected and processed: Browsing and interaction data, Privacy choices, IP
addresses, Device identifiers, Device characteristics

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


SOLOCAL SA

Cookie duration: 396 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, IP addresses, Users’
profiles, Device identifiers, Device characteristics, Precise location data

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


PIXALATE, INC.

Doesn't use cookies.

Data collected and processed: Non-precise location data, Browsing and
interaction data, IP addresses, Device identifiers, Device characteristics

more




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Consent


ORACLE ADVERTISING

Cookie duration: 180 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, IP addresses, Users’
profiles, Device identifiers, Authentication-derived identifiers, Device
characteristics

more

Uses other forms of storage.


View details | Storage details | Privacy policylaunch
Consent


NUMBERLY

Cookie duration: 180 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, IP addresses, Users’
profiles, Device identifiers, Authentication-derived identifiers, Device
characteristics

more

Cookie duration resets each session.


View details | Privacy policylaunch
Consent


AUDIENCEPROJECT APS

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


DEMANDBASE, INC.

Cookie duration: 730 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers, Device
characteristics, Precise location data

more

Cookie duration resets each session. Uses other forms of storage.


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Consent


EFFILIATION / EFFINITY

Cookie duration: 2 (days).

Data collected and processed: Device characteristics

more

Cookie duration resets each session. Uses other forms of storage.


View details | Privacy policylaunch
Consent


SEENTHIS AB

Doesn't use cookies.

Data collected and processed: IP addresses, Device characteristics

more




View details | Privacy policylaunch


COMMANDERS ACT

Cookie duration: 365 (days).

Data collected and processed: IP addresses, Device identifiers

more




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Consent


TRAVEL AUDIENCE GMBH

Cookie duration: 397 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Probabilistic identifiers, IP addresses, Users’ profiles,
Device identifiers, Authentication-derived identifiers, Device characteristics,
Precise location data

more

Cookie duration resets each session. Uses other forms of storage.


View details | Privacy policylaunch
Consent


HUMAN

Doesn't use cookies.

Data collected and processed: Non-precise location data, Probabilistic
identifiers, IP addresses, Device identifiers, Device characteristics

more




View details | Privacy policylaunch
Legitimate interesthelp_outline


ADLUDIO LTD.

Doesn't use cookies.

Data collected and processed: Device characteristics

more




View details | Privacy policylaunch
Consent


BLENDEE SRL

Cookie duration: 366 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, IP addresses, Users’
profiles, Device identifiers, Authentication-derived identifiers, Device
characteristics

more

Cookie duration resets each session. Uses other forms of storage.


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Consent


INNOVID LLC

Cookie duration: 90 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Device identifiers, Device
characteristics

more

Cookie duration resets each session.


View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


PAPIRFLY AS

Doesn't use cookies.

Data collected and processed: Device characteristics

more




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Legitimate interesthelp_outline


NEUSTAR, INC., A TRANSUNION COMPANY

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics

more

Cookie duration resets each session. Uses other forms of storage.


View details | Privacy policylaunch
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VERVE GROUP EUROPE GMBH

Doesn't use cookies.

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, IP addresses, Users’
profiles, Device identifiers, Authentication-derived identifiers, Device
characteristics, Precise location data

more

Uses other forms of storage.


View details | Privacy policylaunch
Consent


OTTO (GMBH & CO KG)

Cookie duration: 365 (days).

Data collected and processed: Browsing and interaction data, User-provided data,
Privacy choices, IP addresses, Users’ profiles, Device identifiers

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


ADOBE AUDIENCE MANAGER, ADOBE EXPERIENCE PLATFORM

Cookie duration: 180 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers,
Authentication-derived identifiers, Device characteristics, Precise location
data

more

Cookie duration resets each session.


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Consent


LOCALSENSOR B.V.

Doesn't use cookies.

Data collected and processed: Non-precise location data, Privacy choices, IP
addresses, Device identifiers, Device characteristics, Precise location data

more

Uses other forms of storage.


View details | Privacy policylaunch
Consent


ONLINE SOLUTION

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers, Device
characteristics, Precise location data

more

Cookie duration resets each session. Uses other forms of storage.


View details | Privacy policylaunch
Consent


RELAY42 NETHERLANDS B.V.

Cookie duration: 730 (days).

Data collected and processed: Browsing and interaction data, User-provided data,
Privacy choices, Probabilistic identifiers, IP addresses, Users’ profiles,
Device identifiers, Device characteristics

more




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Consent


GP ONE GMBH

Cookie duration: Uses session cookies.

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, IP addresses, Device
characteristics

more

Uses other forms of storage.


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ConsentLegitimate interesthelp_outline


THE MEDIAGRID INC.

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Device identifiers, Device characteristics, Precise location data

more

Cookie duration resets each session. Uses other forms of storage.


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Consent


MINDTAKE RESEARCH GMBH

Cookie duration: 180 (days).

Data collected and processed: Browsing and interaction data, Probabilistic
identifiers, IP addresses, Users’ profiles, Device identifiers, Device
characteristics

more

Uses other forms of storage.


View details | Privacy policylaunch
Consent


CINT AB

Cookie duration: 730 (days).

Data collected and processed: Browsing and interaction data, Privacy choices, IP
addresses, Device identifiers, Device characteristics

more




View details | Privacy policylaunch
Consent


GOOGLE ADVERTISING PRODUCTS

Cookie duration: 396 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, IP addresses, Users’
profiles, Device identifiers, Authentication-derived identifiers, Device
characteristics

more

Uses other forms of storage.


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GFK GMBH

Cookie duration: 730 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, User-provided data, Privacy choices, IP addresses, Users’
profiles, Device identifiers, Authentication-derived identifiers, Device
characteristics

more

Uses other forms of storage.


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Consent


REVJET

Cookie duration: 730 (days).

Data collected and processed: Non-precise location data, Privacy choices, IP
addresses, Users’ profiles, Device identifiers

more

Cookie duration resets each session.


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Consent


PROTECTED MEDIA LTD

Doesn't use cookies.

Data collected and processed: Browsing and interaction data, Probabilistic
identifiers, IP addresses, Device identifiers, Device characteristics

more




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Legitimate interesthelp_outline


CLINCH LABS LTD

Cookie duration: 730 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, Probabilistic identifiers, IP addresses,
Users’ profiles, Device identifiers, Device characteristics

more

Cookie duration resets each session.


View details | Privacy policylaunch
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ORACLE DATA CLOUD - MOAT

Doesn't use cookies.

Data collected and processed: Non-precise location data, IP addresses

more




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Legitimate interesthelp_outline


HEARTS AND SCIENCE MÜNCHEN GMBH

Cookie duration: 60 (days).

Data collected and processed: IP addresses

more

Cookie duration resets each session.


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Consent


AMAZON ADVERTISING

Cookie duration: 396 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Users’ profiles, Device
identifiers, Authentication-derived identifiers, Device characteristics

more

Cookie duration resets each session. Uses other forms of storage.


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Consent


MOLOCO, INC.

Cookie duration: 730 (days).

Data collected and processed: Non-precise location data, IP addresses, Device
identifiers, Device characteristics

more

Cookie duration resets each session. Uses other forms of storage.


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ADTRIBA GMBH

Cookie duration: 730 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Privacy choices, IP addresses, Device identifiers,
Authentication-derived identifiers, Device characteristics

more

Cookie duration resets each session.


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Consent


OBJECTIVE PARTNERS BV

Cookie duration: 90 (days).

Data collected and processed: Device identifiers

more

Cookie duration resets each session.


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Consent


ENSIGHTEN

Cookie duration: 1825 (days).

Data collected and processed: Browsing and interaction data, Privacy choices, IP
addresses, Device identifiers, Device characteristics

more

Cookie duration resets each session.


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Legitimate interesthelp_outline


EBAY INC

Cookie duration: 90 (days).

Data collected and processed: Privacy choices, IP addresses, Device
characteristics

more




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Consent


HURRA COMMUNICATIONS GMBH

Cookie duration: 366 (days).

Data collected and processed: Non-precise location data, Browsing and
interaction data, Probabilistic identifiers, IP addresses, Device identifiers,
Authentication-derived identifiers, Device characteristics, Precise location
data

more

Cookie duration resets each session.


View details | Storage details | Privacy policylaunch
Consent

Ad partners

help_outline


GSKINNER

Privacy policylaunch
Consent


AKAMAI

Privacy policylaunch
Consent


FACEBOOK

Privacy policylaunch
Consent


AUNICA

Privacy policylaunch
Consent


BOOKING.COM

Privacy policylaunch
Consent


C3 METRICS

Privacy policylaunch
Consent


IBM

Privacy policylaunch
Consent


EVIDON

Privacy policylaunch
Consent


CUBED

Privacy policylaunch
Consent


OPTOMATON

Privacy policylaunch
Consent


INTELLIAD

Privacy policylaunch
Consent


ANALIGHTS

Privacy policylaunch
Consent


DSTILLERY

Privacy policylaunch
Consent


MEDIAMATH

Privacy policylaunch
Consent


ZMS

Privacy policylaunch
Consent


DENTSU AEGIS NETWORK

Privacy policylaunch
Consent


IGNITION ONE

Privacy policylaunch
Consent


OMNICOM MEDIA GROUP

Privacy policylaunch
Consent


DIGISEG

Privacy policylaunch
Consent


RESONATE

Privacy policylaunch
Consent


SOJERN

Privacy policylaunch
Consent


HAENSEL AMS

Privacy policylaunch
Consent


BDSK HANDELS GMBH & CO. KG

Privacy policylaunch
Consent


TRADEDOUBLER AB

Privacy policylaunch
Consent


TRUSTARC

Privacy policylaunch
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TRUEFFECT

Privacy policylaunch
Consent


MARKETING SCIENCE CONSULTING GROUP, INC.

Privacy policylaunch
Consent


DENTSU

Privacy policylaunch
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ESSENS

Privacy policylaunch
Consent


TRAVEL DATA COLLECTIVE

Privacy policylaunch
Consent


ADVOLUTION.CONTROL

Privacy policylaunch
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WIDESPACE

Privacy policylaunch
Consent


LIFESTREET

Privacy policylaunch
Consent


VIMEO

Privacy policylaunch
Consent


BATCH MEDIA

Privacy policylaunch
Consent


VODAFONE GMBH

Privacy policylaunch
Consent


MAGNITE

Privacy policylaunch
Consent


SCENESTEALER

Privacy policylaunch
Consent


NETQUEST

Privacy policylaunch
Consent


MANAGE.COM

Privacy policylaunch
Consent


CLOUDFLARE

Privacy policylaunch
Consent


SALESFORCE DMP

Privacy policylaunch
Consent


HAVAS MEDIA FRANCE - DBI

Privacy policylaunch
Consent


NETFLIX

Privacy policylaunch
Consent


MACROMILL GROUP

Privacy policylaunch
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EBUILDERS

Privacy policylaunch
Consent


APPLOVIN CORP.

Privacy policylaunch
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NANO INTERACTIVE

Privacy policylaunch
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FRACTIONAL MEDIA

Privacy policylaunch
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RACKSPACE

Privacy policylaunch
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LIFTOFF

Privacy policylaunch
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MSI-ACI

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