The company has also attracted new partners like AOL, Examiner.com, The New York Times, Bloomberg, TMZ, USA Today and Time Inc. by positioning itself as the "anti-Google." As Singolda puts it, if you know what you want to see, type it into Google and they'll serve you just that.
"We are generating a significant amount of revenue from their links of our videos on their pages," said John Cantarella, president of Time Inc.'s Digital, News & Sports Group, of the year-long relationship the publisher has had with Taboola. "It's clear to us that their algorithms learn what consumers like to watch. That in turn helps us serve up content based on that."
Cantarella added, "Secondly, like all publishers we have recognized that content doesn't just live on our owned sites, we've gotten a great deal of traction from Taboola's distribution. Both in terms of promoting videos on our site and giving them a life elsewhere has come at just the right time for us, as we plan to ramp up our video production."
In terms building an audience for its distributed videos, Taboola's approach is fairly straightforward, recognizing that web surfing is a different process than TV channel surfing. Web users like the act of being sucked in to something that hadn't considered previously, particularly when it comes to snackable, short form content presented in a small box with an attention-grabbing image and a curiosity-stoking headline like "Record-Breaking Burmese Python Caught In The Everglades" or "Clever Frog Makes Leaf Umbrella" or "Don't Eat These Foods Before Bedtime."
This kind of impulse-driven approach may not seem like the kind of "premium" high production value sort of video that AOL promoted during its NewFront presentation this past spring, when it rolled out the red carpet for the like of Sex In the City's Sarah Jessica Parker and other celebs who are producing their own video programs. But those marquee video series obviously make up a fraction of AOL's video inventory.
As such, Taboola's business model is strictly based on biddable, cost-per-click performance.
"We love CPC because it is directly related to marketers' KPIs," Singolda said. "With a CPM model doesn't work for the majority of online video content, which is very fragmented. Marketers aren't going to pay in advance, but they don't know what's going get the traffic. We promise to connect content to users by building an audience as opposed to taking an audience and building content for it, like with TV."
The appeal of CPC is that you know whether the content and the ad resonated fairly immediately and clearly. But as TV and online video converge, that prospect would seem to get trickier. But Singolda dismissed the idea that TV will drastically transform the way online business models work. Instead, he believes performance-based models will hold the greater influence, particularly as the buyers and sellers struggle over metrics.
"Gross ratings points for online make TV buyers comfortable, because it is so familiar to them," Singolda said. "And other metrics that are being talked about a lot, like viewability, also will help clarify brand awareness and engagement. Ultimately, as the $80 billion TV ad market moves closer to the $4 billion online video market, more metrics will emerge. It will have to because online video is much more vast and differentiated than TV. One-size metrics will not fit. It will have to be a combination and a choice what to use. Part of our goal is to make those choices easier to make."