Tag Archive | "It’s"

When It’s Time to Get Serious about Your Content and Copywriting

We write a lot about the importance of creativity in content marketing. Generic, flavorless content has very little chance of…

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Google shortnames bug persists despite Google insisting it’s fixed

Google said any current problems with suspended listings is likely the result of content or policy violations.



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If It’s a Streaming War We’d Like To Be an Arms Dealer, Says IAC CEO

“If it’s a streaming war we’d like to be an arms dealer,” says IAC CEO Joey Levin. “We want to send the product and services to people who are making video. Video is relevant not just to people building streaming services, which there are now endless amounts of that and endless amounts of capital, but also every small business and every event. Everywhere people interact they’re expecting video now. It used to be text, then it was images, and now it’s video.”

Joey Levin, CEO of IAC, discusses their position as the “arms dealer” in the streaming wars in an interview on CNBC at The Allen & Company Sun Valley Conference:

If It’s a Streaming War We’d Like To Be an Arms Dealer

If it’s a streaming war we’d like to be an arms dealer. We want to send the product and services to people who are making video. Video is relevant not just to people building streaming services, which there are now endless amounts of that and endless amounts of capital, but also every small business and every event. Everywhere people interact they’re expecting video now. It used to be text, then it was images, and now it’s video. People need the tools to make that and our goal is to provide them.

I’m thrilled (we pivoted away from being a platform for streaming) now that everyone’s jumping into that space. I think between the time we announced that we were going to get into the streaming wars and the time we backed out there was another several billion dollars within a few months that entered the category. We were not competing with weapons that size and thought we’d be better off being a service provider. 

It’s Possible To Compete With Google But They Have To Play Fairly

I don’t know what the right answer is (regarding breaking up big tech companies such as Google and Facebook) but I do know that we need an answer. Regulations are very hard to get right. I think frequently regulations in areas like that end up helping the incumbents. Those companies have already built huge data stores and they know what to do with those. It’ll just make it harder for the next people that come in to gather the data they need to compete. I don’t know how the regulations would work. I’d love to see that happen. I’d love to see regulations allow for more competition and protect competition, but it’s hard to see how that’s going to work. I don’t think GDPR did that really and I don’t know what would. They may need other solutions.

I think it’s possible (to compete with Google) but they have to play fairly. They have a significant position in search and they have a significant position in other areas too and that’s where a lot of people start their behavior. If Google starts favoring its own products or continues favoring its own products that is not going to leave room for others. I think that’s not necessarily great for the country.

In Deciding To Take a Company Public We Take a Long-Term Perspective

We don’t think a lot about a particular market state when we’re taking a company publicly. We think about what’s right for the company at the time. Does the company need access to capital? Does the company need a currency? Could a company benefit in some way by being public and having a public currency? It’s kind of independent of what market we’re in at that moment (when we decide it’s the right) time to take a company public. Just because the market might be hot or valuations might be high doesn’t mean we need to hit that window because we take a much longer-term perspective.

The (recent IPOs) are all different and they all have their own story. There are fantastic companies going public. I think it’ll be good for investors and they have opportunities to invest in them. It’s better that their public in a lot of cases than being private where a limited number of people can invest in them.

We Now Match 100 Percent of Employee 401k Contributions

I think there are different answers for different businesses (regarding potential regulations that could shut down the gig economy). We have businesses that have gig economy workers, 1099 workers, and we have businesses that are very big on W2 workers. The question is are the employees or the people doing the work getting the benefits that they want and getting the benefits that they need? Many of them prefer to be independent contractors and many of them prefer some of the benefits of independent contractors. Others like BlueCrew, which is all W2 workers, want benefits and need the things that come with being a W2 worker. Each business has its own needs on that.

One of the other things that we’re doing at IAC right now that’s really important for our 8,000 employees is we just announced a big change to our 401k plan to address the income inequality gap, to get more people investing in the market, to get more people participating in the economy and in capitalism. We are now matching a hundred percent of people’s 401k contributions up to 10% of their salary which is I think relatively unheard of among our competitors and other companies. I’m hoping other people follow that.

If It’s a Streaming War We’d Like To Be an Arms Dealer, Says IAC CEO Joey Levin

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Microsoft Advertising says it’s keeping average position reporting

Position-based impression share metrics are now available.



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The Disruption In Our Industry, It’s Manic, Says Ogilvy CEO

“The pace of change, the disruption in our industry, it’s manic,” says  Ogilvy Global CEO John Seifert. “We’re all trying to get our arms around it. The hope I have for convening moments like Cannes is the clients and their partners in tech and creative communications and data start to come together and work harder as partners to design the models of the future.”

John Seifert, Global CEO of Ogilvy, discusses how technology such as AI is disrupting the advertising industry in an interview on CNBC International on location in Cannes:

The Disruption In Our Industry, It’s Manic

The pace of change, the disruption in our industry, it’s manic. We’re all trying to get our arms around it. The hope I have for convening moments like Cannes is the clients and their partners in tech and creative communications and data start to come together and work harder as partners to design the models of the future. 

Some have predicted AI will eliminate jobs or reframe jobs that require intense new levels of training. So far that is not the challenge we’ve had. It’s really about how do we think about the impact AI can make in making work and doing better work and getting insights that we can translate throughout marketing and communications. It’s additive at the moment, at least for us and for our business. I think it’s like everything else in life. These things are changing, they’re very dynamic, and how we apply and learn them in real time with clients on everyday big important challenges is going to be critical.

Generation of People In Our Company Who Are Thirsty For the Change

We’re just trying to get everybody very externally focused. We’ve had a couple of years in our transformation. We did a lot of change on the inside that was obviously disruptive for people, unsettling sometimes and makes you insecure. But there is a generation of people in our company now who are thirsty for the change and want to apply it. We’re at that moment of transition now where a lot of the what I call, rewiring the company, is done. Now it’s about how do we work together differently? How do we execute to a new level of ambition that our clients are asking for? Then frankly, how do we show the accountability of that work through better results?

I’ve said to everyone in the company, in fact, I just came from talking to someone who’s reinvented a service model in Singapore for one of our largest clients, that you just have to get to the coalface of experiencing what people who are driving change are going through every day. Then frankly, my job is to just take the noise and the pain out of the process, the more that I can be serving them, making it easier for them to get what they need in the company. We’re a global company of 14,000 people. We have tremendous assets but sometimes people find that hard to navigate. My job is to make sure that they can navigate it easily, get the tools they need and feel the support that they have from me to just get on with it.

We’ve Got To Prove That What We Do Matters

We have to get back to revenue growth in the range of two to five percent. We’re a big company, we’re a $ 1.7 billion business. We’ve got to get out of the flat era and get back to sustainable growth. We’re going to do that I think fundamentally by reinventing our model to serve clients more effectively and efficiently so they want to spend more and do more things that the marketing environment right now calls for. I’m hugely optimistic about the future but we’ve got to continue to prove that what we do matters to clients and building their brands.

The Disruption In Our Industry, It’s Manic, Says Ogilvy CEO John Seifert

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It’s the 21st Century: B2B Needs to Be Fun(ner)

I’ve struggled with my weight ever since I can remember. Diets and fads and pills and boot camp and CrossFit…

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to Be Fun(ner)
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There’s No Doubt It’s a Cloud First World, Says Rackspace SVP

“If you think about where we are on the technology adoption curve and the trillion dollars of spend that are ultimately going to move, there’s no doubt that it’s a cloud-first world,” says Prashanth Chandasekar, Senior Vice President & General Manager at Rackspace. “But the vast majority of the workloads exist in traditional IT. How do we take on that hybrid movement? Amazon is very aggressively investing and we’re investing with them and helping our customers along their journey effectively.”

Prashanth Chandasekar, SVP & GM at Rackspace, discusses how Rackspace has transformed from primarily a hosting company to a technology service company helping enterprises effectively and efficiently move to the cloud on AWS and other platforms in an interview on theCUBE at AWS Summit London 2019:

Rackspace Helping Companies Navigate to the AWS Cloud

Ultimately part of the reason why customers in our install base were reaching out to us and saying, ”Hey Rackspace, you’ve done a phenomenal job helping us in the first evolution of our journey, can you help us now in this new world where it’s actually quite complicated?” Over 1,400 features on average are being launched by Amazon on a yearly basis. Despite what we hear in the headlines where cloud first companies and the startups of today are absolutely leveraging Lambda out of the gate or containers out of the gate.

There are a whole host of companies that are going through this massive digital disruption trying to compete with these startups. They need a lot of help to reskill their workforce to change the way they think about processes within their organizations between their business development and technology and operations teams. Then ultimately, how do they actually build out a much more agile way of responding to customers? That work requires a company like Rackspace to come and help them navigate through that really large set of features.

There’s No Doubt It’s a Cloud First World

That’s what’s so dynamic about the space. Nobody would have predicted this ten years ago. Even today we’re seeing a ton of momentum with concepts that were very nascent just a few years ago. Kubernetes is a concept where almost every one of our AWS customers at Rackspace, what we call fanatical AWS, are absolutely looking for help on Kubernetes. When we think about Docker a few years ago and Dock Enterprise and we think about Kubernetes and there was that battle, today the battle has been won. Kubernetes is pretty much the de-facto orchestration engine. Nobody would have predicted that a couple of years ago.

Hybrid and multi-cloud are becoming a lot more prevalent. I think even Amazon is very much acknowledging that the big opportunity is in hybrid cloud. If you think about where we are on the technology adoption curve and the trillion dollars of spend that are ultimately going to move, there’s no doubt that it’s a cloud-first world or a destination is the cloud. But the vast majority of the workloads exist in traditional IT. How do we take on that hybrid movement? Outposts is a great acknowledgment of that. Amazon is very aggressively investing and we’re investing with them and helping our customers along their journey effectively.

There’s No Doubt It’s a Cloud First World, Says Rackspace SVP Prashanth Chandasekar

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There’s No Doubt It’s a Cloud First World, Says Rackspace SVP

“If you think about where we are on the technology adoption curve and the trillion dollars of spend that are ultimately going to move, there’s no doubt that it’s a cloud-first world,” says Prashanth Chandasekar, Senior Vice President & General Manager at Rackspace. “But the vast majority of the workloads exist in traditional IT. How do we take on that hybrid movement? Amazon is very aggressively investing and we’re investing with them and helping our customers along their journey effectively.”

Prashanth Chandasekar, SVP & GM at Rackspace, discusses how Rackspace has transformed from primarily a hosting company to a technology service company helping enterprises effectively and efficiently move to the cloud on AWS and other platforms in an interview on theCUBE at AWS Summit London 2019:

Rackspace Helping Companies Navigate to the AWS Cloud

Ultimately part of the reason why customers in our install base were reaching out to us and saying, ”Hey Rackspace, you’ve done a phenomenal job helping us in the first evolution of our journey, can you help us now in this new world where it’s actually quite complicated?” Over 1,400 features on average are being launched by Amazon on a yearly basis. Despite what we hear in the headlines where cloud first companies and the startups of today are absolutely leveraging Lambda out of the gate or containers out of the gate.

There are a whole host of companies that are going through this massive digital disruption trying to compete with these startups. They need a lot of help to reskill their workforce to change the way they think about processes within their organizations between their business development and technology and operations teams. Then ultimately, how do they actually build out a much more agile way of responding to customers? That work requires a company like Rackspace to come and help them navigate through that really large set of features.

There’s No Doubt It’s a Cloud First World

That’s what’s so dynamic about the space. Nobody would have predicted this ten years ago. Even today we’re seeing a ton of momentum with concepts that were very nascent just a few years ago. Kubernetes is a concept where almost every one of our AWS customers at Rackspace, what we call fanatical AWS, are absolutely looking for help on Kubernetes. When we think about Docker a few years ago and Dock Enterprise and we think about Kubernetes and there was that battle, today the battle has been won. Kubernetes is pretty much the de-facto orchestration engine. Nobody would have predicted that a couple of years ago.

Hybrid and multi-cloud are becoming a lot more prevalent. I think even Amazon is very much acknowledging that the big opportunity is in hybrid cloud. If you think about where we are on the technology adoption curve and the trillion dollars of spend that are ultimately going to move, there’s no doubt that it’s a cloud-first world or a destination is the cloud. But the vast majority of the workloads exist in traditional IT. How do we take on that hybrid movement? Outposts is a great acknowledgment of that. Amazon is very aggressively investing and we’re investing with them and helping our customers along their journey effectively.

There’s No Doubt It’s a Cloud First World, Says Rackspace SVP Prashanth Chandasekar

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Still have active destination URLs in Bing Ads? It’s time to migrate to final URLs

Say goodbye to standard text ads by the end of the year.



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It’s “Game On” for Buffalo Wild Wings New Brand Architecture, Says CMO

“When I think of brand architecture it really gets to the essence of the brand,” says Buffalo Wild Wings CMO Seth Freeman. “The essence of the brand is around this idea of camaraderie and ritual and something that we like to call “game on.” It’s our ability to make sure that when folks come in to experience Buffalo Wild Wings that we have a game on mentality and that we bring them the very best of who we are.”

Seth Freeman, Chief Marketing Officer of Buffalo Wild Wings, was recently interviewed on Adweek’s CMO Moves podcast with Nadine Dietz. Freeman discussed their new “game on” brand architecture that defines not just their new marketing strategy but really the heart of the business. “The purpose ultimately is really about inspiring legendary experiences between friends,” noted Freeman:

Turning Good Times With Friends Into Great Times With Brothers

When I think of brand architecture it really gets to the essence of the brand. There are three components to it in the way we framed it up.  They are the promise, the essence, and the purpose. We identified an insight out there that guys want to turn good times with friends into great times with brothers. More accurately, legendary experiences with brothers. That was the cultural insight that really framed our brand architecture.

When we think about our purpose we defined our promise as the great American sports bar that turned game time into stories worth telling. It wasn’t just about inviting folks to watch a game. It was about translating that into an experience worth telling. That’s what folks are really looking for. That’s the promise that we deliver on every single day. That’s why we get up. That’s why folks are going out there and doing the job that they do and delivering a great experience.

It’s “Game On” for Buffalo Wild Wings

Our purpose ultimately is really about inspiring legendary experiences between friends. The essence of the brand is around this idea of camaraderie and ritual and something that we like to call “game on.” It’s our ability to make sure that when folks come in to experience Buffalo Wild Wings that we have a game on mentality and that we bring them the very best of who we are. We have 80,000 folks out there working across Buffalo Wild Wings and they bring it every single day.

It’s Game Time at Buffalo Wild Wings!

As we were talking to consumers, one of the things we learned was that some of the most impactful experiences that they talked about was with the bartenders and servers. They are influencing whether or not those folks come back. For instance, one of the most memorable experiences they talked about was the bartender remembering them when they came back.

That is our brand architecture, but it also lends itself to things we have done in rolling out this purpose to the broader community through our Brand Champ Initiative. That really is a cultural movement that we are employing across our franchises and corporate stores. We have over 1,200 locations where folks are trained to make sure that the brand architecture is translating to a way that is meaningful to the consumers and also meaningful to the folks that are on the front lines every single day.

It’s “Game On” for Buffalo Wild Wings New Brand Architecture

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