Transforming the model for media revenue

Advertisers don’t want to ‘pick and choose’ from a menu. They want help solving problems and providing incremental value. That means creating solutions that align with advertisers’ goals and measurable outcomes, rather than just offering available inventory.”

Todd Handy is a growth architect and transformation strategist who’s helped reshape the digital media, AdTech and SaaS landscapes.

The “SaaS-ification of Media” isn’t about turning media companies into software companies. It’s about reshaping how media organizations package, price, sell and support their offerings, so they can build advertiser relationships that grow over time instead of resetting every month.

Here’s what that looks like in practice:

From campaigns to programs

Instead of selling one-off packages or limited-time promotions, media companies must begin offering monthly advertiser opportunities — recurring packages that combine consistent exposure, optimization and value delivery.

These can be tiered (Silver/Gold/Platinum), outcome-based (branding, direct response, lead generation) or bundled (display + newsletter + branded content). The key is that they’re designed to continue, not conclude.

 From product menus to packaged solutions

Advertisers don’t want to “pick and choose” from a menu. They want help solving problems and providing incremental value. That means creating solutions that align with advertisers’ goals and measurable outcomes, rather than just offering available inventory.

SaaS companies are masters at bundling features into tiers that reflect increasing value. Media companies can do the same: packaging ad placements, creative services, data reporting and even branded content into clear, easy-to-renew programs.

From fulfillment to customer success

In the SaaS world, retention isn’t left to chance. A defined Customer Success (CS) function manages onboarding, proactively checks in, runs monthly business reviews (MBRs)/quarterly business reviews (QBRs) and drives upsell and renewal opportunities.

Local media organizations should be doing the same. It’s not enough to deliver impressions; you must provide outcomes (see “Digital CNA” below). That requires being a partner, not just a provider.

From one-time revenue to MRR/ARR

The goal isn’t just to increase top-line revenue; it’s to stabilize and grow predictable, compounding revenue (at higher margins due to reduced acquisition costs over time, more efficient operations, less frantic short-term selling). That means measuring and optimizing Monthly Recurring Revenue (MRR) and Annual Recurring Revenue (ARR) from advertisers, rather than just focusing on “this month’s digital budget” or “pacing and pending.”

When you shift to this model, you begin to:

• Reduce pressure on new business every month (or, if you keep driving new business, you supercharge your revenue growth).
• Improve revenue forecasting (the CFO doesn’t need bi-monthly revenue forecasts from each Market Manager).
• Increase advertiser LTV.
• Identify expansion opportunities within existing accounts.
• Build a base of loyal, success-driven advertisers.

Stop selling ad space; Start selling success.

Using the ‘Digital CNA’

A critical component of shifting to customer success and outcome-based selling is a strong “client needs analysis.” Media companies have invested time and significant expense in training their sellers to conduct what can be, at times, exhaustive CNAs. My “Digital CNA” framework, honed over 16 years, provides a clear path for media sellers to focus on advertiser goals. I train media sellers focused on selling digital to use only four questions, designed to understand what the advertiser’s desired outcomes are and to build campaigns intended to deliver those outcomes. Here it is:

1. Who are you trying to reach? Demographic, firmographic, other targeting criteria?
2. What do you want them to do? Click a banner ad, call a phone number, download a piece of content, or visit a brick-and-mortar location?
3. How are you going to measure that? CTR, # of attributable inbound calls, email open rate and content downloads, attributable foot traffic?
4. What’s the return you’re realistically looking for on the cost of this campaign? If you spend $1 with me and only make $1, that isn’t good for your business. If you spend $1 with me and expect to make $1,000, that may not be good for my business. Can we agree that if for every $1 you spend with me, I can deliver > $2-$3 (or more), this might be a good investment for your business? What’s the return on your other business investments, and how does this compare?

This is the new model for media revenue. It’s not only possible; it’s beginning. Local publishers who adopt this mindset will not only retain more advertisers but also grow more efficiently and build long-term enterprise value.

In the next article, we’ll discuss the exact metrics that power this model, and how to start tracking them now.

Todd Handy is a growth architect and transformation strategist who’s helped reshape the digital media, AdTech and SaaS landscapes. He’s led revenue, marketing, customer success, operations and transformation for companies, including Deseret Digital Media, Beasley Media Group, MarketStar and Tout. As founder of Disruptive Impact, he partners with companies to reinvent their business models using proven frameworks and dual transformation principles. A frequent keynote speaker and LMA board member, Todd offers fractional leadership and advisory services to drive measurable, recurring revenue growth. Reach him at todd@disruptiveimpact.co.