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But I do want to emphasize that we have never claimed to be a bellwether of the economy or of advertising yet. And what I mean by that is, I think a lot of times people look at our performance and say, how is this so different than everybody else’s? And what is often happening is, we are winning because of those secular tailwinds and because programmatic is growing share and because digital is growing share and meanwhile it is possible to have some macroeconomic headwinds in our face and have a secular tailwind of CTV and all the things I just talked about that, that overshadow that.
And I think what we are seeing right now is just an amazing trend, which is that, that CTV in particular is extremely competitive. It’s also extremely effective. And so, as people are looking for alternatives to walled gardens they are looking to companies like us, who can give them objectivity to buy across all these fragmented places. Many of the smaller walled gardens, I think are especially under pressure. And as I’ve said, I think CTV can be the thing that brings down the walled gardens. But that’ll start with those that are smallest.
So, I think often, we’re being compared to walled gardens of various sizes, and I don’t necessarily think that the fair comparison, and of course, I think we’re also in anomaly from the macro. So, hopefully that par is out all those things, but I’m really proud of what we did in Q2 and really optimistic about our Q3.
这是分析师对comcast的Q，我觉得同样适用于ROKU——Are you taking share from digital or is it a share shift from linear?
One other, you also had asked about more ways more ways to watch, other factors than our UI that's causing more engagement. And I think it is worth noting that we have been putting a lot more emphasis recently on, on driving engagement on our platform. We have created a whole new team. We hired a new executive that's focused on improving, improving, engagement, and there's a lot of low hanging food there. So that is an area that we are also continuing to focus on in terms of performance advertising.
Yeah. That's still a focus for us. We think that a lot of advertising is going to, is in the process of moving to performance space. We have a lot of tools to do that. We're good at it. We're getting, we're getting even better. So it is an area. It is an area that we're continuing to see growth. Then, if you look at digital budgets, that is -- they are a factor in our for us.
And it is a budget that we're starting to tap into that we didn't historically tap into, but it's still a fairly small part of our sales it's growing. But, still by far, the biggest source of revenue ad revenue for us is traditional TV budgets moving to streaming. And that's a 70 billion opportunity in the us alone. So that's our primary focus and some of those budgets are becoming more performance based as well.
transcript这里，看得出roku管理层认为performance ad（ttd的领域）还处于早期（fairly small part），先把传统电视700亿广告预算吃到嘴再说（primary focus）。所以投入上，优先是在content上，以增加广告库存，而不是在广告平台上.......
当时在transcript里看到这句。In addition, what we wanted to do is make sure that the Roku channel content spend is commensurate it with the, the scale and the growth trajectory of the Roku channel.
这是它的本质决定的，ROKU TV OS，或者player，显然都是针对传统电视，那么如果刀架卖不出去了，刀片的销量也肯定会受到影响。
理论上是没有错的，但是肯定相对于TTD，更容易受到宏观环境的影响？毕竟TTD不用考虑C端的问题。