Business Week

Capturing the Lost 10% of Google Searches Through 'In-Depth' Content Marketing
September 20, 2013

In late 2012, Google quietly ran an experiment to drive the future of search, modestly called the "Daily Information Needs Study." The study was focused on finding information that goes “unGoogled” (i.e. how long the line currently is in a local grocery store). As part of the study, Google discovered that a full 10 percent of people’s daily information needs require more than a quick answer. To fill this gap, Google launched a new feature—"In-depth articles"—on August 6th. Now, when you’re searching broad topics like stem cell research, happiness and love, at the bottom of the page you’ll find a

How Fortune 500 Companies Engage Customers on Social Media
September 7, 2012

Fortune annually compiles a list of America’s largest corporations, aptly named the “Fortune 500” (F500) given their size and wealth. … In 2008, the University of Massachusetts Dartmouth Center for Marketing Research released one of the first studies on social media adoption among the F500 … Last year’s F500 study drew attention for the leveling off of blogging, with only 23 percent hosting a public-facing corporate blog in both 2010 and 2011. The latest iteration documents a leap forward for these titans as they show the first signs of really embracing a range of social media tools.

DMA Announces Opening of New Center for Accountable Marketing in Silicon Valley
September 8, 2011

The Direct Marketing Association (DMA), in collaboration with a consortium of innovative marketing companies, has launched the first-ever Center for Accountable Marketing (CAM) headquartered in Sunnyvale, California. Alexandra Morehouse, a seasoned marketing professional with leadership experience at American Express, Charles Schwab & Co.,, and most recently Chief Marketing Officer of AAA, will be CAM’s Executive Director reporting directly to DMA’s CEO, Lawrence M. Kimmel; ensuring that full DMA resources are available to support CAM’s success.

Could WikiLeaks Get Your Secrets?
March 8, 2011

In the spring of 2010, U.S. Army Pfc. Bradley Manning, serving with the 10th Mountain Division in Iraq, hacked into U.S. Government computers and allegedly downloaded almost 750,000 military and diplomatic documents.

All of them were confidential—and many classified in various categories of “eyes only” and “secret”—that would not only prove embarrassing to American and foreign diplomats, but also could put at risk the lives of American and indigenous operatives in war zones and sensitive posts around the world.

Pfc. Manning allegedly handed over this massive trove of internal state secrets to a shadowy, gaunt 6-foot-2 Australian agitator—Julian Assange, proprietor of the notorious information sieve,

When Assange and his cohorts at WikiLeaks began releasing this sensational material to the media, they professed indignation and outrage at the theft. Whereupon newspapers and 200 websites published the stuff (in the interests of “transparency”), gleefully dumping a bucket of gore all over the diplomatic and military people and organizations of countries all around the globe.

Julian Assange is now in a desperate struggle with British authorities to avoid extradition to Sweden where he faces rape charges. A Swedish jail is not a pleasant prospect. However, his real fear is that Sweden will turn him over to U.S. authorities.

For the past seven months, Pfc. Manning has been held in a Marine brig in Quantico, Va., where is kept in solitary confinement for 23 hours a day with little exercise, no possessions and very limited contact with the outside world.

With 22 new counts against Pfc. Manning reported last week, the federal government threw down the gauntlet:

: In that Private First Bradley E. Manning, U.S. Army, did, at or near Contingency Operating Station Hammer, Iraq, between on or about 1 November 2009 and on or about 27 May 2010, without proper authority, knowingly give intelligence to the enemy, through indirect means.

Giving intelligence to the enemy is capital offence.

Is a very bruised and angered U.S. government setting the stage for trials that would put Pfc. Bradley Manning and Julian Assange in front of firing squads?

In terms of our lives and careers, this grand theft and leak of sensitive information has huge ramifications for everyone in the private sector—hiring practices, safeguarding of company secrets and who has access to them.

How hack-proof is your confidential data?

Who has access to the most sensitive data in your organization?

Who hired those people and what might be their personal agendas?

Remember, once something is out on the Internet, it’s there for your lifetime and beyond.

Hotlists—New and Updated Files on the Market
June 1, 2010

Find the latest lists to test—complete with names, descriptions, counts, prices and list managers'/owners' contact information—with this biweekly online feature from Target Marketing.

The Crash of Two Iconic Business Models — 1
January 8, 2008

Most consumers know that their buying and bill-paying habits are closely monitored by the three great credit rating agencies: Equifax, Experian and TransUnion. What is less understood is the highly complex algorithm of scoring—taking all that bill-paying data on an individual and determining the chances that he or she will fail to pay a credit card charge or default on a loan. The dollar amount of credit extended and the Annual Percentage Rate (APR) charged are pinned to a consumer’s score. The unquestioned master of scoring alchemy is Fair Isaac, on whom some of the blame for the sub-prime crash—and perhaps the coming

A Gross Uproar
November 21, 2006

For years, I had known of the great painting The Gross Clinic, by 19th century artist Thomas Eakins, that was housed in one of Philadelphia’s many obscure museums. In 10 years of living in Philadelphia, I’d never seen it. Finally, when it came to the Philadelphia Museum of Art as part of the 2001-2002 exhibition, “Thomas Eakins: American Realist,” I was able to spend time with it. It is a beauty (see the illustration at the end of this article)—a monumental work described by the Inquirer art critic Edward J. Sozanski “as the greatest work by the city’s most famous and talented artist. Any

Satellite Radio: Seriously, Folks, Are XM and Sirius Serious? Ignoring Marketing Basics Can Cost Big Time
August 31, 2006

The dry test is a beautiful thing. If you have an itch to start a magazine, two ways exist to scratch that itch: 1. Dry test. Spend $100,000 to find a universe of likely subscribers, create a direct mail package that makes your magazine so real that people believe it exists, offer three issues free, and see if anybody responds. You won’t know retention, which only comes after the publication has started and readers either love it or are ho-hummed by it. But a dry test will let you see if your idea fogs the mirror. 2. Spend millions starting a magazine and hope someone buys it. A

Good PR Can Guarantee High Job Approval Ratings and High Stock Prices What government and the private sector can learn from one another
June 8, 2006

The Bush Administration is being terribly hurt by the media. The Government Accountability Office issued a report in January 2006 stating that the current administration in Washington spent $1.6 billion on public relations over 2-1/2 years. Of that, $1.1 billion was for military recruitment. That leaves $500 million for image building. Yet the president’s job approval rating is in the mid- to low 30s. What’s gone wrong? Dwight Eisenhower, Master of PR If you saw George C. Scott in “Patton,” you will recall the slapping scene. Patton, visiting grievously wounded and dying soldiers in a field hospital in Sicily, came upon Pvt. Charles H. Kuhl of the 26th Infantry

Direct Marketer of the Year: Beth O’Rorke, COO and Vice President, The Economist
October 1, 2004

Playing by the old rules—and winning big. In 1981, Beth O’Rorke had been out of work for three months after spending a year as circulation manager for a start-up magazine called Prime Time, which had run out of money. Robert Cohn of the PDC circulation modeling consultancy steered O’Rorke to The Economist, a British magazine that needed someone to take charge of its direct mail, which she could do in her sleep. On her way to the interview with circulation director Peter Kennedy, O’Rorke bought a copy of the publication at a 42nd Street newsstand and blinked in disbelief. Here was a skinny little