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Birnbaum

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ISOJ 2014

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Birnbaum

  1. 1. Telling Stories—and Editing—at Scale Larry Birnbaum Northwestern University Dept. of EECS & Medill School of Journalism Knight Lab Narrative Science Inc.
  2. 2. The punch line...The Rio Grande Valley Killer Bees were firing on all cylinders against the Laredo Bucks, and when the final buzzer sounded Killer Bees emerged with a 6-3 win.
  3. 3. More than Sports: Business…
  4. 4. Medicine… INVESTIGATORSITE PATIENT EVENT SUBEVENT DCM DATE DCM TIME DCI NAME DCM NAMESUBSET NAMEQUESTION GROUP NAMEQUESTION NAMEO_SN R_SN DATA VALUEDATA COMMENTQUALIFYING VALUESTUDYT 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A003_V3LAB_TIME 0 1 105800 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A003_V3LAB_DATE 0 1 20100223 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A003_V3LAB_ND 0 1 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A003_V3LAB_TPD 0 1 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A003_V3LAB_TPP 0 1 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A003_V3LAB_SAMP_ID 0 1 H099322 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A003_V3LAB_ID 0 1 140 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 1 CNT69 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 2 CNT63 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 3 RCT30 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 4 RCT1 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 5 RCT11 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 6 RCT13 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 7 RCT14 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 8 RCT1407 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 9 RCT15 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 10 RCT16 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 11 RCT17 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 12 RCT18 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 13 RCT183 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 14 RCT29 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 15 RCT3 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 16 RCT392 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 17 RCT4 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 18 RCT5 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 19 RCT6 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 20 SCT1528 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 21 AXT542 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 22 HMT10 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 23 HMT11 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 24 HMT12 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 25 HMT13 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 26 HMT15 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 27 HMT16 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 28 HMT17 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 29 HMT18 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 30 HMT19 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 31 HMT2 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 32 HMT3 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 33 HMT40 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 34 HMT7 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 35 HMT8 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 36 HMT9 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 37 UAT2 CENTRAL LAB 1A3921032 53398 5.88E+09 10031002 SCREENING 1 LAB_LOAD_V3_1LAB_LOAD_V3_1LBL_1 LAB_A004_V3LAB_TEST_ID 0 38 UAT3 CENTRAL LAB 1A3921032 This 48-year-old White female subject in Canada with a medical history of diarrhea, ovarian cyst, asthma, depression, hypertension, GI upset, cholecystectomy and hysterectomy received CP-690,550 for the treatment of active rheumatoid arthritis. The subject was treated with CP-690,550 orally, 5 mg twice daily, at a total daily dose of 10 mg, from 07 Apr 2010 (Study Day 1) to 09 Sep 2010, for a total of 156 days.
  5. 5. Civic Data…
  6. 6. …and Unstructured Data Too NEWT GINGRICH GAINS ATTENTION WITH HOT-BUTTON TOPICS TAXES, CHARACTER ISSUES Newt Gingrich received the largest increase in Tweets about him today. Twitter activity associated with the candidate has shot up since yesterday, with most users tweeting about taxes and character issues. Newt Gingrich has been consistently popular on Twitter, as he has been the top riser on the site for the last four days. Conversely, the number of tweets about Ron Paul has dropped in the past 24 hours. Another traffic loser was Rick Santorum, who has also seen tweets about him fall off a bit. While the overall tone of the Gingrich tweets is positive, public opinion regarding the candidate and character issues is trending negatively. In particular, @MommaVickers says, "Someone needs to put The Blood Arm's 'Suspicious Character' to a photo montage of Newt Gingrich. #pimp”. On the other hand, tweeters with a long reach are on the upside with regard to Newt Gingrich's take on taxes. Tweeting about this issue, @elvisroy000 says, "Newt Gingrich Cut Taxes Balanced Budget, 1n 80s and 90s, Newt experienced Conservative with values”. Maine recently held its primary, but it isn't talking about Gingrich. Instead the focus is on Ron Paul and religious issues.
  7. 7. Why Stories? Q1 - 2010 Q2 - 2010 Q3 - 2010 Q4 - 2010 Q1 - 2011 Q2 - 2011 Q3 - 2011 Q4 - 2011 Q1 - 2012 Q2 - 2012 Q3 - 2012 Gross Profit $9,600,000 $12,402,000 $15,774,720 $19,750,349 $24,334,442 $29,497,712 $35,168,885 $41,229,808 $47,513,986 $53,809,589 $59,867,622 Sales $12,000,000 $15,600,000 $19,968,000 $25,159,680 $31,198,003 $38,061,564 $45,673,877 $53,895,174 $62,518,402 $71,270,979 $79,823,496 $- $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 Q1 - 2010 Q2 - 2010 Q3 - 2010 Q4 - 2010 Q1 - 2011 Q2 - 2011 Q3 - 2011 Q4 - 2011 Gross Profit Sales Over the past eight quarters, AmgenCorp has seen a steady increase in both sales and gross profit. During this period, however, two trends have become apparent. While sales have increased, there has been a steady decrease in margins which should be cause for concern. In addition, while we have seen quarter-to-quarter increases in both sales and gross profit, each of these metrics is decelerating, indicating that the business is experiencing a slow down.
  8. 8. Narrative Analytics • Stories embody high-level patterns or themes that are efficiently communicated and effectively grasped—e.g., comeback, fade, low- hanging fruit, etc. • Stories pick out, connect, and summarize the critical aspects of a situation • Stories explain: They convey trends, causes, and even recommendations • Stories make data meaningful.
  9. 9. First Prototype Developed at Northwestern
  10. 10. The Story
  11. 11. Big Data Made Personal TICKER DATE CURRENT ASSETS ACCOUNTS PAYABLE TOTAL ASSETS CASH COST OF SALES DEBT IN CURRENT LIABILITIES DEBT IN LONG TERM LIABILITIES DEPRECIATION AND AMORTIZATION NET INCOME INVENTORIES S 12/31/11 0:00 10337 1887 49383 5597 5419 8 20266 1174 -1303 913 S 9/30/11 0:00 8650 2188 48015 4001 4611 2257 16272 1194 -301 923 S 6/30/11 0:00 9182 3035 49043 4271 4589 2256 16278 1235 -847 1160 S 3/31/11 0:00 8447 2738 49320 3998 4396 2256 16282 1255 -439 728 S 12/31/10 0:00 9880 2131 51654 5473 4568 1656 18535 1386 -929 670 S 9/30/10 0:00 9255 2423 52274 4666 4496 1758 18540 1552 -911 562 S 6/30/10 0:00 8955 2494 53226 4277 4230 1758 18543 1635 -760 675 S 3/31/10 0:00 8835 2282 54282 4374 4198 2415 18639 1675 -865 526 S 12/31/09 0:00 8593 1575 55424 3924 4079 768 20293 1802 -980 628 S 9/30/09 0:00 10259 2161 55648 5943 4269 765 20892 1820 -478 485 S 6/30/09 0:00 9098 2061 55885 4609 4061 1373 19618 1911 -384 575 S 3/31/09 0:00 8903 2105 57225 4536 4026 1225 20376 1870 -594 510 S 12/31/08 0:00 8344 1574 58252 3719 4122 618 20992 1992 -1621 528 S 9/30/08 0:00 9266 2582 61861 4191 4224 1617 21023 2057 -326 682 S 6/30/08 0:00 8941 2481 62805 3501 4177 626 22358 2157 -344 625 S 3/31/08 0:00 10327 3264 65463 4775 4223 1330 22987 2190 -505 842 S 12/31/07 0:00 8661 2750 64109 2440 4237 1661 20469 2220 -29452 938 S 9/30/07 0:00 8920 3320 93926 2243 4222 429 21723 2222 64 876 S 6/30/07 0:00 9278 3309 94895 2424 4342 1185 21713 2313 19 1018 S 3/31/07 0:00 8947 3307 95089 2354 4390 419 21752 2268 -211 884 S 12/31/06 0:00 10304 2366 97161 2061 4320 1143 21011 2404 261 1176 T 12/31/11 0:00 23027 8593 270344 3185 11194 3453 61300 4573 -6678 1188 T 9/30/11 0:00 28605 17860 277653 10762 13165 8900 62326 4618 3623 1216.75 T 6/30/11 0:00 22239 18145 272014 3831 13332 7910 58663 4602 3591 1245.5 T 3/31/11 0:00 19737 18349 268085 1391 13403 6902 58126 4584 3408 1274.25 T 12/31/10 0:00 19951 7437 268488 1437 13939 7196 58971 4907 1087 1303 T 9/30/10 0:00 21977 18417 269252 3246 13605 6426 62540 4873 11539 1198.5 T 6/30/10 0:00 21392 18157 267556 1377 12452 9721 60277 4819 4008 1094 T 3/31/10 0:00 22362 18087 265701 2617 12383 9437 60024 4780 2451 989.5 T 12/31/09 0:00 24334 7514 268752 3802 12974 7361 64720 4966 2716 885 T 9/30/09 0:00 25921 18093 266568 6167 12839 6755 65909 4816 3077 879.25 T 6/30/09 0:00 26940 18046 267918 7348 12557 10155 66565 4875 3195 873.5 T 3/31/09 0:00 23521 17359 264358 3812 12201 10790 63560 4858 3130 867.75 T 12/31/08 0:00 22556 6921 265245 1792 12642 14119 60872 5044 2404 862 T 9/30/08 0:00 23445 18690 284528 1594 13022 17419 59355 4978 3230 926.25 T 6/30/08 0:00 23225 18927 284508 1631 11897 16472 63675 4958 3772 990.5 DATE TICKER SHORT TERM DEBT LONG TERM DEBT DEPRECIATION EXPENSE SALES CAPEX 12/31/2011 S 8 20266 1174 8722 909 9/30/2011 S 2257 16272 1194 8333 818 6/30/2011 S 2256 16278 1235 8311 759 3/31/2011 S 2256 16282 1255 8313 644 12/31/2010 S 1656 18535 1386 8301 523 9/30/2010 S 1758 18540 1552 8152 490 6/30/2010 S 1758 18543 1635 8025 417 3/31/2010 S 2415 18639 1675 8085 505 12/31/2009 S 768 20293 1802 7868 484 9/30/2009 S 765 20892 1820 8042 402 6/30/2009 S 1373 19618 1911 8141 340 3/31/2009 S 1225 20376 1870 8209 377 12/31/2008 S 618 20992 1992 8430 610 9/30/2008 S 1617 21023 2057 8816 703 6/30/2008 S 626 22358 2157 9055 899 3/31/2008 S 1330 22987 2190 9334 1670 12/31/2007 S 1661 20469 2220 9847 1671 9/30/2007 S 429 21723 2222 10044 1261 6/30/2007 S 1185 21713 2313 10163 1577 3/31/2007 S 419 21752 2268 10092 1813 12/31/2006 S 1143 21011 2404 10438 2411 !!The company's financial leverage (Debt/EBITDA) of 5.14x is above the industry median of 2.16x and up from 4.51x a year ago as seen in figure 4. The increase looks to be driven by a decline in EBITDA, which fell 11.8% from a year ago. A leverage ratio this high in absolute terms and should it continue, could impact the company's performance in the future. As seen in figure 5, the company's coverage (EBIT/Interest Expense), though negative, moved nearer to zero to -0.64x from -1.2x a year ago. The industry's median coverage ratio was 3.51x. Going from -$1.77 billion a year ago to -$911 million, a change in EBIT primarily drove the change. In absolute terms, a negative coverage ratio means that the company is not creating the earnings needed to cover interest payments on debt. Should this continue, it could weigh on company performance. As seen in figure 6, Capex/Sales rose from 5.94x a year ago to 9.29x for the quarter ended Dec. 31, 2011 driven by a 61.8% rise in Capex. With Capex/Depreciation below one and Capex growth outstripping the rise in sales, there could be a future impact on operating margins because the company will have trouble covering the capital expenditures. While the company appears to be investing in fixed assets, the company's total debt remained level at $20.27 billion to signal the company isn't taking on significantly more debt, but free cash flow fell 80.5% from a year earlier, signaling the company may not be generating sufficient cash flow to cover future capital expenditures. SPRINT NEXTEL March 2, 2012 2 MARCH 2, 2012 Inside the Fundamentals - Financing and Interest & Debt Coverage CAPITAL MARKETS RESEARCH Factor Trend VS Peers Last 12 Months (LTM) 2010 Change Industry Average (LTM) Industry Average 2010 Industry Change Debt/EBITDA N/A 5.14x 4.51x 0.6% 1.54x 2.15x -28.5% Debt/Net Worth N/A N/A N/A N/A N/A N/A N/A EBIT/Interest Expense N/A -0.64x -1.2x -46.7% 5.16x 3.37x 0% CFO- Dividends/CA PEX N/A 1.18 2.49 -52.6% 2.8% 1.5% 82.1% Debt Service N/A N/A N/A N/A N/A N/A N/A Asset Coverage N/A N/A N/A N/A N/A N/A N/A FCF/Interest Expense N/A 0.39x 1.95x -79.8% 4.07x 1.73x -79.8% ! While the company appears to be investing in fixed assets, the company's total debt remained level at $20.27 billion to signal the company isn't taking on significantly more debt, but free cash flow fell 80.5% from a year earlier, signaling the company may not be generating sufficient cash flow to cover future capital expenditures.
  12. 12. Investment Research While the company appears to be investing in fixed assets, the company's total debt remained level at $20.27 billion to signal the company isn't taking on significantly more debt, but free cash flow fell 80.5% from a year earlier, signaling the company may not be generating sufficient cash flow to cover future capital expenditures. While the company appears to be investing in fixed assets, the company's total debt remained level at $20.27 billion to signal the company isn't taking on significantly more debt, but free cash flow fell 80.5% from a year earlier, signaling the company may not be generating sufficient cash flow to cover future capital expenditures.
  13. 13. Sector Reporting Thursday, October 6, 2011 12:00 PM: HEALTHCARE MIDDAY COMMENTARY:   The Healthcare (XLV) sector underperformed the market in early trading on Thursday. Healthcare  stocks trailed the market by 0.4%. So far, the Dow rose 0.2%, the NASDAQ saw growth of 0.8%, and  the S&P500 was up 0.4%.    Here are a few Healthcare stocks that bucked the sector's downward trend.    MRK (Merck & Co Inc.) erased early losses and rose 0.6% to $31.26. The company recently  announced its chairman is stepping down. MRK stock traded in the range of $31.21 -  $31.56. MRK's  volume was 86.1% lower than usual with 2.5 million shares trading hands. Today's gains still leave the  stock about 11.1% lower than its price three months ago.    LUX (Luxottica Group) struggled in early trading but showed resilience later in the day. Shares rose  3.8% to $26.92. LUX traded in the range of $26.48 -  $26.99. Luxottica Group’s early share volume  was 34,155. Today's gains still leave the stock 21.8% below its 52-week high of $34.43. The stock  remains about 16.3% lower than its price three months ago.    Shares of UHS (Universal Health Services Inc.) are trading at $32.89, up 81 cents (2.5%) from the  previous close of $32.08. UHS traded in the range of $32.06 -  $33.01… The Healthcare (XLV) sector underperformed the market  in early trading on Thursday. Healthcare stocks trailed  the market by 0.4%. So far, the Dow rose 0.2%, the  NASDAQ saw growth of 0.8%, and the S&P500 was up  0.4%.  MRK (Merck & Co Inc.) erased early losses and rose 0.6% to  $31.26. The company recently announced its chairman is stepping  down. MRK stock traded in the range of $31.21 -  $31.56. MRK's  volume was 86.1% lower than usual with 2.5 million shares trading  hands. Today's gains still leave the stock about 11.1% lower than its  price three months ago. 
  14. 14. Business ReportingREST_KEY Rest Coop Reporting Day Daypart Name Daypart Description Daypart Sales $ Daypart Transaction Qty 1364 SEA/TCA WA CP-0024 1/2/10 After 4PM 4PM - Close 1529.84 235 1364 SEA/TCA WA CP-0024 1/2/10 Afternoon 2PM - 4PM 539.2 75 1364 SEA/TCA WA CP-0024 1/2/10 Breakfast Open - 10:30AM (11AM weekend) 1027.4 180 1364 SEA/TCA WA CP-0024 1/2/10 Dinner 4PM - 9PM 957.24 156 1364 SEA/TCA WA CP-0024 1/2/10 Evening 9PM - Close 572.6 79 1364 SEA/TCA WA CP-0024 1/2/10 Late Night 11PM - 5AM 222.55 31 1364 SEA/TCA WA CP-0024 1/2/10 Lunch 11AM - 2PM 950.53 159 1364 SEA/TCA WA CP-0024 1/2/10 Morning Open - 11AM 1027.4 180 1364 SEA/TCA WA CP-0024 1/2/10 Regular Menu 10:30AM (11AM weekend) - Close 3019.57 469 1364 SEA/TCA WA CP-0024 1/2/10 Total Day All hours 4046.97 649 1364 SEA/TCA WA CP-0024 1/3/10 After 4PM 4PM - Close 1397.96 198 1364 SEA/TCA WA CP-0024 1/3/10 Afternoon 2PM - 4PM 613.56 83 1364 SEA/TCA WA CP-0024 1/3/10 Breakfast Open - 10:30AM (11AM weekend) 971.19 169 1364 SEA/TCA WA CP-0024 1/3/10 Dinner 4PM - 9PM 1138.37 157 1364 SEA/TCA WA CP-0024 1/3/10 Evening 9PM - Close 259.59 41 1364 SEA/TCA WA CP-0024 1/3/10 Late Night 11PM - 5AM 48.15 9 1364 SEA/TCA WA CP-0024 1/3/10 Lunch 11AM - 2PM 909.53 133 1364 SEA/TCA WA CP-0024 1/3/10 Morning Open - 11AM 971.19 169 1364 SEA/TCA WA CP-0024 1/3/10 Regular Menu 10:30AM (11AM weekend) - Close 2921.05 414 1364 SEA/TCA WA CP-0024 1/3/10 Total Day All hours 3892.24 583 1364 SEA/TCA WA CP-0024 1/4/10 After 4PM 4PM - Close 1583.05 244 1364 SEA/TCA WA CP-0024 1/4/10 Afternoon 2PM - 4PM 497.62 90 1364 SEA/TCA WA CP-0024 1/4/10 Breakfast Open - 10:30AM (11AM weekend) 817.03 211 1364 SEA/TCA WA CP-0024 1/4/10 Dinner 4PM - 9PM 1248.88 187 1364 SEA/TCA WA CP-0024 1/4/10 Evening 9PM - Close 334.17 57 1364 SEA/TCA WA CP-0024 1/4/10 Late Night 11PM - 5AM 65.43 10 1364 SEA/TCA WA CP-0024 1/4/10 Lunch 11AM - 2PM 869.66 162 1364 SEA/TCA WA CP-0024 1/4/10 Morning Open - 11AM 858.89 222 1364 SEA/TCA WA CP-0024 1/4/10 Regular Menu 10:30AM (11AM weekend) - Close 2992.19 507 1364 SEA/TCA WA CP-0024 1/4/10 Total Day All hours 3809.22 718 1364 SEA/TCA WA CP-0024 1/5/10 After 4PM 4PM - Close 1674.46 254 1364 SEA/TCA WA CP-0024 1/5/10 Afternoon 2PM - 4PM 480.8 103 1364 SEA/TCA WA CP-0024 1/5/10 Breakfast Open - 10:30AM (11AM weekend) 923.24 214 1364 SEA/TCA WA CP-0024 1/5/10 Dinner 4PM - 9PM 1313.03 200 1364 SEA/TCA WA CP-0024 1/5/10 Evening 9PM - Close 361.43 54 1364 SEA/TCA WA CP-0024 1/5/10 Late Night 11PM - 5AM 38.15 8 1364 SEA/TCA WA CP-0024 1/5/10 Lunch 11AM - 2PM 927.75 163 1364 SEA/TCA WA CP-0024 1/5/10 Morning Open - 11AM 996.56 227 1364 SEA/TCA WA CP-0024 1/5/10 Regular Menu 10:30AM (11AM weekend) - Close 3156.33 533 1364 SEA/TCA WA CP-0024 1/5/10 Total Day All hours 4079.57 747
  15. 15. Education
  16. 16. Quill Engage for Google Analytics 18 https://quillengage.narrativescience.com
  17. 17. Quill Engage – Weekly Report 19
  18. 18. More and More, Machines are Making Editorial Judgments
  19. 19. What Values Underlie Their Decisions?
  20. 20. Editorial Algorithms Should Be Written in Human Terms  The factors and trade-offs they take into account should be formulated in terms of editorial values that make sense to people  Their decision-making should be visible and controllable by the people who build them, deploy them, and use their results  Journalists and technologists will need to work together to make this happen
  21. 21. I Want to Give Editors / Users an Interface Like This!
  22. 22. Thanks  Colleagues (many), especially Kris Hammond, Rich Gordon, Jeremy Gilbert, Zach Wise, and Owen Youngman  Students (scores), especially Nick Allen, John Templon, Patrick McNally, Shawn O’Banion, Miriam Boon, and Jason Cohn  Funders, especially the John S. and James L. Knight Foundation, the National Science Foundation, and Google  Narrative Science (for making it real)

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