Some plants are hardier than others, but if you re anything like me, the only plant that survives under your thumb is an artificial one.Habitual plant killers, here s where we go wrong.The plant starts drooping, and it looks a little yellowish brown.Here are some symptoms unique to both, based on info from HomeGuides and Jain, an irrigation company.For example, with Waterbug iOS or Waterbot Android , you enter details about your plant: what time it is, where you live, and its average sunlight exposure.East: Light drops off quickly; it s best not to situate plants too far away from the window; a few feet into your room should be fineWest: Same light conditions as eastward facing windows but accompanied by more heat; keep plants near window, but draw a sheer curtain during mid-day sunNorth: Provides the lowest light; your plants will be happiest right on the sillIf you have a darker home, consider these plants, which do well in low light.Light soil works well for hanging plants or plants in indirect sunlight or shade.
Cisco's legendary engineers that run Cisco's most important business unit are being moved to advisory roles within the company, reports Recode's Arik Hesseldahl.And with that move, CEO Chuck Robbins has officially squirmed out from under the long shadow of his predecessor, John Chambers, currently executive chairman.That's because these engineers – Mario Mazzola, Prem Jain, and Luca Cafiero – were responsible for nearly all of the company's major new products via Chamber's unusual "spin-in" financing.A "spin-in" is where Cisco was the sole investor in their companies with a pre-arranged agreement that Cisco would buy their company once the product was complete.Over the previous 20 years, Chambers has funneled $2.38 billion to them and their teams via these "spin-ins."These engineers were running Cisco's Insieme team, the last spin-in to be acquired and the unit responsible for Cisco's flagship network product, the Nexus 9000.When Robbins took over as CEO about a year ago, many people old us that he hadn't really grabbed the power center of the company because these engineers continued to report to Chambers.We also heard rumblings that the engineers could soon be working on another product for Cisco, but Robbins publicly said he had no plans to do more spin-ins.The spin-ins were controversial within the company and created a culture of have and have-nots between employees selected to work on those teams and get those big financial rewards, and those who weren't, some Cisco engineers complained.Since he took over, Robbins has been systematically reorganizing the company, putting his own people in all the key spots.In March, he reorganized into new business units to pursue new growth areas for Cisco.Robbins also announced that David Goeckler, a senior VP who ran Cisco's security business, has been promoted to run the enterprise networking group.Long-time engineering leader leader Pankaj Patel announced he was retiring in January.Cisco could not be immediately reached for comment.NOW WATCH: An in-wall vacuum makes sweeping so much easierLoading video...
The company aims to become the world s fifth-largest smartphone maker by number of phones sold by 2020, and can t do that without access to Chinese consumers and more cash from a public offering or private investors, said Micromax co-founder Vikas Jain at the Rise technology conference in Hong Kong.As the growth of its business has slowed, Micromax s four co-founders have reasserted control of day-to-day operations, and some high profile hires, like Vineet Taneja, the former head of Samsung s India business, have resigned.The company plans to generate cash to fund the acquisition of companies that will help Micromax build a network of services to help its phones stand out in the crowd of competitors.The announcement is a sign that India s smartphone market won t save a struggling global smartphone industry.Even Apple Inc. has struggled to keep afloat in China, with sales falling to 13.1 million devices in the first three months of the year from 16.2 million a year earlier.Corrections & Amplifications:Micromax plans to raise money in the next two years from private investors or by going public.
The Indian company known for cut-rate phones and a frenetic pace of new-model launches is evaluating an entry into several overseas markets including China, en route to becoming a top-five player internationally.While India s smartphone market remains relatively under-penetrated, Micromax co-founder Vikas Jain said prices were headed south because of an influx of foreign competition.Replicating the expansive distribution network it employs in India will be a challenge.Micromax, which sells about 3 million devices a month and is ranked just 10th in sales worldwide, shot to prominence by selling cheap phones from the shopping malls of India s biggest cities to the street corners of its smallest towns.But the company recently weathered the departure of several top managers, including Chief Executive Officer Vineet Taneja, as intensifying competition squeezed margins.Phone makers -- including Apple -- are increasingly focusing on India with markets like the U.S. and China plateauing.The life-cycle has shrunk to less than 15 months now.The country is pushing phone makers to move manufacturing operations from China, to align with its Make in India program.There are a few projects that the team is working on that we really feel should be the differentiator, Jain said, refusing to be drawn on details.
Four Cisco Systems Inc. executives that created some of the company s biggest hit products are resigning, in an apparent disagreement with their roles under a recent reorganization.Mario Mazzola, Prem Jain, Luca Cafiero and Soni Jiandani—a team dubbed MPLS after the initials of their first names—became wealthy by forming product-development startups that Cisco first funded and then later acquired.The move follows an announcement last week that Messrs. Mazzola, Jain and Cafiero, who had all held the title of senior vice president and helped run a unit called Insieme Networks, had been named advisers to the company.None of the four executives could be immediately reached for comment.Over the years, Cisco three times funded and later purchased MPLS-led startups whose products became crucial to Cisco s business.He thanked the executives for their contributions to the company.
The team, known as MPLS, led startups that Cisco acquired for key technologiesCredit: Stephen LawsonFour Cisco Systems executives who led spin-in ventures that became important parts of the company have resigned.The move was first reported by the Wall Street Journal.Engineers Mario Mazzola, Prem Jain and Luca Cafiero, and marketer Soni Jiandani, nicknamed MPLS after their first initials, started several companies with Cisco s backing that later were absorbed back into the networking giant.More than once, Cisco invested in startups spearheaded by MPLS and then acquired those companies.That was under former CEO John Chambers, who stepped down last year after 20 years leading the company.He is still Cisco s chairman, and MPLS continued to report to Chambers after Robbins succeeded him, sources told Network World last August.
A group of Cisco's top engineers, often called the "heart, soul, and brains" of the company, has just resigned, following a management shake-up last week.According to the WSJ, Mario Mazzola, Prem Jain, Luca Cafiero, and Soni Jiandani, internally called the MPLS team based on the first letters of their names, will leave Cisco effective June 17.Mazzola, Jain, Cafiero, and Jiandani were some of the most powerful engineers at Cisco, leading an R effort called the "spin-in" at the company.Cisco's ex-CEO, John Chambers, poured billions of dollars into startups launched by them, under a prearranged agreement that Cisco would buy their company once the product was complete.Once the most trusted engineering groups under Chambers, the MPLS team has lost some of its influence after current CEO Chuck Robbins took over, as three of them were relegated to advisory roles in a reorganization announced last week.The internal memo cited by the WSJ said that their decision to leave "is based on a disconnect regarding roles, responsibilities and charter that came to light immediately after the announcement," indicating that there might have been tension brewing between Robbins and the four now departed executives.As Business Insider's Julie Bort previously reported, the four MPLS team members continued to report to Chambers, even after Robbins became CEO.They were also reportedly causing some controversy within the company, as some employees complained about the big financial rewards they were getting.Robbins said in a statement:I want to recognize Mario, Prem, Luca, and Soni for the countless contributions they have made to Cisco.I have personally learned so much from them, and they will always be an important part of Cisco's engineering story.Their legacy will live on through our ongoing innovation and the talented engineering leaders they have mentored.I wish them the best.You can read more about the MPLS team here.NOW WATCH: Engineers have created edible electronics that taste like cheeseLoading video...
Updated Last week, a Cisco reorganisation switched three of its big names to advisory roles: this week, they've left the company.The individuals involved are Mario Mazzola, Prem Jain, Luca Cafiero, and Soni Jiandani were referred to as MPLS within the company Cisco was an early contributor to the protocol of the same acronym .Under previous CEO John Chambers, Mazola, Jain and Cafiero were responsible for a number of spin-in acquisitions stretching back to the 1990s: they would set up a company with Cisco financing to develop products, and get wrapped back into the company once they'd shown results.Marketwatch quotes an internal memo from Robbins that a disconnect regarding roles, responsibilities and charter … came to light immediately after the announcement .In May, Robbins had to put a brave face on flat revenue across the whole company, with switching down three per cent year-over-year for the quarter ending in April, and routing down by five per cent.Cisco has contacted The Register to confirm that all four in MPLS are leaving on June 17.
Egnyte is moving into the realm of guarding customer data both on premises and in the cloudAn illustration showing the different data repositories supported by Egnyte Protect.Egnyte, an enterprise-focused file sync and sharing startup, is expanding beyond its roots in holding onto companies' data for them, and now aims to protect any data a company has, no matter where it's stored.Egnyte Protect is a service that aims to provide a single tool for controlling and securing company data that's stored in private data centers and in the public cloud.This isn't a pivot for the company, which still considers its file storage service to be core to its operations, Egnyte CEO Vineet Jain said in an interview.At first, Egnyte Protect will focus on handling access control for company files, so that users will only be able to get into files they re authorized to work on.Every six months after Tuesday s launch, the company plans to add features focused on in order selective encryption, data residency and data retention.
Egnyte, a company with file syncing and sharing software that companies can use as a cloud service or run in their own on-premises data centers, is announcing today the launch of a new cloud service, Egynte Protect.You need a bigger play to be viable and sustainable company in your own right in the long term, he said.So the company is taking its first step outside the market where it has done business for many years.The move shouldhelp Egnyte further distinguish itself from cloud-only syncing and sharing services, as well as on-premises document management software.Now Egnyte will face new competition.Beta users include HotelTonight and Yamaha.Pricing will be based on how much content is being managed, how many users have access to content, and how many storage repositories are being used.The company expects to be cash-flow positive later this year; it last raised funding in 2013.
When storage startup Egnyte first launched in 2007, it did a lot of things differently than the competition.The conventional wisdom at the time, which prevailed at companies like Box and Dropbox, was that the best way to win over business customers was to offer the core product for free, and sell them more storage, more services, and more stuff down the line.But Egnyte has always shied away from all of that: It never embraced that so-called "freemium" model, and opted instead to sell its "hybrid" cloud/server storage product directly to large businesses.As CEO Vineet Jain likes to boast, 100% of Egnyte's customers are paying customers."It felt very countercultural, like swimming upstream," Jain says.It's meant that Egnyte has kept a lower profile than the competition over the years — without a free product, there's less word-of-mouth, and its big business customers aren't exactly the types to crow about it from the rooftops.Over the last year, though, there's been a shift amid a larger softening in the tech market: Box has lost the confidence of Wall Street as it continues to show unprofitability, while Dropbox has cut back on employee perks as it buckles down to ride out this chilly period.Meanwhile, Egnyte has been quietly building its business for the long haul, attracting customers like Nasdaq and Coach.
Egnyte was founded in 2007 by CEO Vineet Jain, VP Product Management RAjesh Ram, and VP Operations and Chief Security Officer Kris Lahiri.CTERA was called a "niche" player.One investor is Google Ventures and Egnyte stores some data in Google's cloud.While our roots have been in the Enterprise File Sync and Share space, we saw a real opportunity to capitalise on all the analytics we acquired and learned from our platform file usage to help customers get smarter about how they manage their content.There are four services:Access Control – Identify issues with your access and permissions functions so that you can ensure only the people who need to access files can access them;Eliminate non-secure links to comply with regulatory requirements,Unify permissions across content repositories for better control and security,Find unusual user access patterns to limit data leakage,Selective Encryption– keep a select file subset encrypted at all times, even after they leave your system, to prevent unauthorised viewing of sensitive, confidential or regulated content.The product offers near real-time alerts across multiple content repositories, and integrates with cloud and on-premises file repositories, working with works with Egnyte Connect, Box, Documentum, Dropbox, Google Drive, NAS filers, OneDrive, SharePoint, and others.
From Marketing Land:Digital courting TV ad dollars: An epic timeline of how it s happenedJun 14, 2016 by Ginny MarvinHow Google, Facebook, Twitter paved the road for bringing more brand dollars online.Here s my exclusive look into SMX Advanced, only 1 week awayJun 14, 2016 by Chris ShermanSearch Engine Land s SMX Advanced, the only search marketing conference designed exclusively for experienced internet marketers, is returning to Seattle June 22–23.What Microsoft s acquisition of LinkedIn means for Bing and LinkedIn AdsJun 14, 2016 by Sahil JainContributor Sahil Jain offers his unique perspective on what the combination of Bing and LinkedIn could mean for companies, advertisers and the industry as a whole.Facebook is putting maps in ads and will measure store visitsJun 14, 2016 by Tim PetersonFacebook is adding maps to its local awareness ads and will start reporting estimates of how many store visits those ads drove.API limitations & fluctuations lead to the end of social insights tool ThinkUpJun 14, 2016 by Greg FinnThe changing permission & API tides have sunk ThinkUp, the social insights tool started by Anil Dash & Gina Trapani.Recent Headlines From Search Engine Land, Our Sister Site Dedicated To Search News & Information:Online Marketing News From Around The Web:AnalyticsWhy You Should Be Measuring Brand Metrics, www.marketingprofs.comBlogs & Blogging21 Juicy Prompts that Inspire Fascinating Content, www.copyblogger.comGet Your First 1000 Readers: Here s Your Step by Step Plan, www.problogger.netBusiness IssuesBaidu slashes revenue forecast as government probes its medical advertising business, TechCrunchGoogle Fiber s next city could be Dallas, venturebeat.comJim Lanzone Named Chief Digital Officer for CBS Corp., variety.comLinkedIn Co-Founder Reid Hoffman Calls Microsoft Deal a Re-Founding Moment , www.wsj.comMicrosoft s acquisition of LinkedIn may just be the beginning of mega-acquisitions for Silicon Valley, qz.comContent Marketing3 Ways Content Can Build a Bridge Between Marketing and Sales, contentmarketinginstitute.com4 Content Marketing Insights for the Post-Mobilegeddon Era, www.convinceandconvert.com7 Questions to Ask Yourself When Creating Your Website Content, www.copypress.comContent analysis: methodological choices explained, yoast.comHow to Improve Your Ineffective Content Marketing Strategy, www.verticalmeasures.comPart 2: Paid distribution reliance for branded content distribution is not sustainable, polar.meWhy Content Marketing Needs Ghostwriters, contently.comCopywriting, Design & Usability10 Guidelines For Using Material Design Wisely, usabilitygeek.comHere are the most well-designed apps of 2016, according to Apple, techcrunch.comHow often your website needs a security audit & what you need to check, econsultancy.comHow to Speed Up WordPress: A Comprehensive Guide for 2016, www.wpexplorer.comIt s vital that web design takes human psychology into account – not just the latest technology, www.econsultancy.comTo Solve Major UX Problems, Try A Swarm Session, www.fastcodesign.comWhy a Website Redesign Doesn t Always Work, vwo.comDomainingHow do you test your website s names?, www.searchengineguide.comHow to find the lowest prices on domain names, domainnamewire.comE-CommerceAlgorithmic Pricing Is Creating An Arms Race On Amazon s Marketplace, www.fastcoexist.comChina Embraces Cross-Border Ecommerce, www.emarketer.comEDI or B2B Ecommerce: That is the Question, multichannelmerchant.comEight ecommerce checkout design features that make ASOS great, econsultancy.comOnline Shoppers Want Delivery Faster, Cheaper, Survey Shows, www.wsj.comThe Return Of Groupon And Its Ad Spend , adexchanger.comEmail MarketingSeasonal Campaigns that Lead to Conversion: Why Marketers Shouldn t Forget about Father s Day in 2016, www.yesmail.comGeneral Internet MarketingInternet Marketing IndustryAmobee Announced as Snapchat Partner, www.marketwired.comBriteVerify Announces Platform Integration with SendGrid, 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Employees LinkedIn Profiles Should Be Part of Your B2B Marketing Strategy, www.komarketingassociates.comVideoAbout The AuthorAmy Gesenhues is Third Door Media's General Assignment Reporter, covering the latest news and updates for Marketing Land and Search Engine Land.
Jiandani, who handled product marketing, was known as an extremely capable manager, good at execution, but a political player and demanding to the point of being harsh.Earlier this month, in a move that industry insiders saw as a deliberate slap in the face to their CEO Chuck Robbins, Cafiero and Jiandani quit the company loudly and publicly.They were joined by two of Cisco's other legendary engineers, Mario Mazzola and Prem Jain, who quit at the same time.Mazzola was considered a tough negotiator who took care of his own people and didn't shy from corporate politics, while Jain was considered a great engineer and a nice man.The four of them were a team known as MPLS, a joke on their first names; MPLS is also a tech Cisco invented .It said:I want to recognize Mario, Prem, Luca, and Soni for the countless contributions they have made to Cisco.Their legacy will live on through our ongoing innovation and the talented engineering leaders they have mentored.That didn't happen for managers of other products in other departments.One person familiar with the spin-ins told us that each of these top engineers pocketed up to $40 million for each spin-in Cisco bought.They would equally share their equity with the first six to eight people who joined their spin-ins, making it easy for them to pull some of the brightest engineers from Cisco into their latest ventures.Employees who joined later would also get a stake, but a smaller one, like as in most startups.These spin-ins caused resentment among some rank and file Cisco employees who didn't get the chance to earn millions in bonuses if they built a successful product.People also told us that MPLS sometimes used their influence with Chambers to criticize and derail other projects at Cisco if they they felt these projects competed with their own interests.For that reason, many Cisco employees outside of Insieme were glad to see them go, we were told.Big sales at a priceThe current product the MPLS team worked on was Cisco's most important network switch, the Nexus 9000, and software called ACI, which allows Cisco to compete in a hot up-and-coming market called software defined networking.Cisco paid $863 million to buy Insieme and Wall Street was watching how well it sold.
Taking fingerprints from very young children – even newborns – is part of a drive in developing countries to monitor the health of infants, who often lack other forms of identification.A biometric system, such as a national fingerprint database, could allow clinicians to match a child with their vaccine schedule or help workers keep records of welfare services, says Jain.The team developed a machine-learning algorithm to enhance the scans.For infants fingerprinted at a month or younger, the system was accurate less than half the time.India s Aadhaar database already holds biometric data for hundreds of millions of citizens aged 5 and over.Savvides suggests that iris scans would be another way to do many of the things Jain s team has in mind.
Fingerprinting has been used for identification dating back to the mid-19th century.However, while we live in a world where biometrics are more important than ever, fingerprinting for infants has long proven to be a challenge.Working with a team of researchers, Professor Jain has developed a proof of concept machine learning algorithm which may help solve the problem of infant biometrics.Jain s machine learning algorithm is based on fingerprint image enhancement, as well as complex feature extraction; ultimately allowing the computer to establishing the level of similarity between different sets of fingerprints.In all, the technology marks a big breakthrough — particularly useful in developing countries where infants sometimes lack other means of identification, such as ID cards and birth certificates.In terms of our continued research on this topic, we are developing more robust feature extractor and similarity computation for newborn-to-6-month old children.
Uber Technologies Inc. is seeking a review of new rules in Bangalore covering the ride-hailing industry, adding a new chapter to its global battle with regulators.Karnataka, Bangalore s home state, is requiring ride-hailing startups to provide digital printers, install panic buttons, have taxi signage and provide a feedback register for passengers.Uber, which raised $3.5 billion from Saudi Arabia s sovereign wealth fund this month, has said India is a strategic market and the company plans to continue to invest in the country.While India s federal government has already laid down a broad policy framework for the ride-hailing segment, each state devises its own policy to regulate startups.States where the cities of Mumbai and Delhi are situated, are still drafting the rules.Uber said challenges are to be expected but the new rules create hassles, with printers and feedback registers superfluous when e-mail receipts are promptly provided and complaints through the app or e-mail are resolved within a couple of hours.These kinds of rules add unnecessary paperwork, unnecessary costs and take us back to the analog era, said Bhavik Rathod, general manager of Uber in Bangalore.Uber is in 450 cities in 70 countries, we face unique environments everywhere and have hyper-local country teams working with local regulators.A New Delhi court has ordered Chief Executive Officer Travis Kalanick and India President Amit Jain to appear after authorities charged the company under rules that forbid operating as an agent or canvasser without a license.Bangalore, home to 10 million people and the country s technology hub, has taken quickly to ride-hailing.
There's still a lot of rumor and speculation as to what exactly went down between Cisco CEO Chuck Robbins and one of its long-time star engineers who recently resigned, Mario Mazzola.After agreeing to move out of an operational role and become an advisor to the company, Mazzola instead publicly quit, and was joined by his top team of two other star engineers, Luca Cafiero, Prem Jain, and their top marketing exec, Soni Jiandani, who also quit Cisco in solidarity.Jiandani quit even after agreeing to a big promotion.It was Chambers' method of keeping them from leaving to do startups outside of Cisco.Many people told us this spin-in model caused a lot of resentment inside Cisco among the engineers who were not chosen for the spin-in teams, and not eligible for huge bonuses for building their products.Defending the Spin-InIn his parting email to the troops, Mazzola defended the spin-in model."The second-time was differentThe change to their compensation came with the second company, Nuova, which brought Cisco into a new market, computer servers."Nuova started not as a directed spin-in, but initially as an independent company with myself along with Prem, Luca, and Soni as some of the primary investors in the summer of 2005.Roughly a year after we had started Nuova, in summer of 2006, John Chambers approached the team and asked if Cisco could act as the primary and exclusive source of additional funding for the project.His CEO of the past year, Chuck Robbins.Read into that what you will.NOW WATCH: Here s your first look at 'Battlefield 1 — the life-like war game that blew up on YouTubeLoading video...
Here s our daily recap of what happened in marketing technology, as reported on Marketing Land and other places across the web.From Marketing Land:MarTech Landscape: What are Creative Management Platforms CMPs and Dynamic Creative Optimization DCO ?Jun 27, 2016 by Barry LevineBoth employ computer-assisted techniques to address zillions of programmatic ad targets, but they do it differently.Enterprise Local Marketing Automation Platforms: A Marketer s Guide – Updated for 2016Jun 27, 2016 by Digital Marketing DepotMarketing Land and Digital Marketing Depot have published the third edition of Enterprise Local Marketing Automation Platforms: A Marketer s Guide.Google s Sundeep Jain on the Expanded Text Ad rollout, device bidding, similar audiences & moreJun 27, 2016 by Ginny MarvinDuring a keynote discussion at SMX Advanced, Jain shared insights on how Expanded Text Ads will roll out and what advertisers should be working on ahead of the holidays.From Around The Web:Google CEO Sundar Pichai s Quora account hacked, www.cnet.comThe Next Big Thing in User Experience, Part 1, www.uxmatters.com3 Ways to Embrace AI Advancements in Consumer-Facing Businesses, multichannelmerchant.comA new sales technology stack is coming, techcrunch.comHow Chat Technology Can Make You a Personalization Pro, www.convinceandconvert.comFacebook rolls out Slideshow movie-maker to compete with Google and Apple, techcrunch.comTips for Adopting Virtual Reality in Your Business, smallbiztrends.comYouTube Is Beefing Up Its Live Video Game to Compete With Facebook and Periscope, www.adweek.com
Kellogg s uses a cartoon tiger and elves to sell $14 billion dollars worth of refined carbohydrates each year.But there was a time when the biggest of Big Pharma companies was a lot like today s Young Turks.At the time of its founding in 1849, when it produced small batch citric acid, the company was based in Williamsburg, Brooklyn, and its founder favored funky facial hair.But as success beget success, they managed to dominate their markets for over a century.Google, Amazon, Apple, and Facebook could grow to dominate the market in the same way Pfizer and Kellogg s have dominated theirs.Gaurav Jain and Joe Flaherty are part of Founder Collective, a seed-stage venture capital firm that has invested in startups like Uber, BuzzFeed, and Coupang
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