SOCIAL MEDIA'S NEW MAD MEN by JEFF BERCOVICI
The Cannes Lions advertising festival has become as big among the Madison Avenue crowd as the Riviera town's iconic film event is for Hollywood. So as Steve Stoute nursed a drink with a friend at the Hôtel du Cap-Eden-Roc on the balmy June evening that opened this year's boozing and schmoozing, the Cannes Lions veteran braced himself for an onslaught of media and technology executives. Stoute's ad agency, Translation LLC, has clients like Anheuser-Busch, State Farm and McDonald's—the kinds of whales that would have him fending off supplicants left and right.
But the roles of supplicant and master reversed when Stoute spotted Ben Silbermann walking into the bar. The soft-spoken Pinterest CEO was attending Cannes for the first time. Silbermann, 32, had just checked into his hotel and was planning to have a quick drink with his team before turning in to prep for his keynote speech the following morning. A few weeks earlier his social media service, especially popular with women and hobbyists, began experimenting with selling ads to show to its 70 million users. With more demand than it could satisfy, Pinterest had limited its test to a mere dozen sponsors, wringing commitments of more than $1 million from each.
Stoute was desperate to get his newest client, discount shoe store chain DSW, into the program (fashion is the third-most-popular type of content on Pinterest). "I didn't want this thing to go by without us getting in front of it," he says. Fortunately he had an in: Stoute's drinking buddy that night was Ben Horowitz, whose venture capital firm, Andreessen Horowitz, had just participated in the $200 million funding round that had propelled Pinterest's on-paper valuation to $5 billion. Horowitz called Silbermann over, and Stoute ordered rosé for everyone, raised his glass toward his new acquaintance and offered up a paean of praise and blessings: Rise above, be great, stay great.
After accepting Stoute's flattery, Silbermann agreed to take his money, too. An hour into his Riviera debut, the new prince of Cannes had already bagged his first deal, just by showing up.
That's pretty much how things have been going for Pinterest lately. A visual social network where people create and share image collections of recipes, hairstyles, baby furniture and just about anything else on their phones or computers, Pinterest isn't yet five years old, but among women, who make up over 80% of its users, it's already more popular than Twitter, which has a market capitalization of more than $30 billion. Pinterest's U.S. user base is projected to top 40 million this year, putting it in a league with both Twitter and Instagram domestically, and it's moving fast to catch up with them overseas, opening offices in London, Paris, Berlin and Tokyo over the past year. International users now make up nearly half of new sign-ups, according to the research firm Semiocast. Pinterest even doubled the number of active male u.
The document discusses the rise of crowdfunding and how it has disrupted and disintermediated traditional financial intermediaries. It describes how early crowdfunding platforms in the 2000s allowed people to donate or invest small amounts in projects and receive rewards. This led to the growth of major crowdfunding sites like Kickstarter and peer-to-peer lending platforms like LendingClub and Kiva. The document argues that crowdfunding has made it possible to access capital outside of traditional sources and will continue growing as a new funding mechanism, similar to how eBay and Amazon disrupted retail markets.
Facebook was willing to pay $19 billion for WhatsApp to attract teenagers, as teens are increasingly using new technologies and abandoning Facebook. Today's teens discover trends themselves through the internet and social media, rather than following influences of traditional media or older generations. They are early adopters, wield significant purchasing power, and are fluent in new technologies, making them a desirable audience for companies. However, teens are also less loyal to brands than previous generations, instead favoring the best-in-class options. To attract teens, companies must meet them on their own terms through their preferred technologies and social platforms.
The document discusses strategies for businesses to effectively utilize social media to find new customers. It notes that with over 1 billion users on major networks like Facebook and Twitter, social media presents a huge opportunity for businesses. However, it also warns that companies need to carefully prepare their social media strategies rather than hastily jumping in. The document then provides 10 dos and don'ts for businesses to follow, such as maintaining a consistent brand message across all networks, responding to customer queries, and being patient as effective social strategies require time to work.
The document discusses the importance of having a social media strategy and presence for businesses. It highlights the need to listen to customers, engage in conversations, and build communities online. It also stresses being open, honest and authentic in social media interactions.
This document discusses how social media has connected individuals and businesses in new ways. While connecting is no longer a challenge, managing relationships and collaborations (i.e. "cliques") is now important for business success. It provides examples of how large companies have embraced social media better than small to mid-sized businesses due to differences in resources. The document proposes that DORO can help manage social media for small business executives and connect complementary businesses for more effective campaigns.
How to Use Social Media for Your Brand - Social Media Week New York TakeawaysScreenburn
All digital marketers worth their salt are well aware that
content is important to any effective digital strategy
today, but making that content emotionally engaging
and shareable for your target audience was one of the main
topics discussed at Social Media Week in New
York 2014.
We've put together some takeaways from key panels including insight from industry leaders such as Buzzfeed, Upworthy and a number of international entertainment brands.
Tippie MBA Marketing Academy Guest LectureLydia Fine
These are the slides from my guest lecture at the Tippie Full-time MBA Marketing Academy session on December 1, 2011. Contact Lydia Fine at lydia-fine@uiowa.edu with questions or clarifications. Please cite Lydia Fine, University of Iowa as your source if you reuse any of this material.
The document discusses the rise of crowdfunding and how it has disrupted and disintermediated traditional financial intermediaries. It describes how early crowdfunding platforms in the 2000s allowed people to donate or invest small amounts in projects and receive rewards. This led to the growth of major crowdfunding sites like Kickstarter and peer-to-peer lending platforms like LendingClub and Kiva. The document argues that crowdfunding has made it possible to access capital outside of traditional sources and will continue growing as a new funding mechanism, similar to how eBay and Amazon disrupted retail markets.
Facebook was willing to pay $19 billion for WhatsApp to attract teenagers, as teens are increasingly using new technologies and abandoning Facebook. Today's teens discover trends themselves through the internet and social media, rather than following influences of traditional media or older generations. They are early adopters, wield significant purchasing power, and are fluent in new technologies, making them a desirable audience for companies. However, teens are also less loyal to brands than previous generations, instead favoring the best-in-class options. To attract teens, companies must meet them on their own terms through their preferred technologies and social platforms.
The document discusses strategies for businesses to effectively utilize social media to find new customers. It notes that with over 1 billion users on major networks like Facebook and Twitter, social media presents a huge opportunity for businesses. However, it also warns that companies need to carefully prepare their social media strategies rather than hastily jumping in. The document then provides 10 dos and don'ts for businesses to follow, such as maintaining a consistent brand message across all networks, responding to customer queries, and being patient as effective social strategies require time to work.
The document discusses the importance of having a social media strategy and presence for businesses. It highlights the need to listen to customers, engage in conversations, and build communities online. It also stresses being open, honest and authentic in social media interactions.
This document discusses how social media has connected individuals and businesses in new ways. While connecting is no longer a challenge, managing relationships and collaborations (i.e. "cliques") is now important for business success. It provides examples of how large companies have embraced social media better than small to mid-sized businesses due to differences in resources. The document proposes that DORO can help manage social media for small business executives and connect complementary businesses for more effective campaigns.
How to Use Social Media for Your Brand - Social Media Week New York TakeawaysScreenburn
All digital marketers worth their salt are well aware that
content is important to any effective digital strategy
today, but making that content emotionally engaging
and shareable for your target audience was one of the main
topics discussed at Social Media Week in New
York 2014.
We've put together some takeaways from key panels including insight from industry leaders such as Buzzfeed, Upworthy and a number of international entertainment brands.
Tippie MBA Marketing Academy Guest LectureLydia Fine
These are the slides from my guest lecture at the Tippie Full-time MBA Marketing Academy session on December 1, 2011. Contact Lydia Fine at lydia-fine@uiowa.edu with questions or clarifications. Please cite Lydia Fine, University of Iowa as your source if you reuse any of this material.
The document discusses the growth of social media and how it has overtaken traditional media. It notes that 70% of Generation Y users have broadband access and spend less time reading print newspapers, instead getting their content from other sources. The document also explores how advertisers can utilize social networks by engaging with consumers through collaboration rather than just advertising. It provides examples of companies that have successfully harnessed social media and open innovation.
Social Media And Advertising 1196991487121589 4mtk4
Social media usage is widespread across different age groups in the US. 90 million Americans have participated in online groups and 57 million have read blogs. Younger generations are even more engaged with social media, with 88% of tweens online monthly and 80% of millennials using social networking sites. As communication becomes more dialogic through social media, marketers must shift from one-way monologue messaging to engaging in two-way conversations with customers. New media channels allow companies to better understand customer desires and have customers become brand advocates. However, many marketers and clients are slow to adapt and invest in social media strategies.
PDF brand-and-reputation-management-special-report-2016Sophie Kavanagh
The document discusses how companies must carefully manage their brand and reputation in today's digital world. It notes that crises can quickly spread online through social media, as was the case for Samsung when a video of an exploding phone went viral. Research finds that for many businesses, reputational damage from a crisis can last over a year. The article advises companies to have crisis management plans and actively monitor their online presence, as negative commentary can rapidly affect a brand. It also suggests that brand investment pays off, and cites research showing the top brands grew faster than stock market indexes.
Social media platforms like Facebook, Twitter, and LinkedIn have experienced explosive growth and now play an important role in marketing for many businesses. Effective social media strategies involve engaging customers through conversations on these channels, listening to feedback, and participating in online communities to build relationships and influence purchasing decisions. It is also important to maintain a consistent presence across social networks and avoid one-time campaigns in order to keep customers engaged over the long term.
The Publisher’s Guide to eCommerce: Case StudiesDamian Radcliffe
The COVID-19 pandemic has dramatically affected most industries, including the publishing and media sectors. Arguably, the advertising downturn associated with the pandemic makes it clearer than ever that companies need to diversify their revenue streams.
Facing an "extinction event," as the current crisis has been called, may encourage publishers
to look again at eCommerce and its potential.
In doing this, it makes strategic sense for publishers to identify propositions which build on their existing relationship with audiences; and which play to their strengths. Audience data and insights, coupled with trust and name recognition, are valuable commodities which can be harnessed to support eCommerce activities.
Historically, as BuzzFeed CEO Jonah Peretti noted at the start of 2020, media companies have not done a good job of this. “….A longstanding problem in the media industry where content creators provide the inspiration to buy a new product, go on a vacation, or watch a new show–but don’t capture much of the economic value created," he argued. "This is sometimes referred to as the “attribution problem,” where Google and other middlemen end up capturing value they didn’t create. We see a real opportunity for us to reclaim some of that profit.”
Peretti, as this new report shows, is not alone in this optimism. If publishers can further understand, and anticipate, the user journey - including the role of content as a driver for purchase decisions - then this remains a firm foundation on which eCommerce products and properties can be built.
Future of advertising - Some thoughts from the present to predict the future ...Agustín Soriano
I was asked to make this presentation for a conference and, despite the topic being really tricky, I've tried to place some bets about the future for agencies and brands. Don't take this really seriously because the future can't be guessed and there is only one prediction that is 100% sure...
The document discusses predictions for the future of advertising from various experts and sources. It notes that while new technologies and platforms will continue emerging, the core importance of creativity will remain. Predictions include brands focusing on entertainment over product promotion; evolving storytelling into immersive experiences; finding authentic purposes beyond promotional messages; embracing trial-and-error through rapid testing; and leveraging cultural insights instead of becoming disconnected from culture. The conclusion emphasizes that overcoming indifference through remarkable creative work is what allows brands to write their own futures rather than just predict them.
Como ganar DINERO $1000.000 de manera FACIL JuanJose34068
¿Quieres utilizar un motor de búsqueda gratuito? esto es nuevo e incluso te PAGA.
https://www.entireweb.com/?a=Juan04
No necesitas dinero, ¡Puedes usar este sitio web gratis y te pagarán a PayPal!
Como ganar-50000-dolares-en-redes-sociales y un motor de busqueda superior a ...PaulGameplay
¿ Queres utilizar un motor de busqueda gratuito y rapido ? este es nuevo e incluso te paga a paypal y transferencias ¡¡ Puedes usar mi enlace = no necesitas dinero ,!! puedes usar este sitio web gratis y te pagan !! https://bit.ly/3B0qOWH
The document provides a summary of trends in marketing, storytelling and digital culture from May 2016. It discusses the rise of virtual reality and artificial intelligence. It also mentions trends related to creativity, innovation, media, and connecting with consumers. Specifically, it discusses Facebook's ability to understand text, Elon Musk's open AI research, the vision of Magic Leap's augmented reality technology, global online advertising standards, slow marketing, Snapchat surpassing Twitter, and more flexible gender options on Tinder.
The combination of a U.S. Presidential election and Summer Olympics are bound to make 2016 a singular and bounteous year for marketers and media. But it won’t be without its challenges—from ad blockers and hackers to health nuts and political zanies.
What else can marketers expect? CMO.com checks with industry insiders and other experts who uncovered 10 trends to look forward to in the year to come.
Social Media and Advertising: Ad Club 10/07Eric Weaver
AUDIENCE: Advertising agencies
OVERVIEW: How is Social Media changing the advertising industry? How is consumer dialogue impacting outbound marketing? This presentation, co-written by Laura Porto Stockwell of Publicis in the West, and Eric Weaver of Brand Dialogue, covers these massive shifts in commerce, culture, media and advertising.
Virtual reality is developing rapidly and will fundamentally change reality through convincing VR experiences. Early VR and 360 video campaigns have been creative in promoting brands through interactive videos. Major companies are starting to use VR in advertising to capitalize on growing excitement around the technology, though it remains to be seen if VR will have lasting impact. Connecting competitors through peace offerings like the McWhopper campaign between McDonald's and Burger King shows how out-of-the-box thinking can bring people together.
Eighteen-year-old Josh King Madrid, known as Jet, has built a business on seemingly nothing more than a lifestyle. It is wholly unclear if Jet has ever actually created a profitable business selling anything physical or digital. But what he has done is convince lots of Millenials that he knows the lifestyle they want to lead, and he can tell them how to lead it.
Over 1,200 marketing and media professionals attended the Festival of Media LatAm 2015 in Miami from September 23-25. Speakers included Sir Martin Sorrell of WPP, Brazilian TV broadcaster Marcelo Tas, Venezuelan actress Gaby Espino, and British vlogger Joe Sugg. The document provides an overview of some of the discussions at the event, including topics around digital influencers, mobile trends in Latin America, combining content and data, and the future of media in the region. It also lists the winners of the Festival of Media LatAm Awards.
Students are expected to watch at least 30 minutes of political ne.docxjensgosney
Students are expected to watch at least 30 minutes of political news a week. Nearly any news program is acceptable, foreign or domestic, including public television, cable, and online sources. The key is diversity. Do not take in the same news source week after week. Be sure to take notes during the program that you watch, including the program’s name, outlet (cable, television, online, etc.), and date viewed. You will write
two
1-2 paged papers, connecting current political news to the material from the textbook and lecture outlines. Detailed instructions will be posted on Titanium within the first two weeks of the semester. These two papers, along with your notes from watching the news, are to be stapled together and turned in as one assignment.
.
Student will review prior readings (Chapter #8) and Klein Journal Ar.docxjensgosney
Student will review prior readings (Chapter #8) and Klein Journal Article to prepare a 10-page paper that will compare and contrast (analyze) one traditional gang and one neo-traditional gang.
The assignment will encompass gang structure, factors in gang membership, group dynamics, and aggression.
Paper will be completed in APA format.
.
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The document discusses the growth of social media and how it has overtaken traditional media. It notes that 70% of Generation Y users have broadband access and spend less time reading print newspapers, instead getting their content from other sources. The document also explores how advertisers can utilize social networks by engaging with consumers through collaboration rather than just advertising. It provides examples of companies that have successfully harnessed social media and open innovation.
Social Media And Advertising 1196991487121589 4mtk4
Social media usage is widespread across different age groups in the US. 90 million Americans have participated in online groups and 57 million have read blogs. Younger generations are even more engaged with social media, with 88% of tweens online monthly and 80% of millennials using social networking sites. As communication becomes more dialogic through social media, marketers must shift from one-way monologue messaging to engaging in two-way conversations with customers. New media channels allow companies to better understand customer desires and have customers become brand advocates. However, many marketers and clients are slow to adapt and invest in social media strategies.
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The document discusses how companies must carefully manage their brand and reputation in today's digital world. It notes that crises can quickly spread online through social media, as was the case for Samsung when a video of an exploding phone went viral. Research finds that for many businesses, reputational damage from a crisis can last over a year. The article advises companies to have crisis management plans and actively monitor their online presence, as negative commentary can rapidly affect a brand. It also suggests that brand investment pays off, and cites research showing the top brands grew faster than stock market indexes.
Social media platforms like Facebook, Twitter, and LinkedIn have experienced explosive growth and now play an important role in marketing for many businesses. Effective social media strategies involve engaging customers through conversations on these channels, listening to feedback, and participating in online communities to build relationships and influence purchasing decisions. It is also important to maintain a consistent presence across social networks and avoid one-time campaigns in order to keep customers engaged over the long term.
The Publisher’s Guide to eCommerce: Case StudiesDamian Radcliffe
The COVID-19 pandemic has dramatically affected most industries, including the publishing and media sectors. Arguably, the advertising downturn associated with the pandemic makes it clearer than ever that companies need to diversify their revenue streams.
Facing an "extinction event," as the current crisis has been called, may encourage publishers
to look again at eCommerce and its potential.
In doing this, it makes strategic sense for publishers to identify propositions which build on their existing relationship with audiences; and which play to their strengths. Audience data and insights, coupled with trust and name recognition, are valuable commodities which can be harnessed to support eCommerce activities.
Historically, as BuzzFeed CEO Jonah Peretti noted at the start of 2020, media companies have not done a good job of this. “….A longstanding problem in the media industry where content creators provide the inspiration to buy a new product, go on a vacation, or watch a new show–but don’t capture much of the economic value created," he argued. "This is sometimes referred to as the “attribution problem,” where Google and other middlemen end up capturing value they didn’t create. We see a real opportunity for us to reclaim some of that profit.”
Peretti, as this new report shows, is not alone in this optimism. If publishers can further understand, and anticipate, the user journey - including the role of content as a driver for purchase decisions - then this remains a firm foundation on which eCommerce products and properties can be built.
Future of advertising - Some thoughts from the present to predict the future ...Agustín Soriano
I was asked to make this presentation for a conference and, despite the topic being really tricky, I've tried to place some bets about the future for agencies and brands. Don't take this really seriously because the future can't be guessed and there is only one prediction that is 100% sure...
The document discusses predictions for the future of advertising from various experts and sources. It notes that while new technologies and platforms will continue emerging, the core importance of creativity will remain. Predictions include brands focusing on entertainment over product promotion; evolving storytelling into immersive experiences; finding authentic purposes beyond promotional messages; embracing trial-and-error through rapid testing; and leveraging cultural insights instead of becoming disconnected from culture. The conclusion emphasizes that overcoming indifference through remarkable creative work is what allows brands to write their own futures rather than just predict them.
Como ganar DINERO $1000.000 de manera FACIL JuanJose34068
¿Quieres utilizar un motor de búsqueda gratuito? esto es nuevo e incluso te PAGA.
https://www.entireweb.com/?a=Juan04
No necesitas dinero, ¡Puedes usar este sitio web gratis y te pagarán a PayPal!
Como ganar-50000-dolares-en-redes-sociales y un motor de busqueda superior a ...PaulGameplay
¿ Queres utilizar un motor de busqueda gratuito y rapido ? este es nuevo e incluso te paga a paypal y transferencias ¡¡ Puedes usar mi enlace = no necesitas dinero ,!! puedes usar este sitio web gratis y te pagan !! https://bit.ly/3B0qOWH
The document provides a summary of trends in marketing, storytelling and digital culture from May 2016. It discusses the rise of virtual reality and artificial intelligence. It also mentions trends related to creativity, innovation, media, and connecting with consumers. Specifically, it discusses Facebook's ability to understand text, Elon Musk's open AI research, the vision of Magic Leap's augmented reality technology, global online advertising standards, slow marketing, Snapchat surpassing Twitter, and more flexible gender options on Tinder.
The combination of a U.S. Presidential election and Summer Olympics are bound to make 2016 a singular and bounteous year for marketers and media. But it won’t be without its challenges—from ad blockers and hackers to health nuts and political zanies.
What else can marketers expect? CMO.com checks with industry insiders and other experts who uncovered 10 trends to look forward to in the year to come.
Social Media and Advertising: Ad Club 10/07Eric Weaver
AUDIENCE: Advertising agencies
OVERVIEW: How is Social Media changing the advertising industry? How is consumer dialogue impacting outbound marketing? This presentation, co-written by Laura Porto Stockwell of Publicis in the West, and Eric Weaver of Brand Dialogue, covers these massive shifts in commerce, culture, media and advertising.
Virtual reality is developing rapidly and will fundamentally change reality through convincing VR experiences. Early VR and 360 video campaigns have been creative in promoting brands through interactive videos. Major companies are starting to use VR in advertising to capitalize on growing excitement around the technology, though it remains to be seen if VR will have lasting impact. Connecting competitors through peace offerings like the McWhopper campaign between McDonald's and Burger King shows how out-of-the-box thinking can bring people together.
Eighteen-year-old Josh King Madrid, known as Jet, has built a business on seemingly nothing more than a lifestyle. It is wholly unclear if Jet has ever actually created a profitable business selling anything physical or digital. But what he has done is convince lots of Millenials that he knows the lifestyle they want to lead, and he can tell them how to lead it.
Over 1,200 marketing and media professionals attended the Festival of Media LatAm 2015 in Miami from September 23-25. Speakers included Sir Martin Sorrell of WPP, Brazilian TV broadcaster Marcelo Tas, Venezuelan actress Gaby Espino, and British vlogger Joe Sugg. The document provides an overview of some of the discussions at the event, including topics around digital influencers, mobile trends in Latin America, combining content and data, and the future of media in the region. It also lists the winners of the Festival of Media LatAm Awards.
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two
1-2 paged papers, connecting current political news to the material from the textbook and lecture outlines. Detailed instructions will be posted on Titanium within the first two weeks of the semester. These two papers, along with your notes from watching the news, are to be stapled together and turned in as one assignment.
.
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Student will review prior readings (Chapter #8) and Klein Journal Article to prepare a 10-page paper that will compare and contrast (analyze) one traditional gang and one neo-traditional gang.
The assignment will encompass gang structure, factors in gang membership, group dynamics, and aggression.
Paper will be completed in APA format.
.
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Student Name:
Date:
Read the following case study and thoroughly and completely answer the questions that follow. Remember to use full sentences and cite sources to support any contentions that you make, using proper APA formatting.
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Mary is a 36-year-old stay-at-home mother of four children. She is starting to become a bit bored with staying home, having done that for the past 15 years. Prior to having children, Mary worked in a credit union and enjoyed her job. She especially liked the precision of number crunching. She has carried this characteristic into her housekeeping chores. She tries to keep her home spotless, even with four children. She cleans the two bathrooms every day, vacuums, dusts, picks up toys, and performs various and sundry cleaning chores. Clutter and messiness bother her, and she is almost neurotic about cleaning. She is a perfectionist and knows it. All of her friends agree, but she is able to laugh at this quirk and not take herself too seriously.
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As an independent discipline, Sociology dates back to the end of the 19
th
century, although
Sociology has influences from various other disciplines, including Philosophy, Political Economy
and Statistics. The first practitioners of Sociology were in France and Germany, as the effects of
the industrial revolution were being felt across Europe, and early sociologists were primarily
concerned with understanding the nature of industrial society (Levine, 1995). The first theories
that emerged contrasted community structures, common in agrarian societies, with societal
structures, common in industrial settings (Tönnies, 1887/2002; Durkheim, 1893/1997; Redfield,
1953). Community systems are rooted in personal emotional attachments, a desire for
homogeneity, strict normative (informal) controls, and a rudimentary division of labor (e.g., by
gender, within the household), while societal systems are based on professional rational
attachments, valuing diversity, legal (formal) controls, and a complex division of labor (e.g., by
occupation, at workplaces). As industrialization develops, systems of social organization move
from community to society, and states and markets take central roles in the operation of society
(Polanyi, 1944).
Sociology came to America in the early twentieth century, and was first established at the
University of Chicago (Collins, 1994). American sociologists developed a new approach to the
study of modern (industrial) society, by appropriating ecological theories from Biology and
applying them to urban settings. American sociologists also highlighted interaction as the root of
social structures (Mead, 1934; Goffman, 1959; Blumer, 1969). As Sociology spread, other
perspectives grew as well, including Functionalist Sociology, which emphasizes social order and
the “social glue” that holds society together, and Conflict Sociology, which emphasizes social
hierarchies and the differing levels of status accorded to different groups (Collins, 1994).
At its core, Sociology is the study of the relationship between individuals and their social
contexts. This is sometimes known as the Sociological Perspective (or the Sociological
Imagination) , because in order to understand the social causes of human behavior, sociologists
typically must adopt a way of thinking that differs from how most people see the world (Mills,
1959). Humans are by nature social beings; we cannot survive unless we interact with other
humans. But our interactions are not random, they are shaped by our relationships with others,
by our cultural values and beliefs, by the rules of institutions we participate in, and by our
experiences in previous interactions, among other influences (Bellah, Madsen, Sullivan, Swidler
& Tipton, 1991). Through interaction, we create the terms of these social structures―the
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a. Your key assumptions,
b. Your key pieces of evidence
c. And a careful articulation of the logic behind your methods.
APA Format and 2 References needed
.
Software Test DocumentCard Czar Android AppCMSC .docxjensgosney
Software Test Document
Card Czar Android App
CMSC 495
Group 2 Final Project
Kenneth Mikkalson
Alton Hinton
Shawn Henson
Sarah Holley
Tara Lawson
Richard Wysong
Table of Contents
1.0 Test plan identifier 4
2.0 Introduction 4
2.1 Objectives 4
2.2 Background 4
2.3 Scope 4
2.3.1 In Scope 4
2.3.2 Out of Scope 6
2.4 References 6
2.5 Roles and Responsibilities 6
2.5.1 Developer 6
2.5.2 Test Team Member 6
2.5.3 Test Lead 6
2.6 Definitions 7
2.7 Suspension Criteria and Resumption 7
2.8 Pass/Fail criteria 7
2.9 Testing Resources 7
3.0 Methodology 8
3.1 Overview 8
3.2 Unit Testing 8
3.3 Integration Testing 8
3.4 Final Delivery Testing 9
3.5 Bug Regression 9
3.6 Test Complete Criteria 9
3.7 Test Deliverables 9
4.0 Bug Tracking & Reporting 10
4.1 Bug Reporting 10
4.2Assigning Labels 10
5. Approvals 11
List of Figures
Figure 1: GitHub Issue Form10
List of Appendix
Appendix A
Appendix B
1.0 Test plan identifier
CMS-02142.0 Introduction2.1 Objectives
The system test plan for the Card Czar Android Application will support the following objectives:
1. Identify responsible persons for quality assurance, test management and testing tasks
2. Define the test plan and testing methods involved
3. Identify resource information for test plan development 2.2 Background
The Card Czar Android application is a spin-off of the popular board game Apples to Apples. The purpose of the software test plan is to identify key aspects of software verification and requirements validation. Comment by Admin: Based on project plan comments maybe we should provide a short synopsis of how the game/app will work?
The Card Czar is an android application multiplayer card game that can deliver hours of fun. It allows a user to create a new game room and invite friends to play with them. For a game to begin there must be at least 3 players. Once a game is started each player is dealt at random a hand of response cards that will contain a noun (or response) on them. After all players are given the response cards a dealer will be randomly chosen to start the game. The dealer (card baron) will draw a bait card that consists of an adjective (or other text to be responded to). Each player then selects from their cards a noun that they think the dealer will choose as the best response to the question. Once all responses are received the dealer (Card Baron) then picks the answer they like the best and the player whose response it was gets a point and becomes the dealer (Card Baron) for the next round. This continues until a player has reached 5 points and becomes the winner (the Card Czar).
Maximum players: 6
Minimum players: 3
Bait cards: (Adjective/Question Options)
Response cards: (Noun/Answer Options)2.3 Scope
2.3.1 In Scope
The Card Czar Test Plan defines the unit, integration and acceptance testing. The test plan will include the following:
1. Testing of all interfaces between Android application modules
2. Testing of all quality requirements
3. Security test.
Software Training ProgramABC Company has 50,000 employees and wa.docxjensgosney
Software Training Program
ABC Company has 50,000 employees and wants to increase employee productivity by setting
up an internal software applications training program. The training program will teach employees how to use Microsoft software programs such as Vista, Word 2010, Excel 2010, PowerPoint 2010, Access 2010, and Project 2010. Courses will be offered in the evenings and
on Saturdays and taught by qualified volunteer employees. Instructors will be paid $40 per
hour. In the past, employees were sent to courses offered by local vendors during company
time. In contrast, this internal training program should save the company money on training
as well as make people more productive. The Human Resources department will manage the
program, and any employee can take the courses. Employees will receive a certificate for completing
courses, and a copy will be put in their personnel files. The company is not sure which
vendor's off-the-shelf training materials to use. The company needs to set up a training classroom,
survey employees on desired courses, find qualified volunteer instructors, and start offering
courses. The company wants to offer the first courses within six months. One person
from Human Resources is assigned full time to manage this project, and top management has
pledged its support.
1. Project Scope Management
Create a WBS for this project and enter the tasks in Project 201 0. Create milestones
and summary tasks. Assume that some of the project management tasks you need
to do are similar to tasks from the Project Tracking Database example. Some of the
tasks specific to this project will be to:
a. Review off-the-shelf training materials from three major vendors and decide
which materials to use.
b. Negotiate a contract with the selected vendor for its materials.
c. Develop communications information about this new training program. Disseminate
the information via department meetings, e-mail, the company's intranet,
and flyers to all employees.
d. Create a survey to determine the number and type of courses needed and
employees' preferred times for taking courses.
e. Administer the survey.
f. Solicit qualified volunteers to teach the courses.
g.
h.
Review resumes, interview candidates for teaching the courses, and develop a
list of preferred instructors.
Coordinate with the Facilities department to build two classrooms with 20 personal
computers each, a teacher station, and an overhead projection system
(assume that Facilities will manage this part of the project).
i. Schedule courses.
j. Develop a fair system for signing up for classes.
k. Develop a course evaluation form to assess the usefulness of each course and
the instructor's teaching ability.
I. Offer classes.
2. Project Time Management
a. Enter realistic durations for each task and then link appropriate tasks. Be sure
that all tasks are linked in some fashion to the start and end of the project. Use
the Project Tracking Database as an example. Assume that you have six mont.
Soft skills are most often characterized as the personal attribu.docxjensgosney
Soft skills are most often characterized as the personal attributes that make up the interpersonal and intrapersonal aspects of an individual. Soft skills can include attitude, manners, social skills, the ability to communicate, listen, delegate, resolve conflicts, work as a team player, adapt to change, and work hard.
The term “soft skills” is not an indication on their importance; in fact, it can be argued that soft skills are more important to character and success you might achieve. Soft skills are compared to, and more specifically complement, a person’s “hard skills” which are the specific skills required for a job. For example, the soft skills necessary for a leader in an organization would be vision, social skills, emotional intelligence, empathy, work ethic, communication, and flexibility while the hard skills would be execution, organization, knowledge of computer programs, a second language, planning, coordinating and a thorough understanding of the organization’s policies and procedures.
In the previous section, many soft skills have already been discussed. You practice a variety of soft skills every day as a matter of fact. They occur so naturally you may not even notice them or have never spent time to realize strengths that you regularly exhibit. Identifying your soft skills will give you talking point in interviews and in promotion discussions, as well as give you new goals and areas to improve upon.
Critical Soft Skills
The following is a list of primary soft skills that just about every employer is looking for from their staff. It is no means inclusive as soft skills refer to an often intangible set of abilities that to some degree are engrained in everyone. While the primary soft skills are generally agreed upon as important in any job capacity, there are countless others that are deemed imperative as well (See Module 3: Personal and Career Evaluation). Depending on the job or function you are performing, these may be just as imperative as the ones listed below but not as universal. Review the following and determine which areas are personal strengths and which are areas in need of improvement.
· Communication. Communication permeates just about every aspect of both personal and professional endeavors. It is associated with active listening, comprehension, and clear expression of thoughts and ideas. It includes oral, written, and non-verbal types. To improve your communication skills, focus on both what you are saying and how you are saying it, and always remember that receiving information is just as crucial as providing it so practice active listening instead of just thinking of what to say next.
· A Good Work Ethic. Your work ethic is the sum of your attitude, actions, and guiding values. It is how company leadership knows that you are trustworthy and have the best interests of the organization at heart. A good work ethic is demonstrated through your decisive behavior, motivation, and dedication. You cannot .
Software Design Specification Document (SDD) By Da.docxjensgosney
Software Design Specification Document (SDD)
By David M. Jones
November 16, 2014
Table of Contents
1. Introduction ……………………………………………………………………………………………… 1
1.1 Purpose ……………………………………………………………………………………… 1
1.2 Scope …………………………………………………………………………………………. 1
1.3 Definitions and acronyms …………………………………………………………… 1
2. References ……………………………………………………………………………………………….. 1
3. Decomposition description ………………………………………………………………………. 2
3.1 Module decomposition ……………………………………………………………… 3
3.2 Concurrent process decomposition ………………….………………………. 9
3.3 Data decomposition ………………………………………………………………… 10
4 Dependency description …………………………………………………………………………. 11
4.1 Intermodule dependencies ……………………………………………………… 13
4.2 Interprocess dependencies ……………………………………………………… 14
4.3 Data dependencies ………………………………………………………………….. 15
5. Interface description …………………………………………………………………….………… 16
5.1 Module description …………………………………………………………….……. 16
5.2 Process description ………………………………………………………………….. 24
6. Detailed design ……………………………………………………………………………….….….. 25
6.1 Module detailed design ………………………………………………….………. 25
6.2 Data detailed design ……………………………………………………….….…… 30
1. Introduction
1.1 Purpose
This document’s purpose is to document the set of requirements for the development of a software
management system for a bed and breakfast operation. It describes how reservations and financial
transactions are made. It also specifies the human to computer graphical user interface screens.
1.2 Scope
This Bed and Breakfast Management System enables a the automated operation of a 3 bedroom bed and
breakfast business. Customers can call the Bed and Breakfast reservation phone number and give desired
reservation dates. A staff member can check the available and give the daily price rate for each room. The
customer can provide a reservation guarantee date. The guest reservation information will be entered by
the staff member while the customer is on the phone. After the stay, there is a check out process.
Additionally the owner can generate a profit report to monitor the financial status of the operation.
1.3 Definitions
a. BBMS – Bed and Breakfast Management System
b. Reservation – A room assigned to a guest stay for a specific date range
c. Guarantee – Financial contract between the management of the bed and breakfast and a guest that
a room reservation will be available to the guest
d. Workflow – Sequential steps needed to accomplish a task
e. Domain Object – A computer entity that holds information for a given function
f. User interface – A computer graphical element that enables the user to interact with the software
g. GUI – Graphical User Interface which the method by which the user interacts with the BBMS
2. References
IEEE. Std 1016-1998 IEEE Recommended Practice for Software Design Descriptions. IEEE Computer Society,
1998.
3. Decomposition description
Entity Rel.
Software Engineering Capstone 1
SWE481: Software Engineering Capstone
Phase 2 IP Software Engineering Methodologies
July 21, 2014
Contents
3Phase 1 Project Outline
3Development Methodology
4Phase 2 Software Production
4Requirements
5Design
6Application Architecture
7Music Player Main Screen
8Class Diagram
9Use Case Diagram
10Phase 3 Rapid Development (TBD)
11Phase 4 Project Scheduling (TBD)
12Phase 5 Project Risks (TBD)
13References
Phase 1 Project Outline
The project that our team is proposing is that of a mobile music application. This application will be a front end application that uses already in place internet services. The project involves. The mobile will contain free listening for radio and a paid listening subscription for user selected content. The application will be multiplatform based and be useable on iOS, Android, Windows 8.x. The application will also be integrated with social media sites such as Facebook and Google +, to name a few. There will be 6 phases for this project to include the following;
1. Pilot Application
2. Radio module
3. Subscription module
4. Social Media Module
5. Project CloseDevelopment Methodology
The development methodology will be that of Iterative/Incremental that allows for breaking up the project into small digestible chunks and is easy to understand. This method is similar to making small waterfalls out of each iteration of the software. This method allows for quick testing and customer feedback. This is best suited for small teams that support parallel coding and testing which will be used in this project. The ability to release the product in 90 to 120 days below budget is planned.Phase 2 Software Production
Requirements
The requirements gathering sessions will be completed by formal meetings, chat and email interaction. This will be done due to the various locations of the stakeholders and team members in this project. The original project inception and the requirements for the agreed upon project were gathered by email correspondence between the team members. The group leaded compiled a list of the initial requirements and this was discussed during a live chat meeting. The requirements are as follows;
· Initial pilot app (includes account creation)
· Player Module to include equalizer module ( Includes 5 bans of equalization)
· Radio module (search for music interest)
· Subscription module (create playlists, add music to library)
· Social media module
· Project close
· Application will operate across multiple platforms (Supports iOS, Android, Windows 8.x)
· Paid subscription for direct listening
· Free listening for radio playlists
· App will use backend services already exist from current website
· App will integrate into existing backend services
The first 5 requirements are functional requirements and the remaining 7 requirements are non functional requirements. The functional re.
Strength–Based Approaches Paper
Covering
Displaced Homemakers
People over 60
·
All key elements of the assignment are covered in a substantive way.
o
The learning team selected a special population from those listed in University of Phoenix Material: Strength-Based Approaches and included the following topics:
·
Problems faced by special populations in society
·
Strengths of these special populations and how those strengths can enhance individual and community empowerment
·
Combining Western healing approaches with traditional indigenous healing approaches to enhance solutions for the individual and community
The content is comprehensive and accurate.
.
Sociology Project
CLASSROOM “COMPARATIVE CULTURE” STUDY
Write an essay comparing / contrasting the classroom culture of three
different teachers (Do not use actual names – substitute “Teacher A”, etc.)
A. Describe the class as a culture. Include:
· General atmosphere of class
· Seating patterns (e.g., students sitting toward back, male/female division, etc.)
· Rules – formal and informal
· Teacher’s mannerisms, attitude, teaching method / style.
B. Assess student comfortability and productivity in each setting.
C. As you write the essay, attempt to determine whether classroom culture has an impact on students’ lives / attitudes and, if so, what that impact might be.
.
Socometal Rewarding African WorkersBy Evalde Mutabazi and C. B.docxjensgosney
Socometal: Rewarding African Workers
By: Evalde Mutabazi and C. Brooklyn Derr
It was a most unusual meeting at a local café in Dakar. Diop, a young Senegalese engineer who was educated at one of Frances’s elite engineering grandes ‘ecoles in Lyon, was meeting with N’Diaye, a model factory worker to whom other workers from his tribe often turned when there were personal or professional difficulties. N’Diaye was a chief’s son, but he didn’t belong to the union and he was not an official representative of any group within the factory.
Socometal is a metal container and can company. While multinational, this particular plant is a joint venture wherein 52 percent is owned by the French parent company and 48 percent is Senegalese. Over the last twenty years Socometal has grown in size from 150 to 800 employees and it has returns of about 400 million FCFA (African francs) or $144 million. The firm is often held up as a model in terms of its Africanization of management policies, whereby most managers are now West African with only 8-10 top managers coming from France.
During the meeting N’Diaye asked Diop if he would accept an agreement to pay each worker for two extra hours in exchange for a 30 percent increase in daily production levels. If so, N’Diaye would the guarantor for this target production level that would enable the company to meet the order in the shortest time period. “If you accept my offer,” he said with a smile, “we could even produce more. We are at 12,000 (units) a day, but we’ve never been confronted with this situation. I would never have made this proposal to Mr. Bernard but, if you agree today, I will see that the 20,000 (unit) level is reached as of tomorrow evening. I’ll ask each worker to find ways of going faster, to communicate this to the others and to help each other if they have problems…”
Mr. Olivier Bernard, a graduate of Ecole Centrale in Paris (one of Frances’s more prestigious engineering schools), was the French production manager, and Diop was the assistant production manager. Mr. Bernard was about 40 and had not succeeded at climbing the hierarchal ladder in the parent company. Some report that this was due to his tendency to be arrogant, uncommunicative and negative. His family lived in a very nice neighborhood in Marseille, and it was his practice to come to Dakar, precisely organize the work using various flowcharts, tell Diop exactly what was expected by a certain date and then return to France for periods of two to six weeks. This time he maintained that he had contracted a virus and needed to return for medical treatment.
Shortly before Mr. Bernard fell ill, Socometal agreed to a contract requiring them to reach in short time a volume of production never before achieved. Mr. Bernard, after having done a quick calculation, declared, “We’ll never get that from our workers--- c’est impossible!” After organizing as best he could, he left for Marseille.
Diop pondered what N’Diaye had propos.
Sociology and General Education [1964]By Robert Bierstedt.docxjensgosney
Sociology and General Education:
[1964]
By Robert Bierstedt
Sociology has many uses that are alike unsung and unappreciated. Some of these uses pertain not to its function as an instrument in the acquisition of knowledge but to a rather different kind of function—its function in the course and process of education. I am inclined to think in fact, as I hope the following remarks will show, that sociology is one of the most valuable of all of the disciplines in the university curriculum and that one of its most distinctive virtues lies precisely and centrally in the realm of general education.
Those of us who are engaged in the sociological enterprise ourselves tend to think—perhaps inevitably—that sociology is for sociologists, or at least for those who want to become sociologists. In our colleges and universities, however, we teach sociology to many more than these. It has been estimated that only two per cent of undergraduate students major in sociology and that only three per cent of this statistically small figure go on to do graduate work in sociology. The vast majority, in short, study sociology with no vocational or professional purpose. They appear in our undergraduate classes and study our introductory texts either because sociology is required as a supplementary subject in a closely related curriculum or because it satisfies a social science requirement in a curriculum for which another science would do equally well. There are those in addition, we may suppose and hope, who study sociology without being required to do so because it satisfies some wayward or vagrant curiosity of their own, because it stimulates an intellectual interest, because it has its own intrinsic fascination. This paper examines some of the educational and cultural advantages that sociology has to offer these other groups of students, particularly the last, comprised of those who have no intention of making a career in the field and who have no professional requirement to satisfy. I propose to show, in short, that sociology has an important role to play in general education, a role that is wholly commensurate with and sometimes even superior to the roles played by such older disciplines as history, literature, and philosophy. I shall maintain that sociology has many virtues that contribute to the cultivation of the intellect and that it merits a high rank. therefore, among the liberal arts and sciences.
The Liberated Mind:
The first of the educational virtues of sociology is that, like all al the liberal arts, it liberates the student from the provincialism of time, place, and circumstance. One of the great disabilities al those who have been denied the benefits of education is their parochialism, their attachment to the narrow corner of earth wherein they dwell. These are the people—and unfortunately they are the vast majority of mankind—who retain throughout their lives a primitive loyalty to their initial culture. For the uneducated t1 initial culture .
Sociological Observation of a Sporting Event Student Name .docxjensgosney
The document summarizes a sociological observation of a basketball game. It describes the setting of the game at an indoor arena, the participants as two teams competing for a conference title with a range of ages, and most players being black. It notes that the game seems to bridge racial differences. It also describes the large number of energetic fans in attendance, mostly male and of various ages. The players wore matching uniforms and most fans wore casual sports attire. Fans were observed cheering and chanting to support their teams. The atmosphere was dynamic with fans cheering and entertainers performing.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Film vocab for eal 3 students: Australia the movie
SOCIAL MEDIAS NEW MAD MEN by JEFF BERCOVICIThe Cannes Lions a.docx
1. SOCIAL MEDIA'S NEW MAD MEN by JEFF BERCOVICI
The Cannes Lions advertising festival has become as big among
the Madison Avenue crowd as the Riviera town's iconic film
event is for Hollywood. So as Steve Stoute nursed a drink with
a friend at the Hôtel du Cap-Eden-Roc on the balmy June
evening that opened this year's boozing and schmoozing, the
Cannes Lions veteran braced himself for an onslaught of media
and technology executives. Stoute's ad agency, Translation
LLC, has clients like Anheuser-Busch, State Farm and
McDonald's—the kinds of whales that would have him fending
off supplicants left and right.
But the roles of supplicant and master reversed when Stoute
spotted Ben Silbermann walking into the bar. The soft-spoken
Pinterest CEO was attending Cannes for the first time.
Silbermann, 32, had just checked into his hotel and was
planning to have a quick drink with his team before turning in
to prep for his keynote speech the following morning. A few
weeks earlier his social media service, especially popular with
women and hobbyists, began experimenting with selling ads to
show to its 70 million users. With more demand than it could
satisfy, Pinterest had limited its test to a mere dozen sponsors,
wringing commitments of more than $1 million from each.
Stoute was desperate to get his newest client, discount shoe
store chain DSW, into the program (fashion is the third-most-
popular type of content on Pinterest). "I didn't want this thing to
go by without us getting in front of it," he says. Fortunately he
had an in: Stoute's drinking buddy that night was Ben Horowitz,
whose venture capital firm, Andreessen Horowitz, had just
participated in the $200 million funding round that had
propelled Pinterest's on-paper valuation to $5 billion. Horowitz
called Silbermann over, and Stoute ordered rosé for everyone,
2. raised his glass toward his new acquaintance and offered up a
paean of praise and blessings: Rise above, be great, stay great.
After accepting Stoute's flattery, Silbermann agreed to take his
money, too. An hour into his Riviera debut, the new prince of
Cannes had already bagged his first deal, just by showing up.
That's pretty much how things have been going for Pinterest
lately. A visual social network where people create and share
image collections of recipes, hairstyles, baby furniture and just
about anything else on their phones or computers, Pinterest isn't
yet five years old, but among women, who make up over 80% of
its users, it's already more popular than Twitter, which has a
market capitalization of more than $30 billion. Pinterest's U.S.
user base is projected to top 40 million this year, putting it in a
league with both Twitter and Instagram domestically, and it's
moving fast to catch up with them overseas, opening offices in
London, Paris, Berlin and Tokyo over the past year.
International users now make up nearly half of new sign-ups,
according to the research firm Semiocast. Pinterest even
doubled the number of active male users in the past year.
To date, Pinterest's users have created more than 750 million
boards made up of more than 30 billion individual pins, with 54
million new ones added each day. During the 2013 holiday
season Pinterest accounted for nearly a quarter of all social
sharing activity. Among social networks, only Facebook, with
its 1.3 billion users, drives more traffic to Web publishers.
All that activity sounds big, but it understates the moneymaking
opportunity in front of Pinterest, which will ultimately be
judged by how much revenue it can wrest from its users. While
it's the earliest of days still, many analysts and observers
believe that, on the basis of average revenue per user, it's only a
matter of time before Pinterest blows past Facebook, Twitter
and the rest of the social pack. "They're going to bring in
3. billions of dollars a year," says Dave Weinberg, founder of the
social marketing company Loop88.
To marketers, Pinterest represents a unique proposition, a new
medium of a sort that's never existed before. One difference is
temporal. As Silbermann explains it, Facebook "is about your
connections, your past events, your memories." Users on
Facebook volunteer a staggering amount of retrospective
information such as birthplace, alma mater and vacations, data
the company can use to power its highly targeted ad offerings.
Twitter can't offer that level of detail, which is why its revenue
per user, at around $3.50, is only half that of Facebook's.
Twitter's value remains stuck in the now, promising advertisers
a presence in real-time conversations about the World Cup, a
presidential election or Orange Is the New Black.
If Facebook is selling the past and Twitter the present, Pinterest
is offering the future. "It's about what you aspire to do, what
you want to do down the line," says Silbermann. And the future
is where marketers want to live. When a user pins an image of a
wedding dress or a coffee table to one of her boards, she's
sending up a signal flare to the merchandiser who might want to
sell her that wedding dress or coffee table. "There's intent
around a pin," says Joanne Bradford, Pinterest's head of
partnerships. "It says, 'I'm organizing this into a place in my
life,' like when people tear out a page of a magazine."
The idea of being able to locate consumers at that delicate
moment when browsing becomes shopping has marketers
intrigued. "One of the things we're trying to figure out
strategically is how to tap into consumers earlier in the
inspiration or planning phase," says David Doctorow, senior
vice president of global marketing at Expedia, one of Pinterest's
charter advertisers. "We don't have great ways to identify
consumers in that part of the journey."
4. For now advertising is Pinterest's only revenue line. But it
requires only the tiniest leap to conjure a scenario in which the
company acts as middleman for the hundreds of thousands of
retailers already showcasing their wares on its platform. "The
next step will be how do we make it really easy for you to go
out and buy that ring or take that trip," says Silbermann. This is
Amazon's turf, but Facebook and Twitter have been making
incursions, with both companies conducting tests of "Buy"
buttons for friction- less shopping. Pinterest, though, has
natural advantages in e-commerce, with independent research
showing its users are more likely to share product links and
make big purchases than users of other social platforms.
If Pinterest is going to lay claim to the future, it will have to
knock off a pretty formidable incumbent, Google, which is also
in the business of harvesting signals of intent and selling them
to marketers. That's the basis of its search advertising, the
engine that drives roughly two- thirds of the company's $55
billion in annual revenue.
Silbermann, who spent two years as a product specialist in
Google's advertising operation, knows what he's up against. For
all his midwestern diffidence (he was raised in Des Moines),
he's not shying away from the confrontation. In his Cannes
keynote Silbermann dismissed Google as "the ultimate card
catalog," an outdated technology useful only if you already
know what you're looking for. Evan Sharp, Silbermann's
cofounder, puts a finer point on it. Pinterest, he says, "exposes
people to possibilities they never would have known existed."
Pinterest people talk of this open-ended form of search as
discovery, and figuring out how to do it right "is the biggest
business opportunity in the last 10 to 20 years for an online
business," says Tim Kendall, Pinterest's product head. The
choice of time frame is not accidental: As Face- book's director
of monetization from 2006 through 2010, he shaped the strategy
5. that turned that company into the $200 billion force it has
become. He says Pinterest will be bigger—bigger than Facebook
and, yes, bigger than Google. "That's why I joined."
Silbermann didn't always know what he was looking for. It's
tempting to assume otherwise: As a child in Iowa he had
multiple collections, including one of dried insects pinned to
cardboard; as an adult he started a pinning site for virtual
collectors whose most avid early users were in the Midwest.
But the path was nowhere near as straight as that sounds.
Silbermann grew up thinking he'd be a doctor like his parents,
both of whom are ophthalmologists. An accomplished cellist
and debater, he spent the summer before his senior year in high
school at MIT's elite Research Science Institute and then
enrolled at Yale, where he took premed courses. Halfway
through college, though, he caught the business bug. Instead of
taking the MCAT upon graduation, he took a job as a
management consultant at the Corporate Executive Board in
Washington, D.C. "Like a lot of young people, I just wanted a
job at the beginning," he says of taking the road more traveled.
He quickly grew restless, growing increasingly fascinated by
what was going on in the technology industry, which was
bouncing back from the implosion of the Web 1.0 dotcom
bubble. "I would read blogs on it in my free time and think,
'What am I doing?' The story of my time, this thing that I'm
superexcited about, was happening in California, and I was like,
'I've got to get out there,'" he recalls. After three years as a
consultant he scored "the only job I could get at Google," as a
product specialist, and moved out West in 2006. Silbermann
spent his days translating customer feedback into product
refinements, acquiring a skill he considers crucial to Pinterest's
success. But troubleshooting ad systems wasn't what he'd come
out West to do, and the loftier ambitions on display all around
him were a goad to his own. Silbermann decided to quit and try
6. to start his own company.
He hooked up with a Yale classmate, Paul Sciarra, and in 2008
the two started Cold Brew Labs. Its first product was a shopping
app called Tote, which struggled to stir up interest. Silbermann
was visiting New York when he met through a mutual friend a
Columbia architecture student named Evan Sharp. "We both had
the same hobby, which was the Internet," Sharp says. "I grew up
in rural Pennsylvania, and Ben grew up in Des Moines. For both
of us, in a way, the Internet was this really precious window
into worlds outside our day-to-day experience."
Sharp told Silbermann about his collection of thousands of
architectural drawings and photos, which had become
increasingly hard to organize. That resonated with Silbermann,
who'd noticed that Tote's users seemed more interested in
saving photos of products than in buying the products
themselves. He invited Sharp to join Cold Brew Labs, and
together the three launched the first desktop version of Pinterest
in March 2010. Users could save images from anywhere on the
Web to thematically organized boards— "Nail Art,"
"Honeymoon Ideas," "Viking Designs" and so on—as well as
follow other users and their boards. Every section was a free-
form grid that scrolled in a never-ending succession of pictures
and words. As the work progressed, Sharp moved to the Bay
Area and took a job at Facebook to support himself while the
three worked from their makeshift offices, a "dirty apartment"
in Palo Alto.
This is the point in the story where usually the founders hit on
the novelty that makes their product go viral overnight. That
wasn't how it happened with Pinterest. Its early gains were the
result of laborious word-of-mouth marketing, with Silbermann
leaning on everyone in his network to spread the word and
personally contacting several thousand users to quiz them about
what they liked and disliked. "If he hadn't done that, my guess
7. is we would've given up in a few more months," says Sharp, 31.
"It's kind of ridiculous how long we worked on it, given how
little success we were seeing."
Nor was it an overnight sensation with investors. "He had a hell
of a time raising money in the beginning," says Ron Conway, a
perpetual member of the Forbes Midas List, whose firm, SV
Angel, invested in April 2011 at the urging of fellow angel
Shana Fisher. Yelp CEO Jeremy Stoppelman was one of those
who failed to see the potential. "A friend sent it to me, and I
didn't even take the meeting," he recalls. "I was like, 'Ehhhh,
this is interesting, but I don't know what to do with it. It's too
conceptual for me.'" (Fortunately for Stoppelman, the
opportunity came back around a year later courtesy of
Eventbrite CEO Kevin Hartz, whose enthusiasm for Pinterest
won him over.)
Those days are past. To date, Pinterest has raised $764 million
in seven rounds from a group of investors that includes
FirstMark Capital, Andreessen Horowitz and Bessemer Venture
Partners. In May it closed that blockbuster $200 million round
that provided fuel for its international expansion. At that
valuation—and given the mania for fast-growth companies over
the ensuing six months, a raise in the range of $8 billion to $10
billion is possible—Silbermann's estimated 15% stake and
Sharp's estimated 10% would make them, on paper, candidates
for the FORBES billionaires list.
Others are jumping on the gravy train. With more than 400
employees—up from fewer than 20 in early 2012—Pinterest has
just signed a lease on another building in the neighborhood (it
moved into its current location just two years ago). "I spend a
lot more of my time trying to clearly communicate where we're
going so everyone can march in the same direction," Silbermann
says. "Technology has made it easier for small teams to scale
fast, but no one's ever released something that makes it easy to
8. build a culture proportionately as fast."
The cornerstone of Pinterest's culture is a principle they call
Knit. Whereas other big tech companies in the Valley are led by
people of one skill set—engineers at Google, designers at
Apple—Pinterest solves problems by combining different kinds
of expertise. "That way you can produce something that no one
individual with one expertise could have produced on their
own," says product chief Kendall. As a visual reminder, a
diagonal beam in the lobby is covered in a crocheted cozy.
"We're trying to build a culture of deep appreciation for
different disciplines is how I'd put it," Sharp says.
Despite their similarities, Silbermann and Sharp have slipped
into complementary roles. (Sciarra, the third co- founder, left
Pinterest in April 2012, finding a soft landing as an
entrepreneur-in-residence at Andreessen Horowitz. "Ben was
the guy to take the company into its next phase, and he's doing
an excellent job," he says.) The linear-minded, strategic former
management consultant was the natural choice for CEO. No rah-
rah motivator, he spent a recent evening diagramming the
company's internal communications channels on a whiteboard to
figure out which ones were working best. Sharp, a more lateral
thinker, became chief creative officer. "I'd say I'm a little more
crazy than Ben is and a little more—I don't want to say artistic
but a little more on the creative side," Sharp says. "My mind is
like a warren, whereas Ben's is like a f—king database."
Sharp sometimes feels bemused by the speed of all the change
around him. "It's something you don't hear a lot about
necessarily, but it's a very weird process to grow up with the
company but not to be the face of it as much," he says. "It can
make you feel insecure. I feel great, but I could see how a lot of
cofounders end up spinning out or burning out of companies
that they aren't the CEO of, because you have to really be
confident that you're contributing."
9. In a conference room in Bellevue, Wash. a crew of Pinterest
ambassadors tutor executives from Expedia in the art of
pinning. Larkin Brown, a chic, willowy user-experience
researcher, explains how the different reasons users pin
things—to plan a project, to compare different styles or just for
inspiration—correspond to the phases of the so-called purchase
funnel: awareness, consideration, preference and purchase. "The
thing that's important to understand is it's the pin that triggers
the mode," says Brown. She hands off the PowerPoint clicker to
Kevin Knight, head of agency and brand marketing, who
stresses that every board a brand creates ought to correspond to
an interest someone might have, since that's how users organize
their own boards. "Patio furniture isn't an interest; outdoor
living is an interest," he says. Around the table heads nod and
pens scribble. In 2013 Expedia spent more than $1.7 billion on
advertising and marketing across its brands, which include
Expedia.com, Hotels.com and Trivago.
Pinterest conducts these five-hour workshops for the dozen or
so partners in its Promoted Pins program— i.e., its advertising
clients, each of which committed between $1 million and $2
million for a six-month run. After a workshop, participants
typically see the interaction rate on their pins increase by 25%.
Making sure advertisers know what they're doing before they
start spending money ensures they'll be happy with the result,
says Bradford, who oversees sales. They'd best be happy, since
charter advertisers are reportedly paying $30 to $40 per
thousand impressions—several times the rate Facebook
commands.
Like Facebook's Sponsored Posts and Twitter's Promoted
Tweets, Promoted Pins are a form of so-called native
advertising, in which an ad takes the same form as the user-
generated content around it. Native advertising evolved in
response to what marketers call "banner blindness," the
10. tendency of Web users to tune out adjacent ads. It's also turned
out to be perfect for mobile phone screens, where ads must
appear in the main feed or not at all. More than 90% of
Pinterest usage is on mobile, higher than Facebook (68%) and
Twitter (86%), according to comScore.
But there's native and then there's native. Facebook may know
you're a Cleveland Browns fan who takes a size XL, but when it
shows you an ad for a Dawg Pound sweatshirt in your News
Feed, it's still an unwanted interruption, because who goes on
Facebook looking to buy a sweatshirt? Pinterest users, on the
other hand, are very much in the mode of planning how to spend
their money. If you're browsing for beach vacation ideas, an
Expedia pin showing all-inclusives in Cancún isn't an
intrusion—it's just more information. "Pinterest is a place
people come to discover things they love," says the firm's head
of operations, Don Faul, a veteran of both Facebook and
Google. "Brands are at the center of that." To make sure its ads
never feel too much like ads, Pinterest has a few ground rules:
Every Promoted Pin has to start out as an ordinary pin, living on
the partner's boards, and stunts like price promotions and
contests are off-limits.
For high-end marketers in particular, context is everything.
Yahoo's Marissa Mayer calls it the "Vogue phenomenon,"
alluding to the way glossy magazine ads seem like they're part
of the experience, while online ads are always a nuisance.
Yahoo's $1 billion acquisition of Tumblr, another visual social
network, was Mayer's attempt to re-create the phenomenon in
pixels; Pinterest, with a bigger, more focused audience, has a
better shot.
"With Pinterest, at least people have shown some intention to be
served the content you're providing them," says Meghan Burns,
marketing director for Vineyard Vines. "As a luxury brand it's a
huge step in the right direction. We can buy impressions all day
11. long, but it's all about maintaining a positive association with
the brand."
Pinterest provides a suite of tools to help brands quantify the
return on their time and dollars and is collaborating with them
to develop new ones tailored to their needs. Burns says her
company's Web traffic and new users numbers are up since it
started paying to promote pins, and its nonpaid pins are also
performing better on measures of audience reach and
engagement. While one analysis of data from 25,000 retailers
showed that users driven to commerce sites from Pinterest are
10% likelier to buy something than those coming from other
social sites, Burns wants more convincing proof that the brand's
Pinterest fans are converting into sales. "I'm really waiting for
that second tier of data to say, 'Shoppers are ready to buy
here,'" she says.
Once that happens, why not just sell to them directly? E-
commerce is clearly part of Pinterest's road map, but even with
that war chest, it is still in ramp-up mode. Its workforce
remains one-eighth the size of Twitter's, much less Facebook's
or Google's, which still means doing things one at a time, even
if it means letting rivals get a head start.
That doesn't bother Silbermann and Sharp. They're not focused
on selling stuff to their users any more than Silbermann was
thinking about selling ads when he walked into the Hôtel du
Cap.
The opportunity is much bigger. "How do we do for discovery
what Google did for search?" Silbermann muses. "How do we
show you the things you're going to love even if you didn't
know what you were looking for? We think if we answer that
question, all the other parts of the business will follow."
12. THE MONEY IN MUNCHIES by Kirsten Strauss
The world of snack foods is a Manichean struggle for the soul
of your stomach. Do you reach for the tasty, high-calorie,
additives-rich mozzarella sticks—or less processed, lower-
calorie fruits and veggies? Inventure Foods of Phoenix isn't
picking sides. It plays to both our better and worse angels of
appetite. "We still believe in the 'indulgent' food business—it
pays some bills, and we don't want it to completely go away,"
says CEO Terry McDaniel, 57. "But our focus— and most of
our growth—has been the 'healthier natural' side."
That side generates 80% of Inventure's $253 million in sales.
So-called healthier natural can mean just about anything: Rader
Farms frozen berries sold in Costco and others; the Fresh
Frozen Foods label, ubiquitous throughout grocery stores in the
Southeast; smoothies mixes for Jamba Juice; and "totally
natural" potato chips from Boulder Canyon.
While Inventure's roots are in "indulgent" foods—Poore
Brothers kettle chips, as well as snacks for Nathan's Famous,
TGI Fridays and Vidalia Brands—that category is growing at
2.8% a year nationwide. Back in 2006 the company decided to
branch out into healthier snacks, growing at 12% a year.
(Natural and organic foods and beverages are expected to
surpass $78 billion next year.)
That decision was key—the second time that Inventure,
confronting a critical juncture, made a tough but correct
decision. The first occurred 19 years ago when brothers Jay and
Don Poore, reaching the limits of their entrepreneurial skills,
sold their eponymous potato chip company to a local investor.
Don Poore, 75, officially retired in 1995. But Jay, 67, is still
vice president of engineering at Inventure Foods. You can find
him walking the floor of the Goodyear, Ariz. plant, 20 miles
13. west of Phoenix, which can turn out 60,000 pounds of potato
chips every day. One after another, all day and all night, 130-
pound batches of fresh-peeled spuds smack into heavyduty
cylindrical slicers; hundreds of raw chips are flung into
automated deep fryers the size of a Fiat 500 Sport. Poore
doesn't flinch from his proximity to the 270-gallon vats of
scalding, sizzling oil. "I've been around 'em all my life," he
says.
No exaggeration. Back in 1966 the brothers took jobs at Mira-
Pak, a Houston company that built packaging machines for the
snack food industry, eventually becoming engineers. After a
short stint running their own parts and services firm for
"bagger" machines, they partnered with Horace Groff, grandson
of the founder of Groff's Snack Food Co. in Bowmansville, Pa.,
to produce a kettle-style potato chip. Groff's of Texas launched
in 1983. Relatively rare back then, kettle chips were produced
in smallish batches, turning out thicker and crispier, and
carrying a more natural potato flavor than their mass-market
cousins. "We figured it was a niche—and a vacuum we could
fill," Jay recalls.
In 1986 the brothers sold to a partner, settled in Phoenix, found
a decent plant at a good price and launched Poore Brothers
Potato Chips. With Don handling engineering and factory
oversight, Jay became salesman, going door-to-door pushing
products on retailers. By the mid-1990s the brand was
generating almost $7 million in annual sales, led by the success
of its jalapeño- and salt-and-vinegar-flavored chips.
By then the Poore Brothers had taken a good bite of the local
kettle chip market, largely at the expense of Frito-Lay. "To do
that is really hard," says Mark Howells, then president of
broker-dealer Arizona Securities Group. It took him a year to
persuade the Poores to sell out to him and a group of investors.
Jay wasn't too sure: "We had everything we owned in this world
invested into this company." But as a single-product company,
14. they knew that one potato blight could scorch the business.
The Poores went back and forth. Finally they sold for over $3
million, plus 150,000 shares each. Looking back, Jay concedes
they made the right choice, adding, "We were better technicians
than we were businesspeople." Says Howells: "Everybody kind
of got it—both they and us—that in order to go to the next step
there would need to be some cash infusions and some additional
management in the company."
All that happened rapidly. A year later, in 1996, Howells took
the company public, raising $7.8 million under the catchy ticker
symbol SNAK. He installed Eric Kufel, then a 30-year-old
brand manager who'd done time at Coca-Cola, Dial and Kellogg,
as CEO. He bought Keebler's popular Tato Skins division,
acquiring a new snack plant in Bluffton, Ind. In 2000 he cut a
licensing deal with TGI Fridays. "Sales from Fridays more than
doubled within 24 months," recalls Kufel. "It was really
transformational for us."
Terry McDaniel, the current chief executive, came over in
2006—the same year the company changed its name to
Inventure (as in "innovate" and "venture"). As CEO and
president of Wise Foods McDaniel had helped ship chips to
Inventure after its Goodyear plant caught fire and was knocked
offline. Kufel persuaded him to uproot to Phoenix and come
aboard as COO. A couple of small disasters greeted him:
Crunch Tunes (snack chips shaped like Looney Tunes
characters) and a licensed sweet snack for Cinnabon had both
bombed.
And there was a bigger challenge. With the blessing of the
board, the departing cheese flavor or—bite your tongue—
chocolate. As of the first half of 2014 Boulder Canyon is on
track to generate $40 million for the year. Around the corner is
a breakfast cereal featuring whole grain puffs injected with
15. yogurt or chocolate. That will put Inventure squarely in the
crosshairs of Kufel had decided that Inventure had to diversify
its lines into less artery-clogging fare. McDaniel, who took over
as CEO in 2008, had to execute the strategy he had helped to
formulate. He turned first to Boulder Canyon, the Denver maker
of potato chips, acquired in 2000. Inventure had touted its
natural ingredients, but it languished. "It was already a clean
but very boring product," says McDaniel.
Hawking the brand to natural food stores outside of Colorado,
Inventure eventually offered compostable bags and added lines
like rice-and-bean chips, vegetable crisps, sweet potato chips,
multigrain snacks, Protein Crisps made of lentils and pea
protein that come in Kashi and Bear Naked.
The company pushed hard on frozen fruits and vegetables.
Rader Farms of Lynden, Wash., grabbed for $22 million or so in
2007, added $27 million to the top line the next year. McDaniel
found an additional market for those frozen berries by coming
up with a do-it-yourself smoothie kit the company licensed to
Jamba Juice, winning instant consumer recognition.
Last year Inventure spent $38 million to buy Fresh Frozen
Foods, the $60 millionplus (sales) Jefferson, Ga. processor of
veggies. It's the first push into a $4.4-billion-a-year market and
the first run at the likes of Bird's Eye, Green Giant and dozens
of private labels by resorting to simplicity and transparency—
literally selling its peas and carrots in clear plastic sacks.
"That's a risky proposition," McDaniel concedes. "You better
have quality because things will change color in the bag."
What's next? Inventure filed a shelf registration that allows it to
increase the number of shares outstanding, up to $100 million
worth. That opens a raft of potential acquisitions in the healthy
category, where the best margins are. McDaniel can buy all the
niche companies he wants and let them try to thrive under their
16. own labels. But this category cries out for a single brand with a
strong identity, like the one the Poore brothers once built.
That's a crossroad Inventure hasn't yet reached.