Privacy Policy

Revised: February 24, 2012

Your privacy is very important to us. We have prepared this Privacy Policy to explain how we collect, use protect, and share information and data when you use the FatTail Web site (“Site”) or FatTail services (“Services”). This Privacy Policy
also explains your choices for managing your information preferences, including opting out of certain uses of your Personal Information. By using the Site or Services you consent to this Privacy Policy.

Managing Your Information Preferences

You can always review, correct, update, or delete your Personal Information.

You can opt out of receiving certain e-mails from us by e-mailing us at privacy@

E-mail publications from our advertiser and e-mail newsletter publisher clients are sent only to people who have consented to receive that particular e-mail publication or mailing from the client. If at any time you would like to end a subscription
to an e-mail publication or mailing, you can follow either the directions posted at the end of the e-mail publication or mailing, or, where applicable, the directions at the particular client’s Web site.

If you have questions or concerns regarding this Privacy Policy, please e-mail us at privacy@

Information We Collect

Personal Information

In the course of advertisement delivery, FatTail does not collect any Personal Information. We only collect information that personally identifies you, such as your name, address, e-mail, and other personally identifiable information that
you choose to provide us with or that one of our clients has provided us with in order to use our Services (“Personal Information”). For e-mail publications from our clients, e-mail addresses may be joined with the information provided at
our client’s Web site and may be augmented with other data sources. However, FatTail does not link e-mail addresses to any other Web browsing activities or clickstream data.

Usage Data

We collect anonymous data about users of our Site and Services (“Usage Data”). For example, each time you use the Site we automatically collect the type of Web browser you use, your operating system, your Internet Service Provider, your IP
address, the pages you view, and the time and duration of your visits to the Site. We also collect data regarding whether you responded to an ad delivered. This anonymous information, however, does not identify any specific person. We use
Usage Data to improve the quality of our Site and Services and to measure ad effectiveness on behalf of FatTail’s advertiser and e-mail newsletter publisher clients who specifically request it.

Cookies and Web Beacons

We use cookies (a small text file placed on your computer to identify your computer and browser). We also use Web beacons (an electronic file placed on a Web site that monitors usage). We use cookies and Web beacons to improve the experience
of the Site and Services. We do not use cookies or Web beacons to collect Personal Information. Most Web browsers are initially set up to accept cookies. You can reset your Web browser to refuse all cookies or to indicate when a cookie is
being sent. However, certain features of the Site or Services may not work if you delete or disable cookies. Some of our Service Providers may use their own cookies and Web beacons in connection with the services they perform on our behalf.

How We Use Information and When We May Share Information


We use Personal Information for internal purposes only, such as providing you with the Site and Services, to improve the Site and Services, to notify you of new products or Services, and to otherwise communicate with you about FatTail, the
Site, and the Services. We will not disclose Personal Information to third parties without your consent, except as explained in this Privacy Policy.

We may disclose to third parties, certain Usage Data regarding the Site and Services. However, in such cases, your Usage Data is aggregated with Usage Data of others and does not identify you individually.

Service Providers

From time to time, we may establish a business relationship with other businesses whom we believe trustworthy and who have confirmed that their privacy practices are consistent with ours (“Service Providers”). For example, we may contract
with Service Providers to provide certain services, such as hosting and maintenance, data storage and management, and marketing and promotions. We only provide our Service Providers with the information necessary for them to perform these
services on our behalf. Each Service Provider must agree to use reasonable security procedures and practices, appropriate to the nature of the information involved, in order to protect Personal Information from unauthorized access, use or
disclosure. Service Providers are prohibited from using Personal Information other than as specified by FatTail.

Other Transfers

We may share Personal Information and Usage Data with businesses controlling, controlled by, or under common control with FatTail. If FatTail is merged, acquired, or sold, or in the event of a transfer of some or all of our assets, we may
disclose or transfer Personal Information and Usage Data in connection with such transaction. You will have the opportunity to opt out of any such transfer if, in our discretion, the new entity plans to handle your information in a way that
differs materially from this Privacy Policy.

Compliance with Laws and Law Enforcement

FatTail cooperates with government and law enforcement officials and private parties to enforce and comply with the law. We may disclose Personal Information and any other information about you to government or law enforcement officials or
private parties if, in our discretion, we believe it is necessary or appropriate in order to respond to legal requests (including court orders and subpoenas), to protect the safety, property or rights of FatTail or of any third party, to
prevent or stop any illegal, unethical, or legally actionable activity, or to comply with the law.


FatTail recognizes the importance of safeguarding the confidentiality of your Personal Information. Accordingly, we maintain physical, electronic, and procedural safeguards to protect the confidentiality and security of information transmitted
to us. However, no data transmission over the Internet or other network can be guaranteed to be 100% secure. As a result, while we strive to protect information transmitted on or through the Site or Services, we cannot and do not guarantee
the security of any information you transmit on or through the Site or Services, and you do so at your own risk.

Links To Other Web Sites

Our Site and Services may contain links to other Web sites, or allow others to send you such links. A link to a third party’s Web site does not mean that we endorse it or that we are affiliated with it. We do not exercise control over third-party
Web sites. You access such third-party Web sites or content at your own risk. You should always read the privacy policy of a third-party Web site before providing any information to the Web site.

Children’s Privacy

We do not knowingly collect Personal Information from children under the age of 13. If we become aware that we have inadvertently received Personal Information from a child under the age of 13, we will delete such information from our records.

European Union Residents

For European Union and Swiss Residents, if you choose to provide us with your Personal Information, you consent to the transfer and storage of that information on our servers located in the United States.

FatTail adheres to the US-EU Safe Harbor and US-Swiss Safe Harbor Privacy Principles of Notice, Choice, Onward Transfer, Security, Data Integrity, Access and Enforcement, and is registered with the U.S. Department of Commerce’s Safe Harbor

Any questions or concerns regarding the use or disclosure of your information should be directed to FatTail by e-mailing us at privacy@ We will investigate and attempt to resolve complaints and disputes regarding use and disclosure
of your information in accordance with this Privacy Policy. European Union and Swiss Residents, if your complaints cannot be resolved, we have agreed to participate in the dispute resolution procedures of the American Arbitration Association
pursuant to the US-EU Safe Harbor and US-Swiss Safe Harbor Privacy Principles.

Privacy Policy Changes

From time to time, we may change this Privacy Policy. If we decide to change this Privacy Policy, we will inform you by posting the revised Privacy Policy on the Site. Those changes will go into effect on the Revision Date shown in the revised
Privacy Policy. Your continued use of our Site or Services constitutes your consent to the revised Privacy Policy.
privacy policy © 2016 FatTail, Inc. All rights reserved

Beyond DSM: What’s More Comfortable Than Your Comfort Zone?

Order Management

Viewing posts from the Order Management category

Beyond DSM: What’s More Comfortable Than Your Comfort Zone?


If you’re a client of DoubleClick Sales Manager, surely you’re aware of Google’s plans to put DSM to bed. As the company told clients in a memo earlier in the summer, Google was ceasing development on DSM immediately, and planned to retire it for good in July 2019.

Judging from what we’ve seen in the ad trades and in online forums, it looks like a lot of folks who’d be affected by the deprecation aren’t aware of very much beyond that. There’s a lot of uncertainty about what publishers are supposed to do without DSM. And frankly, there’s plenty of fear of the unknown.

The fear is understandable. DSM has held onto about half of the market for sales management services over the course of 10 years. It offered a convenient solution for anyone using DFP for an ad server. With DSM gone, publishers will be looking at new vendors, new integrations—as if they didn’t have enough partners to manage.

But the fear is also unwarranted. DSM got by, and assuredly earned its share of the market, from its familiarity and proximity to DFP. It was fine for getting the order into the ad server. But it was never the most customizable sales management tool out there, nor the most robust. Let’s get over the fear right away. DSM clients have less than two years to make the jump to another tech provider, and what they’re jumping toward is likely to be better than what they had.

Google had launched DSM in the first place because it was already operating an ad server. It’s sunsetting DSM in part because every publisher has a different set of needs, and Google wasn’t interested in customizing. Meanwhile, there are tech providers out on the marketplace whose forte really is complexity. A lot of publishers haven’t really been aware of the kind of customization and attention to detail they could get from a sales management partner. They never needed to reach out and explore beyond their comfort zone with DSM. Now that they do need to reach out, they’re about to discover that the other options available are in reality a lot more comfortable.

Let’s not give Google too hard of a time here. Getting the order in the ad server seamlessly is crucial. But DSM was mainly focused on ad trafficking, and publishers ought to expect and demand more of a sales management provider. More to the point, publishers have an opportunity now to think beyond simple sales or order management, and think in terms of revenue management.

The revenue management process brings together sales enablement, yield management and workflow automation in a single platform.  Extending beyond order management, revenue management helps publishers drive advertising revenue and optimize the value of their inventory through direct and automated channels, simply and efficiently.

Current DSM publishers can look forward to a brighter future for sales, order and overall revenue management than what Google has offered them. And really, they should start moving toward it as soon as possible. It can seem easy enough to keep trundling along until Google pulls the plug on DSM, but two years passes very quickly in the business world. Push it off to next quarter? Good luck—DSM has only eight quarters of life left. Before you find yourself at the absolute end of the DSM line, start conversations with sales management vendors now.

Devote time and thought to these conversations, because choosing a sales management platform that aligns with your individual needs should not be a hasty decision. Google’s memo to DSM clients recommended a few such vendors by name, citing them as working well with DFP. Google’s endorsement aside, a relatively small number of vendors have been in the market long enough to accumulate the features necessary to serve a wide variety of publishers. Expect that the most reputable and mature sales management vendors will have a substantial influx of projects to fulfill. In your conversations with these vendors, think about how their tools can benefit your overall business, not just your ability to traffic ads. Chances are you’ll find a solution that suits your current needs, and that can work with you going forward to customize their offering for your evolving needs.

It may look like an inconvenience right now, but Google is doing publishers a service by sunsetting DSM. There’s no reason to fear taking the leap into the unknown—there’s a lot there that’s worth knowing.

To learn about the leading revenue management system, AdBook+, visit


AUTHOR BIO – Doug Huntington

As Chief Executive Officer, Doug leads FatTail’s strategic direction. He has more than two decades of leadership experience in the enterprise software sector. Prior to FatTail, Doug had run two global financial trading software companies, both of which were successfully sold to public companies. He has been an active member of the Southern California venture community serving as Chairman of the software investment committee for both Maverick Angels and the Keiretsu Forum and has been an investor in and advisor to several early stage companies.

Doug holds a degree in Economics from University of California Los Angeles and lives in Los Angeles with his wife and two children.

The Seven Question Itch

In the classic film The Seven Year Itch, Tom Ewell plays a publishing executive vexed by fantasies involving women other than his wife. These reveries culminate in an iconic scene in which Marilyn Monroe—who spends the duration of the film innocently in search of working A/C—has her skirt blown up while standing over a subway grate. The title of the film comes, of course, from the pop psych concept that happiness in a marriage devolves after the first seven years.

In evaluating the marriage you have to your processes and tech stack, it’s important to take an honest look and ask what’s working, and what isn’t. We put some questions together to help you reach an answer: seven if you don’t currently have an OMS, and seven if you do.

I do not currently have an OMS

Some common pain points

1.       Are your teams entering the same data across multiple systems and spreadsheets in order to plan campaigns, schedule orders, and collect data for billing?

2.       Do you have issues with undersell/oversell of your display media offerings?

3.       Are your sales reps creating ad products which are hard or impossible for traffickers to deliver?

4.       Are scheduling conflicts with your sponsorship products a constant headache?

5.       Do deviations from rate cards by sellers compromise margins?

6.       Do you lack consolidated reporting across all of your advertising business?

7.       Are you having trouble closing out your books at the end of the month due to disparate fulfillment sources (1P/3P delivery)?

I currently have an OMS

 Some competitive differentiators against other platforms in our class

1.       Is a lack of a two-way order sync between your Salesforce and OMS environments compromising data integrity?

2.       Does your current OMS lack the integration points that you require with your ad server?

3.       Are you unable to receive real-time inventory availability information against key value settings on DFP line items?

4.       Are your users unsatisfied with a clunky and difficult-to-use UI?

5.       Is your current OMS not able to support the scale of your business in terms of complexity, volume, deal flow, user counts, or otherwise?

6.       Will the product vision and roadmap for your OMS solve real-world problems for you and your industry peers?

7.       Do you consider your OMS a true Revenue Management platform where you can manage the end-to-end process for both direct and indirect sales? 

The ever-shifting landscape of digital media requires the ability to scale and evolve. If the solutions you have in place to manage your revenue streams don’t allow you to do these two things, you may find yourself up the creek without a paddle, just like Ricky Sherman.

 Give us a call if you’ve got “The Seven Question Itch”! Contact Richard Letaw 818-615-0380×112 and rletaw@

FatTail ( Founded in 2001, FatTail provides integrated media sales, operations, finance, and marketplace solutions. Our advertising management platform, AdBook, is used by many of the world’s leading publishers to streamline and control the entire advertising lifecycle from proposal creation through billing. It includes integrations to leading ad serving, CRM, financial, business intelligence, and demand-side systems.

What Is Order Management?

What is Order Management? The short answer is a lot more than order management.

Before an order becomes even a twinkle in a publisher’s eye, a sales person somewhere has to whisper a “good idea” into an advertiser’s ear about what to buy and what to pay. Unfortunately, most “good ideas” are not easy to come by without considerable forethought and enabling technology.  There are thousands—if not hundreds of thousands—of placement options to choose from, and pricing is in most cases arbitrary, and not tied to actual supply and demand.

The journey of spawning an order actually begins with the drudgery of self-grooming including, but not limited to product classification, inventory allocation and pricing.  Though seemingly mundane, done right and with the right technology, these can become extraordinarily powerful levers, systematically pushed and pulled to maximize yield and enhance ad performance, something particularly useful against the backdrop of highly fluid market conditions.

With these and other foundational elements in place, sales people are empowered to do what it is they do best: cultivate relationships and produce orders. The good ones distinguish themselves from other suitors by using data to support their clients’ buying decisions. And to the extent this data can be accessed where they live, in their CRM, at the point of sale, so much the better. The really good ones arm themselves with system-induced placement recommendations designed to optimize campaign results. One would be hard pressed to find a single successful sales person who doesn’t value being well-prepared in making client advances, or a sales prospect who doesn’t appreciate being fawned over with timely, high quality proposals. For buyers so inclined, there is even the advertising equivalent to Tinder, aimed at helping them quickly discover inventory of interest and discard that which is not, all without actually having to talk to anyone.

Even after an advertiser becomes smitten with a particular sales person’s proposition, a whole lot of steps have to happen with just the right sequencing and timing to consummate the relationship.  This is sort of a ritualistic dance each publisher performs in its own unique way to ensure institutional controls are being followed to mitigate business risks, fulfill contractual commitments, and accurately report revenue.

Only after the last approval is made and customer signoff is received is a new order finally born into the world, to be pushed into the ad server and lovingly “managed” to maturity.

So maybe the better answer is Order Management is also revenue management, offer management and business process management.