The Federal Trade Commission has been trying for years to crack down on stealth marketing campaigns that use celebrities and social media. Now the agency is trying a new tactic: Sending letters to so-called "influencers" that instruct them to clearly disclose when they are pushing a product.
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The agency also warned that common disclosure tactics—such as including the hashtag #sp or putting a "sponsored" label near the bottom of a post—are not sufficient.
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Influencers should mention a sponsorship deal near the top of a post.
http://fortune.com/2017/04/20/ftc-instagram/
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fredag 21 april 2017
tisdag 31 januari 2017
Super Bowl Advertisers Hope To Score Touchdowns Before the Big Game
According to the Times, Mary Scott, a
president at global marketing agency United Entertainment Group, advises
her clients to spend at least 25% of the cost of their commercial slot
on marketing the ad itself.
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Google's YouTube encourages users to vote for their favorite Super
Bowl ads (many of which are available before the game) each year with
its YouTube AdBlitz.
The Super Bowl is typically the most-watched television event of the year in the U.S. Last year, it drew nearly 112 million
viewers, just shy of the record 115 million people who watched the game
in 2015. That's a huge platform for advertisers to pitch beer, luxury
cars, and many more shiny products.
tisdag 27 december 2016
onsdag 7 december 2016
How Artificial Intelligence and Robots Will Radically Transform the Economy
Ryan Detert started a company
called Influential, which is built on AI from IBM’s Watson. The AI
scours social media to find “influencers” who have a large number of
followers and analyzes the online personality of those individuals.
http://europe.newsweek.com/robot-economy-artificial-intelligence-jobs-happy-ending-526467
https://www.influential.co/
http://europe.newsweek.com/robot-economy-artificial-intelligence-jobs-happy-ending-526467
https://www.influential.co/
måndag 5 december 2016
Simon Property Group Fights to Reinvent the Shopping Mall
Simon, a real estate giant with headquarters in Indianapolis, has relied
on aggressive dealmaking and savvy property management to bolster its
position as the largest U.S. operator and developer of shopping malls.
Its U.S. portfolio includes 108 malls, most of them high-grossers like
Roosevelt Field, and 72 discount outlet centers. That adds up to real
estate worth $110 billion. Some of the biggest and most luxurious malls
in the country— including the Forum Shops at Caesars Palace in Las
Vegas, King of Prussia outside Philadelphia, and the huge high-end New
York outlet mall Woodbury Common—are bastions of the Simon empire.
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The company generated $5.3 billion in revenue in 2015, with an enviable 37% profit margin.
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Its market cap has risen fivefold since the end of 2008, to $57 billion.
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Along with a handful of other mall operators, including General Growth Properties (GGP), Taubman Centers, and Macerich, Simon dominates the so-called A-malls, those with the highest sales per square foot.
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The company’s U.S. malls and outlets are 96.3% full (about four percentage points above the industry average). Sales per square foot are $604, a slight drop from a year ago but a full 27% higher than the industry average of $474, according to the International Council of Shopping Centers (ICSC), the industry’s trade organization.
--
The brothers pioneered the concept of a shopping center being anchored by a department store. Before that, department stores tended to be in city centers at stand-alone locations. The Simons’ idea was to leverage the shopper traffic of department stores, which at the time were the apex of the retail food chain, within enclosed malls where those giants were the marquee attractions. To make that happen, they charged department stores a pittance while charging other tenants much more. Even today the typical anchor store pays around $4 per square foot in annual rent; the average non-anchor tenant paid $42.22 per square foot a year as of the third quarter of 2016, according to real estate analytics firm Reis.
--
In 2014, Simon spun off most of its so-called B-and C-malls—those with lower sales per square foot—into a new REIT, called Washington Prime Group.
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Food and beverage, for example, now makes up 9% of leasing space in U.S. malls, according to ICSC, and industry executives expect that to grow.
http://fortune.com/simon-mall-landlord-real-estate/
--
The company generated $5.3 billion in revenue in 2015, with an enviable 37% profit margin.
--
Its market cap has risen fivefold since the end of 2008, to $57 billion.
--
Along with a handful of other mall operators, including General Growth Properties (GGP), Taubman Centers, and Macerich, Simon dominates the so-called A-malls, those with the highest sales per square foot.
--
The company’s U.S. malls and outlets are 96.3% full (about four percentage points above the industry average). Sales per square foot are $604, a slight drop from a year ago but a full 27% higher than the industry average of $474, according to the International Council of Shopping Centers (ICSC), the industry’s trade organization.
--
The brothers pioneered the concept of a shopping center being anchored by a department store. Before that, department stores tended to be in city centers at stand-alone locations. The Simons’ idea was to leverage the shopper traffic of department stores, which at the time were the apex of the retail food chain, within enclosed malls where those giants were the marquee attractions. To make that happen, they charged department stores a pittance while charging other tenants much more. Even today the typical anchor store pays around $4 per square foot in annual rent; the average non-anchor tenant paid $42.22 per square foot a year as of the third quarter of 2016, according to real estate analytics firm Reis.
--
In 2014, Simon spun off most of its so-called B-and C-malls—those with lower sales per square foot—into a new REIT, called Washington Prime Group.
--
Food and beverage, for example, now makes up 9% of leasing space in U.S. malls, according to ICSC, and industry executives expect that to grow.
http://fortune.com/simon-mall-landlord-real-estate/
fredag 2 december 2016
These 4 Charts Show Why Shopping Malls Are In Trouble
Developers built hundreds of malls per decade from the 1960s through the
2000s, and since 2010, only nine new ones have been built. In fact, the
country now has too many malls and shopping centers, and sales there
are flatlining as more shoppers go digital.
fredag 25 november 2016
How to Invest in the Credit Card Boom
Before the end of 2016, perhaps while loading their minivans and Malibus
with Christmas presents, Americans are expected to blow past a major
milestone. For the first time since the financial crisis, they’ll be
carrying more than $1 trillion in credit card debt.
--
Since the Great Recession, Visa, MasterCard, American Express, and Discover have become increasingly efficient profit machines. In 2016 they’re on track to post $20 billion in earnings on $70 billion in revenue, according to S&P Global.
--
And while many Silicon Valley seers thought mobile-payment platforms like PayPal PYPL and Apple Pay would threaten the card oligopoly, the old guard has largely co-opted the upstarts, making their own services compatible with the new generation of apps. Fintech “used to be seen as the great threat,” says Jim Sinegal, equity analyst at Morningstar, but for now digital innovators are “just incorporating the existing ecosystem.”
http://fortune.com/2016/11/09/credit-card-stocks/
--
Since the Great Recession, Visa, MasterCard, American Express, and Discover have become increasingly efficient profit machines. In 2016 they’re on track to post $20 billion in earnings on $70 billion in revenue, according to S&P Global.
--
And while many Silicon Valley seers thought mobile-payment platforms like PayPal PYPL and Apple Pay would threaten the card oligopoly, the old guard has largely co-opted the upstarts, making their own services compatible with the new generation of apps. Fintech “used to be seen as the great threat,” says Jim Sinegal, equity analyst at Morningstar, but for now digital innovators are “just incorporating the existing ecosystem.”
http://fortune.com/2016/11/09/credit-card-stocks/
tisdag 14 juni 2016
Here's How Apple Balances Data Analysis With Privacy
“When it comes to performing advanced deep learning and artificial
intelligence analysis of your data, we’re doing it on device, using the
incredible power of the silicon on your iPhone and your Mac, keeping
your personal data under your control,” he said. In other words, when
Apple processes personal data, it does so on people’s personal devices
rather than on the company’s servers, keeping it closer to customers.
--
“We don’t build any user profiles,” Federighi said about the information
that online companies typically collect about user activity, including
the sites they visit and what they search for.
--
The company is leading the way in “differential privacy,” a field that,
in his words, “uses hashing, sub-sampling, and noise injection to enable
this kind of crowdsourced learning while keeping the information of
each individual user completely private.”
Here's Why Netflix Is Driving Hollywood Crazy
Last week Netflix released a colorful infographic called the “Binge Scale,”
highlighting which programs viewers are most likely to blow through the
fastest, based on the streaming service’s data on its customers’
watching behavior.
--
“The new normal” might be a stretch, but there is no doubt that
binge-watching is starting to change viewers’ habits and expectations.
For all of the viewer data Netflix collects, no one but the streaming
media company actually knows how well particular shows and movies
perform with subscribers.
--
Netflix has been one of the biggest critics of the way that movie-theater owners run their business. In a recent interview with Fortune,
CEO Reed Hastings lamented the “lack of innovation” in the industry.
The company takes particular issue with the “theatrical window”—the
amount of time that theaters have exclusive rights to a film—which is
something the National Association of Theatre Owners, the industry’s
biggest trade organization, has no plans to do away with.
--
In the meantime, movie attendance has flatlined in recent decades.
Despite a small overall attendance uptick in 2015, nearly a third of the
population of North America didn’t set foot in a theater last year, and
another 10% went only once.
onsdag 8 juni 2016
My Year in Startup Hell
HubSpot, the first job I’ve ever had that wasn’t in a newsroom.
--
An “inbound marketing” platform, which helps companies pull customers
in (through blogs, social publishing, and other content), in contrast to
outbound marketing (traditional advertising).
--
Every three months, everyone switches seats, in a corporate version of
musical chairs. HubSpot calls this a “seating hack” and says the point
is to remind everyone that change is constant.
--
Sending one message after another, each time with a
different subject line, is how we discover what someone wants. We’re
learning about them. We’re listening to them.
Thus, what we’re creating is not spam. In fact, the
official line is that HubSpot hates spam and wants to stamp out spam. We
want to protect people from spam. Spam is what the bad guys send, but
we are the good guys. Our spam is not spam. In fact it is the opposite
of spam. It’s antispam. It’s a shield against spam—a spam condom.
HubSpot has even created a promotional campaign, with T-shirts that say
make love not spam.
--
The ideal HubSpotter is someone who exhibits a quality known as GSD,
which stands for “get shit done.” This is used as an adjective, as in
“Courtney is always in super-GSD mode.”
http://fortune.com/disrupted-excerpt-hubspot-startup-dan-lyons/
http://www.realdanlyons.com/blog/2016/04/25/whirlwind/
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