Tool
YouTube launches Capture iOS app for smartphone shooting straight to the web (video)
Source: http://www.engadget.com/2012/12/17/youtube-capture-ios-app/
You might want to file this under the “why didn’t we have this in 2010” category, but Google just announced a new app that’ll let you fire off that smartphone camcorder and boot your videos straight to the YouTubes Curiously, the appropriately named YouTube Capture app is only available for iPhone and iPod touch at the moment — an Android version is set to launch “in the future” — and it should be hitting the App Store sometime today. You can shoot video directly from within the new tool, then add a caption, select to send links to Google+, Facebook or Twitter, and hit Share to upload it directly to YouTube. You can also select from private, unlisted or public sharing options, depending on your intended audience. That’s about it — a very straightforward addition to Google’s app portfolio. You can see it in action just past the break.
Filed under: Cellphones, Internet, Google
Source: YouTube, Goo gle Blog
It’s Incredible How Much Reputation Matters For Brands
Source: http://www.businessinsider.com/its-incredible-how-much-reputation-matters-for-brands-2012-12
In a time where trust in companies is at an all time low, it’s more valuable than ever. That’s not a moral or values based statement, it’s about the impact on the bottom line.
This chart, from a presentation at McKinsey’s Chief Marketing And Sales Officer Forum, shows how much investors and consumers reward an outstanding reputation:
Despite the incredible value of reputation, according to McKinsey’s Betsy Holden, companies aren’t taking full advantage of their opportunities to increase it:
One thing they can do to improve their reputation is bolster their social media presence. They can publish material related to the above, like information about transparency or environmental efforts, and can use it as a customer service tool. Being accessible and accountable increases trust.
That route may be particularly effective because social media is trusted by consumers at a rapidly increasing rate:
NOW READ: McK insey Predicts The War For Talent Will Go Nuts By 2020
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Adobe announces Creative Cloud updates to Muse and Photoshop, team subscriptions and more
Source: http://www.engadget.com/2012/12/11/adobe-creative-cloud-updates/
If you jumped on the Creative Cloud bandwagon, you’re about to cash in one of the major perks of taking said leap. Keeping its promise to roll out new features to the aforementioned members first, Adobe has announced updates to Muse and Photoshop alongside Creative Cloud training materials and team subscriptions. Let’s hit the highlights, shall we? Muse can not only help you publish websites without writing a line of code, but the software now offers assistance with smartphone and tablet-friendly versions of desktop sites, too. As far as new features for Photoshop CS6 are concerned, conditional actions (if this, then that), expanded Smart Object support, improved 3D effects and default type styles all settle in on the tool bench.
Looking to opt in to Adobe’s software service for your entire studio? No worries, the company has also outed Creative Cloud subscriptions for teams — complete with centralized admin tools and expert support — for $69 per month. That’s not all. Less than a month ago, the wraps were taken off of Creative Cloud Connection for sharing all of those essential project files. Now, said functionality is being trotted out in proper fashion. From what we gather, this will be a Dropbox-esque affair complete with drag-and-drop functionality that extends across Touch apps, too. Clients can also view design files here, like those from InDesign, even if they don’t have the requisi! te softw are installed on their machines. If that wasn’t enough, training materials are on the way in the form of exclusive content for card-carrying members. Get all that? Good. For the full rundown on all of the new features, consult the full PR that follows.
Filed under: Software
Source: Adobe (Photoshop Blog)
Social Media Is Changing How Supply And Demand Works For Big Brands
Source: http://www.businessinsider.com/social-media-manufacturing-2012-12
Many companies see social media as just another marketing and communications tool. A particularly effective one maybe, but just another of many.
According to Erich Joachimsthaler, founder and CEO of Vivaldi Partners, they’re missing out on the biggest source of value from these platforms. In a recent report, he outlines how brands can use social media to change their entire business, not just their marketing.
“Where I see the biggest opportunity is to think about your entire business model. There’s so much of this social information that is unstructured information, and consumers make 75 percent of it,” Joachimsthaler says. “If you want to think about your business, if you want to create value and competitive advantage, it’s about thinking about that information and penetrating it at every step of your value chain.”
One of the best examples of this, which Joachimsthaler has studied in depth, is Burberry.
The first thing that’s allowed them to change their business is the sheer size of their social reach. “Burberry has about 15 million — and that’s growing rapidly — Facebook likes. This is an astounding figure,” Joachimsthaler says. “This is astounding because even Nike is not as strong, and Nike is a $15-18 billion dollar company. Burberry is at about $3 billion. So it’s a massive difference, the two companies don’t compare.”
They built that following by offering something useful. People on Facebo! ok can s ee Burberry fashion shows before the celebrities who actually sit in front of the catwalk.
But what’s truly innovative is what they do with those likes.
“What Burberry does is, it has made those videos shoppable. You can click on the particular garment and you can basically make an order on the spot. So Burberry can collate the orders from 15 million people. They haven’t manufactured the product yet in China, but they have taken the orders, they know exactly how many people have ordered what,” Joachimsthaler says. “They already have my money in the bank. 15 million times $200; that’s a lot of money in the bank. When they have the orders, they can then send the order to China, manufacture it, and within two weeks they can either deliver it to your home, or you can have it delivered to a store and you can buy additional garments.”
For a taste-driven and occasionally fickle industry, this saves a tremendous amount of money. “This changes the entire value chain,” Joachimsthaler says. “The fashion business is fraught with forecasting. You forecast what will be bought in the next year, you need to produce them, manufacture them in China, there are inventory problems, there are logistics problems, then you put it in the store, the thing doesn’t sell, if it doesn’t sell you have to send it to the outlet store and mark it down.
Burberry avoids a great deal of that.
There’s huge potential here that’s yet to be realized, and it could be a game-changer for the industry. We’ve only seen the beginning, Joachimsthaler argues. Someday, companies like Burberry could operate with a fraction of their inventory, and never have to mark anything down.
It’s a tremendous innovation in operations, and one that will have a large impact going forward, possibly even beyond the fashion industry.
Wikipedia Has Figured Out A New Way To Stop Vandals In Their Tracks
Source: http://www.businessinsider.com/pending-changes-safeguard-on-wikipedia-2012-12
In a small but fundamental change to Wikipedia, a tool which protects articles from malicious vandalism while simultaneously permitting good-faith edits has gone live on the English Wikipedia.
When a page under ‘pending changes’ protection is edited by a new user or a user without an account, the edit does not go live until it has been reviewed by a more experienced editor.
Edits made to Wikipedia articles are normally visible immediately.
The new tool is in contrast to the typical means of page protection on the online encyclopaedia, which, in the case of a flurry of vandalism to an article, completely locks it from being edited at all by new users.
Pending changes is already used on the second largest Wikimedia Foundation project, the German Wikipedia, but unlike the English one, on which pending changes can be assigned to and removed from pages that are frequently subjected to unconstructive edits, it’s applied to all articles by default.
This is a significant and long-awaited development. Wikipedia cannot remain the resource that it is if its four million-plus articles – the product of enormous amounts of volunteer time – are fair game.
At last, the burden for dealing with problematic edits is being shifted away from good-faith editors constantly having to challenge them, and onto those who make drive-by and contentious edits, who may now find themselves arguing the case for why their changes should even appear, let alone remain once already published, as they otherwise would.
There is already plenty of evidence within the project that suggests this is the only way forward. More and more experienced editors are inserting FAQ sections in the discussion pages of articles to save themselves fro! m consta ntly dealing with the same questions and disputes, and at the top of the dispute resolution ladder, the Arbitration Committee has a large list of sanctions for various articles and topics, which can be applied to editors who don’t follow the rules.
But some might argue it’s much too little, much too late. Wikipedia has regrettably served as an anonymous platform to libel people, one which appealed to Johann Hari when he used it to describe people he didn’t like as alcoholics, anti-Semites, or homophobes.
Pending changes would not only have made it much more difficult for such edits to get through, but might even have diminished the incentive to make them in the first place if they didn’t appear immediately after submission.
And then there’s the matter of simply getting things right. If pending changes was enabled on all articles, would Lord Justice Leveson have inadvertently labelled a 25 year old Californian student as a founder of The Independent newspaper?
The fact that Wikipedia can be edited by anyone is arguably both the site’s best and worst aspect: without it, it wouldn’t be what it is. But with September 2012 seeing the lowest monthly level of new editors since September 2005, a laissez-faire attitude to content is no longer sustainable. Sharing knowledge is a worthy and appealing undertaking; baby-sitting its potentially fleeting presence in a digital no-man’s land, not so much.
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The Four Seasons Has A New Plan To Promote Itself As A Destination For Foodies
Source: http://www.businessinsider.com/the-four-seasons-new-website-taste-2012-12
Instead of trying to turn all of its 90 restaurants into destination eateries, luxury hotel chain Four Seasons is taking a different approach to promote its dining venues.
The company just launched a new website called Taste, which is basically a Pinterest knockoff that showcases restaurants, chefs, and recipes at the Four Seasons.
In one section called “1 Ingredient, 3 Ways,” Four Season’s chefs will create recipes centered around (what else?) specific ingredients, and visitors can then vote on which version they like best.
There’s also a unique learning component featuring a flavor profile on the ingredient, what region it comes from, its taste, benefits, and the ways it can be prepared.
The company is banking on people discovering Taste not only through the Four Seasons’ website, but through searches such as, “What can I make tonight with apples?” It sees the website as a useful tool, while also connecting visitors with its chefs, restaurants, and ultimately its brand, we learned at a launch event for the website at the Four Seasons New York this week.
In essence, the Four Seasons is building an interactive epicurean community that is also spreading its desired image as an food-oriented hotel, one website click at a time.
SEE ALSO: The 10 Best All-Inclusive Hotels On The Planet
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How Google Ruined Its First True Social Network (GOOG, FB)
Source: http://www.businessinsider.com/how-google-ruined-google-reader-2012-12
Before Google launched Google+ last year, Google Reader served as the company’s true social network.
While Google Reader never grew to hundreds of millions of users, a niche group of people found the service to be a great tool to consume and share content.
“Google had fostered a social network and earned die-hard fans in the most valuable way possible — without trying,” Rob Fishman of BuzzFeed writes.
Users could easily add friends, subscribe to another person’s feed of shared items, and even comment on those items.
Google Reader even helped online friends become real-life friends. As Fishman notes, one user actually became roommates with two people he met using Google Reader.
But Google eventually decided that it needed to reshape the company by challenging Facebook.
When Google launched Google+, it heavily integrated the social network into Reader. As a result of the changes, Google Reader lost its internal social features like friending, following, and sharing. Google forced users to share strictly through Google+.
“When we heard it was going away, it was like the end of the world,” Ramey Moore, a Reader user who met his wife using the service, told Fishman. “It’s like your favorite bar and your favorite restaurant and your favorite newspaper all closing on the same day.”
SEE ALSO: The Google+ Boss Just Brilliantly Deconstruct! ed Every thing Annoying About Facebook
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Yahoo Acquires Startup OnTheAir (YHOO)
Source: http://www.businessinsider.com/yahoo-acquires-startup-ontheair-2012-12
Yahoo has acquired a startup called OnTheAir.
OnTheAir launched in March of this year.
It’s been described in the past as a “Skype Meets Google+ Hangouts.”
A Mashable review of the product says this is how it works:
“Say you want to host a channel about blogging, you can schedule live conversations at any time and moderate who speaks. If you connect the tool to Facebook and Twitter, the site automatically shares the time of the chat to Facebook friends and Twitter followers.”
Investors include Scott Banister, Will Smith, True Ventures, and Triple Point Ventures.
Yahoo CEO Marissa Mayer has said that one way she intends to restock the company with talented engineers is through small acquisitions. These transactions are often called aqui-hires.
They are a nice way for a failed company to end.
Here’s the blog post from OnTheAir, announcing the news:
We are excited to share some big news: OnTheAir has been acquired by Yahoo!.
When we started OnTheAir, we had dreams of building a company that made a difference in the daily lives of millions. Our pursuit was challenging: We put in late nights together. We debated intensely. We worked like crazy to build a product we were proud to put our name on.
Despite the challenges, our experience has been a rewarding one. We got to launch multiple products to a wonderful community. We were coached and mentored by some of the brighte! st inves tors and advisors in Technology (see our list below and work with them if you ever get the chance!). Most importantly, we developed deep bonds as a team and learned how to work together as a unit.
While we haven’t yet attained our dream of building a widespread daily use product, we are just as committed to it. And this is why we’re so excited to be joining Yahoo!. When we first met with the team at Yahoo!, it was clear that everybody there is committed to making mobile products the backbone for the world’s daily habits. All in all, it’s a fascinating time to be joining Yahoo!. There’s a tremendous amount of energy in the company. There are big things to be done and great products to be built, and we’re thrilled to be a part of it.
We want to conclude this letter with a word of gratitude. Thank you to all of our customers, team members, mentors, advisors, investors, consultants, friends, and family for being a special part of OnTheAir. Building a company is no easy task, and we realize we wouldn’t be anywhere without your support.
The OnTheAir Team
Abel, Dan, Erik, Josh, and Mike
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LinkedIn’s Ultimate Plan Is To ‘Map Out The Underpinnings Of The Global Economy’
Source: http://www.businessinsider.com/future-of-linkedin-video-2012-11
LinkedIn has come along way from being just an online resume tool or a social network, with its news updates and discussion features.
At our IGNITION conference this week, we heard about the company’s most ambitious plans yet from its CEO Jeff Weiner
LinkedIn wants to become a sort of an economic tool that will be able to “map out the underpinnings of the global economy.”
“Imagine a digital representation of every economic opportunity in the world — temporary or full-time jobs,” Weiner told Business Insider editor-in-chief Henry Blodget. “Imagine all the skills required to obtain those roles would be digitally represented.”
Find out what LinkedIn may be capable of in the future below:
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Ad Data Reveals Surprising Patterns In Location-Based Mobile Usage
Source: https://intelligence.businessinsider.com/welcome
Mobile users are heavily engaged on their devices at the shopping mall, according to a recent report by JiWire, a location-based mobile advertising company.
JiWire’s data flows from its network that serves ads to some 50 million mobile users. Enabled by public Wi-Fi access at thousands of sites, JiWire’s ads allow advertisers to target users at malls, restaurants, retail stores, school campuses, airports, and other sites.
JiWire’s latest data reinforces some commonly held ideas about mobile device use, but challenges others. For example, ad requests were heaviest at shopping malls— more so than at restaurants, for example— revealing how mobile devices have become a valued tool for shopping and leisure.
Other data showed surprising patterns. Ad requests were higher at hotels than at retail stores. And, finally, big-box stores saw more mobile ad requests than specialized retailers like clothing and electronic stores, despite all the hand-wringing over showrooming.
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Digital Consigliere
Dr. Augustine Fou is Digital Consigliere to marketing executives, advising them on digital strategy and Unified Marketing(tm). Dr Fou has over 17 years of in-the-trenches, hands-on experience, which enables him to provide objective, in-depth assessments of their current marketing programs and recommendations for improving business impact and ROI using digital insights.
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