When the Apple Watch debuted in 2015, Apple told us it would be fashionable. It would usher in a new platform for high-tech fads covered in Vogue. It was going to save us time—one second at a time. It was going to do all sorts of things we couldn’t even imagine yet, like sharing your heartbeat, or scribbling a shape to a loved one.
But at this week’s Apple event, as the company introduced the Apple Watch 2, those promises seemed long forgotten. Instead, in a hero video, a mountain biker flew through the air, stuck the landing, and seemed to answer a call coming through from his mom; another flew up a steep climb before texting he was on his way. A presentation from Nike followed, encouraging users to run on Sundays, because supposedly, people who exercise on Sundays are more active overall. Then Tim Cook subtly dropped what sounded like a new tagline: „It’s the ultimate device for a healthy life.“
It was a remarkable pivot, and it hints at the watch’s fundamental shortcoming: It’s a product without an apparent use case. Whereas the iPhone put miniature computers into our hands, and the MacBook fulfilled the promise of truly portable personal computing, the watch is a solution in search of a problem. Apple does not disclose sales figures, but a recent report from the research firm IDC claims Apple Watch sales dipped almost 57% in the first quarter of 2016—this despite that sales at competitors such as Fitbit are up.
Perhaps it should come as little surprise, then, that Apple has backed into the de facto selling point of wearables, a new, old narrative: The watch will make you swole.
The Fashion Pitch
It made sense why Apple chased fashion. The field was crowded with fitness bands, and Apple no doubt wanted the watch to be something more desirable. Apple recruited Burberry’s Angela Ahrendts, and paid her $70 million to build Apple into a bona fide retail powerhouse—along with an all-star fashion team including Paul Deneve, Mark Newson, Catherine Monier, and Marcela Aguilar. Apple’s fashion push was about more than the watch, of course—it was about turning Apple into a lifestyle brand. But the watch was a linchpin.
When the watch debuted publicly at Paris Fashion Week, and Karl Lagerfeld was photographed trying one on, it seemed destined for immortality. The company recruited big-name designers, like Hermes, to create bands as easily as they do developers to make apps. And what were assuredly highly coordinated sponsorship campaigns, stars like Beyoncé wore them on Instagram. They even made a version in gold—for five figures—and forced appointments to try it on with white glove service. That watch has since been discontinued.
The problem with positioning the watch around fashion? At best, the Apple Watch can’t be fashionable for very long because fashion is fleeting. At worst, the Apple Watch just wasn’t that fashionable to begin with. Apple may have sold a billion iPhones, but iPhones don’t live all day, every day, on your wrist.
The Productivity Pitch
So fashion was a reach. The Apple Watch just needed a killer app, something that made it indispensable to a modern connected worker. The Apple Watch’s value at launch became „glances,“ which was supposed to help make you a more productive person. That meant checking your wrist for the time, or a text message, as if this was a breakthrough the world had never imagined before.
And so we’re back to this week, at Apple’s iPhone 7 event, where they showed off the Apple Watch 2, a device that’s almost entirely unchanged, except for a new way of marketing it. Did you see the watch controlling smart lights? Or appearing on a catwalk? Or giving someone directions to a meeting?
No. But there were burpees and golf swings! Aside from introducing a new, white ceramic version—a nod to current design trends—and quickly mentioning some new bands from Hermes, Apple ignored all this fashion and productivity stuff. But Apple was sure to show a splashy home-brew dunking machine, a metal arm that stress-drenched Apple Watches in a tank like they were strapped to an angry Michael Phelps swimming the 200-meter fly. Apple was sure to give Nike several minutes to introduce its custom Nike Plus branded version. „You can wear it when swimming, surfing, or just doing that occasional cannonball,“ Apple COO Jeff Williams said. The Cannonball: The Apple Watch’s first killer app.
And in case you think I’m editing the presentation for argument’s sake, realize, no moment was free from fitness. Heck, even when the software developer Niantic introduced Pokémon Go Apple Watch support, the script rounded about to tease the 4.6 billion kilometers players had taken since the game launched. Even this moment of unbridled, monster-catching recreation had to become quantified fitness on Apple’s stage.
Who Cares If The Apple Watch Is A Fitness Thingie?
So by now you’re probably thinking, „Okay, fine, Apple backtracked a bit, but now it knows what the Apple Watch is for. It reverse-engineered its purpose. Isn’t that enough?“
There’s one problem with Apple backing into this position selling a wearable fitness tracker: People abandon their fitness trackers. Multiple studies have found that after a few months, many people stop caring about all their pedometer graphs and sleep cycles. (Anyone who has worn a Fitbit knows why. Sooner or later, all of this life quantification isn’t really all that meaningful unless you’re literally in training.) Even Nike knew to abandon ship after more or less creating the category with the FuelBand. It’s a lot easier, and lower risk, to leave the hardware to Apple and just brand it.
And let’s be honest about the Apple Watch as a fitness device: It’s fine. Call it great if you want. But it’s not the 10-generational-leap better than all of its competitors, like the iPhone was when it changed the entire smartphone market. It’s just the shiniest of fitness bands in a largely commoditized fitness band market.
But perhaps the company has its eye on the long game. Aside from being yet another fitness tracker, the Apple Watch is also also a network-connected health-focused gadget that interfaces with the most popular smartphone in the world, on the wrists of millions of test subjects in the sort of worldwide, cross-ethnographic field study that that health industry could never match. And while the U.S. smartphone market makes a healthy $400 billion in revenue, the U.S. health care market pulls in $1.668 trillion.
If the Apple Watch is ready and waiting—with 5 or 10 years of proven reliability—whenever our doctors and insurers inevitably tag us like cattle to track our daily activity? Then it’s the one purpose for the Apple Watch that’s worth backing into.
Facebook chatbots are one application of this revolution, as they rapidly gain popularity and provide a new tool for marketers to leverage. These chatbots are the incorporation of automatic chatbots within Facebook Messenger.
Chatbots offer flexibility in order to automate tasks, and assist in retrieving data. They are becoming a vital way to enhance the consumer experience for the purpose of better customer service and growing interaction.
In April 2016, Mark Zuckerberg announced that third parties could use the messenger platform to create their own personal chatbot. Since then, the popularity of chatbots has rapidly grown all over the world.
In social media marketing chatbots have evolved, but their prime functionality remains the same, and that is to improve real-time engagement. Customers are always searching for prompt and ready replies to their comments and queries. The chatbots are designed in such a manner that they are able to answer most of the queries placed by customers, without human intervention. And this helps in bonding a strong relationship with your customers and potential crowds, without paying for high overheads on staff.
Two chatbots that have gained immense popularity in no-time are Apple’s Siri and Chotu Bot.
Chatbots: Why such a buzz at present?
Modern advancement in the field of artificial intelligence, which includes neural networking and deep learning, have permitted chatbots to acquire data sets exactly the way the human brain works. This is revolutionary.
Chatbots are instigating a stir in the present world of consumer services. Facebook created a revolution for technology by launching Facebook messenger chatbots which permit businesses to generate an interactive experience, content, e-commerce guides and automate customer service. Messenger has reached more than 900 million users, plus it offers the most striking platform to implement your desired bots.
Maybe the most renowned example of a chatbot is Apple’s Siri. Like all chatbots, Siri is a perfect combination of pre-defined scripts and neural systems to anticipate a precise reaction to an offered conversation starter or explanation, permitting clients to skip steps while speaking. Siri is a masterpiece that took years for such a huge organization with loads of assets to develop.
The second example is a chatbot from an organization that is not as famous as Apple. But still the chatbot is so efficient that it has been able to create a lot of buzz for itself in the market.
The Chotu Bot helps you replace various software and get detailed information on various topics such as wiki search, PNR status, Vehicle registration number etc. inside your messenger. And the developers behind the Chotu Bot are preparing to update it so that it can reply to most of the queries asked from all around the planet.
How can a Facebook chatbot assist your marketing?
Facebook allows brands to connect their potential customers independently through these messenger bots which leads to a new era in advertising.
The basic idea behind launching the messenger bots is to connect all the people directly to the business in order to automate customer engagement and interactions. Now there are more than 11,500 bots that have been developed on messenger and nearly 23,500 developers signed up in order to build their own bots using tools offered by Facebook. This means it assists you to automate informal interactions between businesses and users.
Recently Facebook announced new features for bots which can easily respond with video, audio, GIFs, and such files that make you build your own bots with ease.
How do chatbots help e-commerce platforms?
Chatbots assist the e-commerce industry by providing functionality in areas such as security, management, monitoring, and customer engagement which are key elements of e-commerce businesses.
Self-service and automation are the ideal way to go ahead in e-commerce, this the ultimate reason why businesses are using chatbots.
Here are just some ideas for how chatbots can make customer engagement easier:
Convenient, contextual and in control
Facebook messenger for chatbots is focused on generating the greatest customer engagement experience. They offer automated updates about traffic, weather, automated messages and much more.
Easy setup and cost savings
Bots help you save time and reduce the cost of hiring staff.
Unprecedented customer reach
The new receive/send API allows you to connect with more than 950 million people in and around the world. That’s the reason bots are growing as the key tool for businesses to gain wonderful networking and commercial opportunities.
How can you use chatbots?
Chatbots make it possible to offer a more proactive, personal, and efficient consumer experience.
Chotu, one of the leading chatbot technologies, is an AI robot on Facebook messenger that assists in accelerating customer information acquisition through Facebook messages. It provides all the needed information from your messages itself, rather than relying on several different apps working together. Chotu performs multiple tasks at a single time and offers 24×7 customer service.
Pizza Hut announced that Facebook messenger chatbots assist their customers in asking questions, viewing their current deals and much more. This helps Pizza Hut interact with their customers more easily at any time and from any place.
36LoveQuestions is a wonderful Facebook messenger chatbot that asks you 36 exact questions in order to determine whether you are in love with someone or not.
Chatbots: From the “simple” customer to enterprises
At present, chatbots are very prevalent in the customer space. From a business point of view, transportation businesses and e-commerce delivery enhance their chances by allowing their customer to purchase products more efficiently.
But bots are rapidly moving across to the enterprise space as most companies are now building their own chatbots in order to generate better engagement with their customers and create additional value for their brand.
How chatbots are minimizing the gap between customers and brands
Public vs. Private
One of the major problems that various organizations had to face while promoting on social media was to provide a primary customer service to their potential clients. The best thing about [messaging bot] is that you can have a ‘Message Us’ option and truly use this as a one-on-one, private channel.
Consistency
Messaging is a continuous and real-time process between a customer and a brand. You can have a real-time chat with a specialist from the brand, then you can leave and return a day later and see the history… That is truly energizing since that begins to effect customer behavior.
Accessing an audience of over a billion people
Facebook commenced this entire chatbot furor in April by permitting outside bots on its messenger. So even in the worst case, this is the potential crowd you can reach.
Include different systems (WhatsApp has not joined the chatbot fleeting trend yet) and the aggregate gathering of people on messaging platforms is well in an abundance of 1.2 billion. This is the crowd that you can target directly and provide each one special attention.
Who does not like a personal exclusive service?
Chatbots are poised to reform the customer-brand interaction. Facebook knows the potential of personal messaging and they know this idea can be really useful for brands to retain their audiences for a longer period of time.
Any organization today with a chatbot has the capacity to gain customer insights. The more insights they gain, the better the brand messaging will become, which ultimately indicates better targeting and more sales. The best part is that these chatbots are relatively cheap compared to other applications.
A business which takes time to understand chatbots and execute them have a better chance of offering things to their customer and this will really help them build a nice strong relationship over time.
Chatbots are the perfect fit for the modern e-commerce company looking to ramp up customer service.
Companies which are using chatbots are likely to experience better results and acquire the ability to advertise and market new products which ultimately generate customer engagement.
The 2017 BMW 5 Series has been teased in a new official video, showing it in undisguised form for the first time ahead of its unveiling next month.
The uncovered car is only partially shown in the video, but the short glimpse shows the new LED tail-light design for the first time.
The lights feature a similar design to those of the latest 3 Series, but they’re housed within a body that looks slightly more muscular than that of its smaller sibling.
Earlier spy shots of the 2017 5 Series have shown what the model will look like in saloon and estate guises. The exterior of both bodystyles, while undoubtedly evolutionary, give the 5 Series a more aggressive demeanour.
The new car will share its body structure with the 7 Series. The structure is known internally as CLAR – ‚cluster architecture‘ – and uses more aluminium for its floorpan and bulkheads than the skeleton of the outgoing F10 5 Series. There’s also more use of aluminium for castings, helping to trim weight by as much as 100kg, despite the growth in size.
Powering the new model will be a familiar choice of turbocharged four and six-cylinder engines, with a new plug-in petrol-electric powertrain joining the ranks.
Lower-powered cars will use BMW’s latest B47 diesel and B48 petrol four-cylinder units – all in 2.0-litre form, like today’s F10 model.
BMW’s new B57 diesel and B58 petrol six-cylinder engines will offer more power. These units use a standardised 500cc individual cylinder capacity for an overall volume of 3.0 litres. One of the diesels will gain an additional electrically driven turbo to improve low-down grunt, upping peak output towards 390bhp.
The most potent non-M model will receive a newly upgraded 444bhp 4.4-litre V8 petrol engine, first seen in the 750i.
The new 5 Series will also inherit hybrid technology from the 330e, 740e and X5 xDrive40e. The hybrid system is made up of a 2.0-litre four-cylinder petrol engine with an electric motor mounted within the gearbox and a lithium ion battery located in the floor of the boot. The system can run in full electric model for more than 20 miles.
The M5 model will use an updated version of the current car’s 4.4-litre V8 with a likely power output of more than 560bhp.
The new 5 Series will be revealed in October and will go on sale next year. Its rivals will continue to be the Mercedes-Benz E-Class, Audi A6 and Jaguar XF.
Premium automaker BMW is planning a major restructuring of its executive board and a shift in its electric mobility strategy, according to information obtained by Handelsblatt.
BMW declined to comment.
The automaker plans to merge its marketing and sales operations for the brands Mini and BMW and replace Friedrich Eichiner as chief financial officer.
Nicolas Peter, a close confidant of Chief Executive Harald Krüger, will take over the company’s finances from Mr. Eichiner. Mr. Peter currently serves as BMW’s head of sales in Europe.
BMW is also planning major changes in its electric mobility strategy to keep up with U.S. rival Tesla. In addition to the fully electric “i3” models, which have been in production since 2013, BMW will also offer fully electric versions of the Mini, the BMW3 series and the X4 SUV, which is built in the United States.
The supervisory board is expected to approve the new electric models during a two-day meeting at the end of the month.
BMW faces increasingly stiff competition from Tesla in the electric car market. The U.S. e-car maker has received 400,000 pre-orders for its Model 3 sedan alone. BMW’s i3, on the other hand, has struggled with falling sales in the first half of the year.
Read the full story in Handelsblatt Global Edition on Monday
Aus für Roaming-Gebühren: EU macht Vorschlag für „Fair Use“
Im Sommer 2017 fallen Roaming-Gebühren für Handytelefonate im EU-Ausland weg. Mit einer „Fair Use“-Regel will die EU-Kommission verhindern, dass Kunden sich Preisunterschiede in den Ländern auf Dauer zu Nutze machen.
Die EU-Kommission hat am Montag in Brüssel einen Entwurf vorgelegt, wie das endgültige Aus für Gebührenaufschläge bei Handygesprächen im EU-Ausland umgesetzt werden soll. Ab Sommer 2017 sollen die Mobilfunknetzbetreiber keine Aufschläge mehr berechnen dürfen, wenn Kunden im EU-Ausland telefonieren. In ihrem Entwurf für die Umsetzung macht die Kommission Vorschläge für „Fair Use“-Regeln, die einen Missbrauch verhindern sollen. Der Vorschlag wird nun mit den Mitgliedsstaaten und der europäischen Regulierungsgremium abgestimmt. Mitte Dezember will die Kommission dann die Regeln offiziell machen.
Fair Use: „Bis zu 90 Tage in einem anderen Land“
Mit den Fair-Use-Regeln will die Kommission auch den Befürchtungen der Netzbetreiber entgegenkommen, dass Nutzer mit einem günstigen Tarif aus dem einen europäischen Land sich dauerhaft in einem anderen Land aufhalten, wo sie mehr bezahlen müssten. Brüssel fürchtet, das könnte langfristig zu steigenden Preisen führen. Um das zu verhindern, schlägt die Kommission eine Frist von 90 Tagen vor.
Bis zu 90 Tage sollen sich EU-Bürger in einem anderen Land aufhalten und dort zu Konditionen ihres Vertrages telefonieren und surfen können, bis der Netzbetreiber Aufschläge erheben kann. Zugleich sollen Netzbetreiber aber verlangen dürfen, dass sich der Kunde mindestens einmal alle 30 Tage in sein Heimatnetz einbucht. Das schränkt die 90 Tage deutlich ein: Ein paar Wochen Urlaub oder eine Dienstreise ist abgedeckt, das zweimonatige Praktikum schon nicht mehr.
Aufschläge
Auch die danach möglichen Aufschläge möchte die EU-Kommission begrenzen. Sie sollennicht über den Großhandelspreisen liegen, die sich die Netzbetreiber gegenseitig berechnen. Die Obergrenzen für die Großhandelspreise werden derzeit noch von Kommission, Parlament und den Vertretern der Mitgliedsstaaten abgestimmt. Die EU-Kommission schlägt eine Obergrenze von 4 Cent pro Minute, 1 Cent pro SMS und 0,85 Cent pro Megabyte vor.
Für Menschen, die im Grenzgebiet wohnen oder grenzüberschreitend pendeln, schlägt die Kommission Sonderregelungen vor. Wenn sich das Handy dort ins Netz des Nachbarlandes einbucht, sollte das den Bürgern dort nicht zum Nachteil sein. Solange sie sich am selben Tag auch wieder im Netz des Heimatlandes einbuchen, solle das nicht als Roaming angerechnet werden.
Pre-Paid-Handel
Auch paneuropäischen Handel von billigen Pre-Paid-Karten will die Kommission vorbeugen. So sollen die Netzbetreiber verlangen können, dass eine Pre-Paid-Karte schon eine Weile im Heimnetz aktiv gewesen ist, bevor sie die Karte für Roaming aufs eigene Netz lassen.
Die EU hatte im vergangenen Jahr nach langen Debatten beschlossen, die Roaming-Gebühren bis Sommer 2017 komplett abzuschaffen. In Deutschland sind die Netzbetreiber schon dazu übergegangen, ihre Tarife um die Nutzung im EU-Ausland zu erweitern.
Domino’s Is One Step Closer to Delivering Pizzas by Drone
“This isn’t a pie-in-the-sky idea.”
Some of the world’s biggest companies—Amazon, Google—are itching to make commercial deliveries by drone, but a pizza restaurant may beat them to it.
On Thursday, Domino’s Pizza Enterprises—an international franchiser of the Domino’s Pizza brand—conducted a demonstration of pizza delivery by drone in Auckland, New Zealand as it stated its intent to be the world’s first company to launch regular drone delivery.
“We’ve always said that it doesn’t make sense to have a 2-tonne machine delivering a 2-kilogram order,” Domino’s Group CEO and managing director Don Meij said in a statement. The use of drones, “is the next stage of the company’s expansion into the artificial intelligence space and gives us the ability to learn and adopt new technologies in the business.”
Domino’s is partnering with drone delivery company Flirtey for this effort. The demonstration on Thursday was a final step in Flirtey’s approval process, Domino’s says. It expects trial store-to-door drone deliveries from select Domino’s New Zealand locations to get underway later this year, assuming Flirtey gets the regulatory okay to make commercial drop-offs.
Domino’s says it chose to launch this capability in New Zealand because the country’s current regulations allow businesses to tap unmanned aircraft for commercial uses. But the specifics of New Zealand’s Civil Aviation Authority drone rules—namely the requirement that all drones must remain in sight at all times—could still prove tricky.
“Both Domino’s and Flirtey are learning what is possible with the drone delivery for our products, but this isn’t a pie in the sky idea. It’s about working with the regulators and Flirtey to make this a reality for our customers,” Meij said.
7-Eleven has also partnered with Flirtey for its trial drone deliveries. Last month the convenience store chain demonstrated its own drone delivery—an order of coffee, donuts, a chicken sandwich, and, of course, a Slurpee—in Reno, Nev. The companies called the test the first time a drone had legally delivered a package to a U.S. resident who placed an order from a retailer. In the U.S., there are strict drone regulations, which have pushed companies to conduct testing overseas. The Federal Aviation Administration has released new commercial drone rules that take effect this month, but they don’t allow for flying drones at night or outside the line of sight of their operators—restrictions that could make drone deliveries impractical.
In a statement, Flirtey CEO Matt Sweeny said New Zealand “has the most forward-thinking aviation regulations in the world,” adding that Thursday’s demonstration “herald[ed] a new frontier of on-demand delivery for customers across New Zealand and around the globe.”
Drone delivery will let Domino’s reach more rural customers and to reach urban customers in a “much more efficient time,” Meij said.
Domino’s investment in technology is one reason for its recent success. The stock of its U.S. brand, Domino’s Pizza Inc., hit an all-time high earlier this week, reaching $151.10. In the past few years, it’s rolled out innovative ordering options, like allowing customers to place orders via emoji and Apple watches. A report in March said that half of the company’s U.S. orders are now digital.
MEET MOXIE MARLINSPIKE, THE ANARCHIST BRINGING ENCRYPTION TO ALL OF US
MICHAEL FRIBERG
ON THE FIRST DAY of the sprawling RSA security industry conference in San Francisco, a giant screen covering the wall of the Moscone Center’s cavernous lobby cycles through the names and headshots of keynote speakers: steely-eyed National Security Agency director Michael Rogers in a crisp military uniform; bearded and besuited Whitfield Diffie and Ron Rivest, legendary inventors of seminal encryption protocols that made the Internet safe for communication and commerce. And then there’s Moxie Marlinspike, peering somberly into the distance wearing a bicycle jersey and an18-inch-tall helmet shaped like a giant spear of asparagus. “It was the only picture I could find,” Marlinspike deadpans as we walk into the building.
Even without the vegetable headwear, Marlinspike’s wire-thin 6’2″ frame and topknot of blond dreadlocks doesn’t fit the usual profile of the crypto world’s spooks and academics, nor RSA’s corporate types. Walking toward the ballroom where he’s set to speak on the annual Cryptographers’ Panel, however, he tells me it’s not his first time at the conference.
In fact, when Marlinspike made his debut visit to RSA 20 years ago, as a teenager, he wasn’t invited. Lured by the promise of seeing his cryptographer heroes in person, he snuck in, somehow snagging a conference badge without paying the $1,000 registration fee. Later, he made the mistake of handing it off to friends who were more interested in scoring lunch than in hearing about pseudo-random-number generators. They were spotted and kicked out. RSA organizers must have gone so far as to report Marlinspike’s mischief to law enforcement, he says; years later he requested his FBI file and discovered a reference to the incident.
A middle-aged man in a sports coat and jeans approaches us, carrying a Wall Street Journal. He shakes Marlinspike’s hand and thanks him for creating the encrypted messaging app Signal, which the man says was recommended to him by a friend, a former FBI agent. Marlinspike looks back at me with raised eyebrows.
Signal, widely considered the most secure and easiest-to-use free encrypted messaging and voice-calling app, is the reason he’s been invited to speak as part of the very same crypto Jedi Council he had worshipped as a teenager. Marlinspike designed Signal to bring uncrackable encryption to regular people. And though he hadn’t yet revealed it at the time of the conference in March, Signal’s encryption protocol had been integrated into WhatsApp, the world’s most popular messaging app, with over a billion users.
“I think law enforcement should be difficult. And it should actually be possible to break the law.”
For any cypherpunk with an FBI file, it’s already an interesting morning. At the very moment the Cryptographers’ Panel takes the stage, Apple and the FBI are at the height of a six-week battle, arguing in front of the House Judiciary Committee over the FBI’s demand that Apple help it access an encrypted iPhone 5c owned by San Bernardino killer Syed Rizwan Farook. Before that hearing ends, Apple’s general counsel will argue that doing so would set a dangerous legal precedent, inviting foreign governments to make similar demands, and that the crypto-cracking software could be co-opted by criminals or spies.
The standoff quickly becomes the topic of the RSA panel, and Marlinspike waits politely for his turn to speak. Then he makes a far simpler and more radical argument than any advanced by Apple: Perhaps law enforcement shouldn’t be omniscient. “They already have a tremendous amount of information,” he tells the packed ballroom. He points out that the FBI had accessed Farook’s call logs as well as an older phone backup. “What the FBI seems to be saying is that we need this because we might be missing something. Obliquely, they’re asking us to take steps toward a world where that isn’t possible. And I don’t know if that’s the world we want to live in.”
Marlinspike follows this remark with a statement that practically no one else in the privacy community is willing to make in public: that yes, people will use encryption to do illegal things. And that may just be the whole point. “I actually think that law enforcement should be difficult,” Marlinspike says, looking calmly out at the crowd. “And I think it should actually be possible to break the law.”
OVER THE PAST several years, Marlinspike has quietly positioned himself at the front lines of a quarter-century-long war between advocates of encryption and law enforcement. Since the first strong encryption tools became publicly available in the early ’90s, the government has warned of the threat posed by “going dark”—that such software would cripple American police departments and intelligence agencies, allowing terrorists and organized criminals to operate with impunity. In 1993 it unsuccessfully tried to implement a backdoor system called the Clipper Chip to get around encryption. In 2013, Edward Snowden’s leaks revealed that the NSA had secretly sabotaged a widely used crypto standard in the mid- 2000s and that since 2007 the agency had been ingesting a smorgasbord of tech firms’ data with and without their cooperation. Apple’s battle with the FBI over Farook’s iPhone destroyed any pretense of a truce.
As the crypto war once again intensifies, Signal and its core protocol have emerged as darlings of the privacy community. Johns Hopkins computer science professor Matthew Green recalls that the first time he audited Marlinspike’s code, he was so impressed that he “literally discovered a line of drool running down my face.”
Marlinspike has enabled the largest end-to-end encrypted communications network in history.
While Marlinspike may present himself as an eccentric outsider, his ability to write freakishly secure software has aligned him with some of the tech industry’s biggest companies. For a time he led Twitter’s security team. His deal with WhatsApp means that the Facebook-owned company now uses his tools to encrypt every message, image, video, and voice call that travels over its global network; in effect Marlinspike has enabled the largest end-to-end encrypted communications network in history, transmitting more texts than every phone company in the world combined. In May, Google revealed that it too would integrate Signal—into the incognito mode of its messaging app Allo. And last month, Facebook Messenger began its own rollout of the protocol in an encryption feature called “secret conversations,” which promises to bring Signal to hundreds of millions more users. “The entire world is making this the standard for encrypted messaging,” Green says.
So far, governments aren’t having much luck pushing back. In March, Brazilian police briefly jailed a Facebook exec after WhatsApp failed to comply with a surveillance order in a drug investigation. The same month, The New York Timesrevealed that WhatsApp had received a wiretap order from the US Justice Department. The company couldn’t have complied in either case, even if it wanted to. Marlinspike’s crypto is designed to scramble communications in such a way that no one but the people on either end of the conversation can decrypt them (see sidebar). “Moxie has brought us a world-class, state-of-the-art, end-to-end encryption system,” WhatsApp cofounder Brian Acton says. “I want to emphasize: world-class.”
For Marlinspike, a failed wiretap can mean a small victory. A few days after Snowden’s first leaks, Marlinspike posted an essay to his blog titled “We Should All Have Something to Hide,” emphasizing that privacy allows people to experiment with lawbreaking as a precursor for social progress. “Imagine if there were an alternate dystopian reality where law enforcement was 100 percent effective, such that any potential offenders knew they would be immediately identified, apprehended, and jailed,” he wrote. “How could people have decided that marijuana should be legal, if nobody had ever used it? How could states decide that same-sex marriage should be permitted?”
To some, Marlinspike’s logic isn’t quite as airtight as his code. Not all criminals are tech masterminds.
He admits that dangerous criminals and terrorists may use apps like Signal and WhatsApp. (ISIS has even circulated a manual recommending Signal.) But he argues that those elements have always had the incentive and ability to encrypt their communications with tougher-to-use tools like the encryption software PGP. His work, he says, is to make those protections possible for the average person without much tech savvy.
To some, Marlinspike’s logic isn’t quite as airtight as his code. Not all criminals are tech masterminds—the San Bernardino killers, for example. Former NSA attorney and Brookings Institution fellow Susan Hennessey wonders who determines which lawbreakers deserve to be wiretapped, if not a democratically elected government? Americans have long agreed, she argues, to enable a certain degree of police surveillance to prevent truly abhorrent crimes like child pornography, human trafficking, and terrorism. “We could set up our laws to reject surveillance outright, but we haven’t,” she says. “We’ve made a collective agreement that we derive value from some degree of government intrusion.” A spokesman for the FBI, when asked to comment on Marlinspike’s law-breaking philosophy, replied, “The First Amendment protects people who hold whatever view they want. Some people are members of the KKK. I’m not going to engage in a debate with him.”
Marlinspike isn’t particularly interested in a debate, either; his mind was made up long ago, during years as an anarchist living on the fringes of society. “From very early in my life I’ve had this idea that the cops can do whatever they want, that they’re not on your team,” Marlinspike told me. “That they’re an armed, racist gang.”
Marlinspike views encryption as a preventative measure against a slide toward Orwellian fascism that makes protest and civil disobedience impossible, a threat he traces as far back as J. Edgar Hoover’s FBI wiretapping and blackmailing of Martin Luther King Jr. “Moxie is compelled by the troublemakers of history and their stories,” says Tyler Reinhard, a designer who worked on Signal. “He sees encryption tools not as taking on the state directly but making sure that there’s still room for people to have those stories.”
MICHAEL FRIBERG
ASK MARLINSPIKE TO tell his own story, and—no surprise for a privacy zealot—he’ll often answer with diversions, monosyllables, and guarded smiles. But anyone who’s crossed paths with him seems to have an outsize anecdote: how he once biked across San Francisco carrying a 40-foot-tall sailboat mast. The time he decided to teach himself to pilot a hot-air balloon, bought a used one from Craigslist, and spent a month on crutches after crashing it in the desert. One friend swears he’s seen Marlinspike play high-stakes rock-paper-scissors dozens of times—with bets of hundreds of dollars or many hours of his time on the line—and has never seen him lose.
But before Marlinspike was a subcultural contender for “most interesting man in the world,” he was a kid growing up with a different and far less interesting name on his birth certificate, somewhere in a region of central Georgia that he describes as “one big strip mall.” His parents—who called him Moxie as a nickname—separated early on. He lived mostly with his mother, a secretary and paralegal at a string of companies. Any other family details, like his real name, are among the personal subjects he prefers not to comment on.
Marlinspike hated the curiosity-killing drudgery of school. But he had the idea to try programming videogames on an Apple II in the school library. The computer had a Basic interpreter but no hard drive or even a floppy disk to save his code. Instead, he’d retype simple programs again and again from scratch with every reboot, copying in commands from manuals to make shapes fill the screen. Browsing the computer section of a local bookstore, the preteen Marlinspike found a copy of 2600 magazine, the catechism of the ’90s hacker scene. After his mother bought a cheap desktop computer with a modem, he used it to trawl bulletin board services, root friends’ computers to make messages appear on their screens, and run a “war-dialer” program overnight, reaching out to distant servers at random.
“Moxie likes the idea that there is an unknown, that the world is not a completely surveilled thing.”
To a bored middle schooler, it was all a revelation. “You look around and things don’t feel right, but you’ve never been anywhere else and you don’t know what you’re missing,” Marlinspike says. “The Internet felt like a secret world hidden within this one.”
By his teens, Marlinspike was working after school for a German software company, writing developer tools. After graduating high school—barely—he headed to Silicon Valley in 1999. “I thought it would be like a William Gibson novel,” he says. “Instead it was just office parks and highways.” Jobless and homeless, he spent his first nights in San Francisco sleeping in Alamo Square Park beside his desktop computer.
Eventually, Marlinspike found a programming job at BEA-owned WebLogic. But almost as soon as he’d broken in to the tech industry, he wanted out, bored by the routine of spending 40 hours a week in front of a keyboard. “I thought, ‘I’m supposed to do this every day for the rest of my life?’” he recalls. “I got interested in experimenting with a way to live that didn’t involve working.”
For the next few years, Marlinspike settled into a Bay Area scene that was, if not cyberpunk, at least punk. He started squatting in abandoned buildings with friends, eventually moving into an old postal service warehouse. He began bumming rides to political protests around the country and uploading free audio books to the web of himself reading anarchist theorists like Emma Goldman.
Forget Apple vs. the FBI: WhatsApp Just Switched on Encryption for a Billion People
He took up hitchhiking, then he upgraded his wanderlust to hopping freight trains. And in 2003 he spontaneously decided to learn to sail. He spent a few hundred dollars—all the money he had—on a beat-up 27-foot Catalina and rashly set out alone from San Francisco’s harbor for Mexico, teaching himself by trial and error along the way. The next year, Marlinspike filmed his own DIY sailing documentary, called Hold Fast. It follows his journey with three friends as they navigate a rehabilitated, leaky sloop called the Pestilence from Florida to the Bahamas, finally ditching the boat in the Dominican Republic.
Even today, Marlinspike describes those reckless adventures in the itinerant underground as a kind of peak in his life. “Looking back, I and everyone I knew was looking for that secret world hidden in this one,” he says, repeating the same phrase he’d used to describe the early Internet. “I think we were already there.”
If anything can explain Marlinspike’s impulse for privacy, it may be that time spent off society’s grid: a set of experiences that have driven him to protect a less observed way of life. “I think he likes the idea that there is an unknown,” says Trevor Perrin, a security engineer who helped Marlinspike design Signal’s core protocol. “That the world is not a completely surveilled thing.”
THE KEYS TO PRIVACY
Beneath its ultrasimple interface, Moxie Marlinspike’s crypto protocol hides a Rube Goldberg machine of automated moving parts. Here’s how it works.
1. When Alice installs an app that uses Marlinspike’s protocol, it generates pairs of numeric sequences known as keys. With each pair, one sequence, known as a public key, will be sent to the app’s server and shared with her contacts. The other, called a private key, is stored on Alice’s phone and is never shared with anyone. The first pair of keys serves as an identity for Alice and never changes. Subsequent pairs will be generated with each message or voice call, and these temporary keys won’t be saved.
2. When Alice contacts her friend Bob, the app combines their public and private keys—both their identity keys and the temporary ones generated for a new message or voice call—to create a secret shared key. The shared key is then used to encrypt and decrypt their messages or calls.
3. The secret shared key changes with each message or call, and old shared keys aren’t stored. That means an eavesdropper who is recording their messages can’t decrypt their older communications even if that spy hacks one of their devices. (Alice and Bob should also periodically delete their message history.)
4. To make sure she’s communicating with Bob and not an impostor, Alice can check Bob’s fingerprint, a shortened version of his public identity key. If that key changes, either because someone is impersonating Bob in a so-called man-in-the-middle attack or simply because he reinstalled the app, Alice’s app will display a warning.
THROUGH THOSE YEARS, Marlinspike took for granted that authority was the enemy. He describes harbor patrols and train yard guards who harassed him and his fellow hobo voyagers. Cops evicted him from squats, hassled him in the towns he and his friends passed through, and impounded their car on what seemed to be thin pretenses. But merely going to demonstrations never felt like the right way to challenge the world’s power structures.
Instead, around 2007 he turned his political interests back to the digital world, where he’d seen a slow shift toward post–Patriot Act surveillance. “When I was young, there was something fun about the insecurity of the Internet,” he says, with its bounty of hackable flaws available to benign pranksters. “Now Internet insecurity is used by people I don’t like against people I do: the government against the people.”
In 2008, Marlinspike settled in a decrepit brick mansion in Pittsburgh and started churning out a torrent of security software. The next year he appeared for the first time at the Black Hat security conference to demonstrate a program he called SSLstrip, which exposed a critical flaw in web encryption. In 2010 he debuted GoogleSharing, a Firefox plugin that let anyone use Google services anonymously.
That year, with the growth of smartphones, Marlinspike saw his biggest opportunity yet: to secure mobile communications. Helped by a friend who was getting a robotics PhD at Carnegie Mellon, he launched Whisper Systems, along with a pair of Android apps: TextSecure, to encrypt text messages, and RedPhone, to protect voice calls. Anti-authoritarian ideals were built in from the beginning; when the Arab Spring exploded across North Africa, Whisper Systems was ready with an Arabic version to aid protesters.
Alone in the dark, Marlinspike clung to the hull and realized, with slow and lonely certainty, that he was very likely going to die.
Marlinspike dreamed of bringing his encryption tools to millions of people, an ambition that required some sort of business model to fund them. He moved back to San Francisco to promote Whisper Systems as a for-profit startup. The company had barely gotten off the ground when Twitter approached him with a buyout offer, hoping to use his expertise to fix the shambolic security that had led to repeated hacks of celebrity and journalist accounts. The terms of the resulting deal were never made public. Marlinspike describes it only as “more money than I’d ever encountered before. But that’s a low bar.”
Marlinspike became the director of product security at Twitter. A coworker remembers that his expertise was “revered” within the company. But his greater goal was to alter the platform so that it didn’t keep logs of users’ IP addresses, which would make it impossible for authorities to demand someone’s identity, as they’d done with one Occupy Wall Street protester in 2012.
That project clashed with the priorities of executives, a coworker says. “Moxie couldn’t care less if Twitter made a lot of money,” the former colleague says. “He was more interested in protecting users.” Meanwhile, his contract stipulated that he’d have to work for four years before cashing out the stock he’d been paid for his startup. Marlinspike’s cypherpunk apotheosis would have to wait.
https://www.instagram.com/p/8bVAX-LOCz/embed/?v=7ONE FALL EVENING after work, Marlinspike and a friend made a simple plan to sail a 15-foot catamaran out 600 feet into the San Francisco Bay, where they’d drop anchor and row back in a smaller boat, leaving the sailboat to wait for their next adventure. (Anarchist sailors don’t like to pay dockage fees.) Marlinspike headed out into the bay on the catamaran with his friend following in a rowboat.
Only after Marlinspike had passed the pier did he realize the wind was blowing at a treacherous 30 miles an hour. He decided to turn back but discovered that he’d misrigged the craft and had to fix his mistake. As the sun sank toward the horizon, he shouted to his friend that they should give up and return to shore, and the friend rowed back to safety.
Then, without warning, the wind gusted. The catamaran flipped, throwing Marlinspike into the ice-cold water. “The suddenness of it was unbelievable, as if I was on a tiny model made of paper which someone had simply flicked with their finger,” he would later write in a blog post about the experience.
Soon the boat was fully upside down, pinned in place by the wind. Marlinspike tried to swim for shore. But the pier was too far away, the waves too strong, and he could feel his body succumbing to hypothermia, blackness creeping into the edges of his vision. He headed back to the overturned boat. Alone now in the dark, he clung to the hull, took stock of the last hour’s events, and realized, with slow and lonely certainty, that he was very likely going to die.
When a tugboat finally chanced upon his soaked and frozen form he was nearly unconscious and had to be towed up with a rope. When he arrived at the hospital, Marlinspike says, the nurses told him his temperature was so low their digital thermometers couldn’t register it. As he recovered over the next days, he had the sort of realization that sometimes results from a near-death experience. “It definitely sharpened my focus,” he says of the incident. “It made me question what I was doing with my life.”
Marlinspike’s time at Twitter had given him an ambitious sense of scale: He was determined to encrypt core chunks of the Internet.
A normal person might have quit sailing. Instead, Marlinspike quit Twitter. A year and a day after he had started, he walked away from over $1 million in company stock.
Marlinspike quickly picked up where he’d left off. In early 2013 he relaunched his startup as an open source project called Open Whisper Systems. To fund it, he turned to Dan Meredith, director of the Open Technology Fund, a group supported by the Broadcasting Board of Governors, best known for running Radio Free Europe. Meredith had long admired Marlinspike’s encryption apps. As a former security tech at Al Jazeera, he had relied on them to protect reporters and sources during the Arab Spring. “They were what our most sensitive sources used,” Meredith says. “I knew Moxie could do this, and we had the money to make it possible.” The OTF gave Open Whisper Systems around $500,000 in its first year and in total has funneled close to $2.3 million to the group.
With that funding and more from wealthy donors that Marlinspike declines to name, he began recruiting developers and hosting them at periodic retreats in Hawaii, where they’d alternate surfing and coding. In quick succession, Open Whisper Systems released Signal and then versions for Android and the Chrome browser. (Open Whisper Systems has since integrated changes from dozens of open source contributors but still uses the same cryptographic skeleton laid out by Marlinspike and Trevor Perrin in 2013.)
Marlinspike’s time at Twitter had given him an ambitious sense of scale: He was determined to encrypt core chunks of the Internet, not just its fringes. By chance, he met a WhatsApp engineer at a family reunion his girlfriend at the time threw at his house. Through that connection, Marlinspike wangled a meeting with WhatsApp’s cofounder Brian Acton. Later, Marlinspike met with the company’s other cofounder, Jan Koum, who had grown up in Soviet Ukraine under the constant threat of KGB eavesdropping.
Both men were almost immediately interested in using Marlinspike’s protocols to protect WhatsApp’s international users, particularly its massive user bases in privacy-loving Germany and surveillance regimes in the Middle East and South America. “We were aligned pretty early,” Acton says. “When we got past the hairstyle, we were like, ‘Let’s get down to business.’”
IN A HOTEL ROOM above San Francisco’s Soma district a few hours after his RSA panel, Marlinspike pulls out a slim laptop and enters his password to decrypt its hard drive. Or rather, attempts to; the string of characters is so long and complex that he mistypes it three times and, with a slightly embarrassed grin, has to reboot the computer. Finally he succeeds and opens a video file. It’s a rough cut of an ad for Signal he’s hoping to spread online, a montage of footage of the Russian punk protest band Pussy Riot, Daniel Ellsberg, Jesse Owens, Hong Kong’s pro-democracy Umbrella protesters, and Martin Luther King Jr. “They tell us to stay quiet and follow the rules,” a rough voice intones over the images. “We believe in the power of your words … Speak up, send a message.”
Marlinspike’s intention with the spot, whose script he wrote, was to create a “Nike ad for privacy,” he says. “Nike has a boring product. They don’t talk about the shoes. They celebrate great athletes. We’re trying to do the same thing, celebrating people with a contestational relationship to power. Activists, whistle-blowers, journalists, artists.”
“The big win is when a billion people are using WhatsApp and don’t even know it’s encrypted. I think we’ve already won the future.”
Today, those people include Edward Snowden, who has written that he uses Signal “every day.” (Marlinspike recently visited the exiled whistle-blower in Moscow.) Laura Poitras, the Pulitzer- and Oscar-winning recipient of Snowden’s NSA leaks, recommends it to documentary filmmakers and journalists. Women’s rights activists in Latin America who help women find abortions use Signal. So do North Korean defectors evading Kim Jong-un’s spies. Attorneys at the National Lawyers Guild use it to speak about clients. Members of Hands Up United, one of the groups leading the Black Lives Matter movement in Ferguson, Missouri, two years ago, started using Signal after noticing police cars following them home or parked outside of their meetings and strange tones and dropped calls on their cell phones. (The Intercept revealed last summer that the Department of Homeland Security monitored the protesters.) “Signal gave us so much confidence to continue our work,” says Hands Up United organizer Idalin Bobé.
But these are only the early adopters in Marlinspike’s master plan. He outlines his endgame: In the past, government-friendly phone companies have practically partnered with law enforcement to make wiretaps easy. Now people are increasingly shifting to what he calls overlay services—apps like WhatsApp and Facebook Messenger—to communicate. And that switch offers a chance to start fresh, with a communications infrastructure that can be built to resist surveillance. “The big win for us is when a billion people are using WhatsApp and they don’t even know it’s encrypted,” Marlinspike says. “At this point, I think we’ve already won the future.”
https://www.instagram.com/p/_KvwFCrOOu/embed/captioned/?v=7THE NEXT DAY, Marlinspike is rushing over to Open Whisper Systems headquarters, where he’s late for a meeting. As I speed-walk to keep up with his long legs, he grouses about the day-to-day of running a software project: the bug reports and constant tweaks to keep up with operating systems’ improvements, the deadening hours of sitting in front of a computer.
Marlinspike surprises me by admitting that he looks forward to the moment when he can quit. “Someday Signal will fade away,” he states unsentimentally. Instead, he says, Open Whisper System’s legacy will be the changes Signal will have inspired in better-funded, for-profit communication apps.
That time may not be so far off. “I don’t really want to do this with the rest of my life,” Marlinspike says. “Eventually, you have to declare victory.”
But cypherpunks like Marlinspike—let’s be honest—haven’t yet won the crypto war. In fact, the war may be unwinnable by either side. If the rise of end-to-end encrypted messaging enables the sort of benign law breaking Marlinspike has preached, sooner or later it will also shield some indefensible crimes. And that means every technological move toward privacy will be answered with a legal one aimed at shifting the equilibrium back toward surveillance: If law enforcement continues to be foiled by uncrackable encryption, it will come back with an order for “technical assistance,” demanding companies weaken their security measures and rewrite their code to help the cops, as the FBI demanded of Apple. Some form of crypto backdoor might even be built in secret. And Congress still threatens to advance legislation that could ban user-controlled encryption outright.
But these legal and political battles may not be Marlinspike’s to fight. “He definitely romanticizes being an amateur,” says one particularly frank friend. “He likes to give up once he’s an expert.” Marlinspike, she says, seeks the “zero point, when you have nothing to lose, when you have no property, no lover, nothing to hold you back.”
Cypherpunks like Marlinspike haven’t yet won the crypto war. In fact, the war may be unwinnable by either side.
I’m reminded of that underlying restlessness on the last evening I spend with Marlinspike, at a Sunday night screening of Hold Fast, hosted by a sailing club at the Berkeley Marina. As his doc plays to a crowd of a few dozen people, we sit in the back next to a wood-burning stove, with a spring storm churning the bay outside the window behind us.
Early in the film, the narration goes off on a tangent, telling the story of Bernard Moitessier, whom Marlinspike describes reverentially as a sailing mystic. In 1969, Moitessier was winning the Golden Globe, a solo, globe-circling yacht race. Moitessier, a monklike eccentric, didn’t even carry a radio, instead using a slingshot to hurl film canisters containing messages to nearby ships. Just as Moitessier was set to finish ahead of his competitors in Plymouth, England, he shot off a message rejecting the competition and explaining that he would rather simply keep sailing for the Pacific Islands. “I am continuing nonstop because I am happy at sea,” the note read, “and perhaps because I want to save my soul.”
When the screening ends, the lights come up and Marlinspike takes questions. A middle-aged woman asks him what he’s doing now, nine years after the film’s release. Along with plenty of other people in this audience, she knows him only as Moxie Marlinspike the rogue sailor, not as a cryptographer.
Marlinspike takes a second to think, as if he’s never actually considered the question before. “I don’t know,” he says finally, sighing with what sounds like sincere uncertainty. “Maybe I should go back to sailing cheap.”
The crowd laughs at Marlinspike’s show of self-effacing confusion. But he seems to mean what he says. And over their heads, out the window, past the bay, lies the Pacific Ocean: dark, unknown, and inviting.
Wer seinen Facebook-Account öffnet, findet jeden Tag mindestens ein witziges, trauriges, spannendes oder faszinierendes Video, das von einem Freund geteilt wurde. Man selbst ist wiederum so begeistert davon, dass man ebenfalls auf Teilen klickt und den Inhalt damit unter einer neuen Gruppe von Leuten verbreitet. Und so geht es immer weiter… Wenn ein Unternehmen virales Marketing betreibt und damit einen Erfolg erzielt, verbreitet sich die Botschaft wie ein Lauffeuer durchs Netz. Wie der Name es schon sagt, gleicht es einem Virus, der sich von Mensch zu Mensch überträgt. Was so vielversprechend klingt, funktioniert allerdings nur, wenn man die Menschen erreicht, sie berührt und diese den Inhalt aus freien Stücken weiterverbreiten. Worauf es beim viralen Marketing ankommt…
Traditionelles Marketing versus virales Marketing
Traditionelles Marketing richtet sich an klassische Medien wie Fernsehen, Radio oder auch Print-Medien. In Zeiten von Facebook und Co. verliert es aber immer mehr seine Bedeutung – schon die Masse der verbreiteten Werbebotschaften ist hier so hoch, dass viele Menschen sie gar nicht mehr wahrnehmen oder sogar bewusst auslassen. Jeder kennt es: Wird der Spielfilm wieder einmal durch Werbung unterbrochen, zappen wir lieber quer durchs Programm. Sehen wir in einer Zeitschrift eine Werbeanzeige, blättern wir weiter und vergessen sie.
Virales Marketing geht anders an die Konsumenten heran: Es basiert auf der freiwilligen Verbreitungvon Informationen und Botschaften, jeder einzelne wird sozusagen selbst zum Werbeträger. Dabei gilt: Ist der Virus von hoher Qualität, wird er auch verbreitet – schnell und kostenlos, wodurch sich eine virale Kampagne für Unternehmen vielfach bezahlt machen kann.
Die Werbebotschaften beim viralen Marketing folgen dabei einem bestimmten Erfolgskonzept: Sie sind emotional, behandeln Themen, die eine möglichst breite Masse betreffen und haben nicht den aufdringlichen Beigeschmack, der klassischer Werbung oft anhaftet.
Virales Marketing gibt es in verschiedenen Formen
Wie andere Marketingmaßnahmen kann auch das virale Marketing unterschiedliche Formen der Kommunikation für sich nutzen. Die häufigsten dabei sind:
Videos
Fotos
Blogbeiträge
Podcasts
Die beliebteste und gleichzeitig auch die bekannteste Form sind Videos, in denen das Werbeobjekt zwar kurz erwähnt wird – das Hauptaugenmerk liegt aber auf dem Storytelling. Diese Geschichte ist es, die das virale Marketing so erfolgreich machen kann. Oder eben auch nicht, wenn der erhoffte Effekt ausbleibt.
Viraler Content zieht die Aufmerksamkeit der Betrachter regelrecht an, er versetzt in Erstaunen, bringt zum Lachen, informiert, schockiert oder begeistert. Kaum jemand kann sich ihm entziehen – ein Virus, der schnell und effektiv verbreitet wird.
Virales Marketing: Diese Elemente gehören dazu
Einzelne Elemente des viralen Marketings sind auf unterschiedliche Bedürfnisse und Emotionen des Konsumenten ausgerichtet. Das Ziel dabei ist aber am Ende immer dasselbe: Die Menschen sollen angeregt werden, über eine Marke, ein Produkt oder auch eine Person zu reden und die Inhalte untereinander zu teilen. Klassische Mundpropaganda.
Zum viralen Marketing gehören dabei mehrere Elemente, die voneinander unterschieden werden:
Pass-along: Das Weiterreichen ist der Kern jeder viralen Marketingkampagne. Beim Pass-along wird die Werbebotschaft als solche erkannt und ohne weitere Aufforderung durch die Betrachter mit anderen geteilt. Für Unternehmen ist dies besonders wertvoll, da eine riesige Verbreitung ohne weitere Kosten erreicht werden kann.
Incentivised viral: Eine direktere Form des viralen Marketing, bei der dem Konsumenten ein Bonus für eine bestimmte Handlung versprochen wird. Dieses Marketingelement ist nicht nur darauf ausgerichtet, eine bestimmte Reichweite zu erlangen, sondern im besten Fall auch eine dauerhafte Beziehung zum Kunden zu knüpfen. Dazu gehören zum Beispiel Rabatte oder die Teilnahme an Gewinnspielen, wenn der Inhalt geteilt wird oder ein Bonus, wenn man einen Freund anwirbt.
Undercover: Bemerken Konsumenten die Werbebotschaft nicht bewusst, spricht man vomundercover Marketing. Dies kann beispielsweise der Fall sein, wenn scheinbar alltägliche Menschen ein Produkt benutzen und anpreisen, obwohl es sich dabei eigentlich um bezahlte Profis handelt.
Buzz: Hier geht es darum, Gerüchte zu streuen um ins Gespräch zu kommen. Diese Vorgehensweise ist allerdings nicht die Angenehmste und im schlimmsten Fall mit hohen Risiken verbunden.. Das Ziel dabei ist, so viel Aufmerksamkeit wie möglich zu bekommen – jedes Mittel ist dabei willkommen, nach dem Motto: Schlechte Publicity ist besser als keine Publicity.
Virales Marketing: Die Vorteile
Virales Marketing bietet einige Vorteile, vorausgesetzt der Virus trifft den Nerv der Zeit und wird entsprechend in den sozialen Netzwerken verbreitet.
Hier ein Überblick:
Ökonomisch: Der vielleicht größte Vorteil für Unternehmen. Der Inhalt verbreitet sich völlig kostenlos und erzielt dabei oft eine Reichweite, von denen andere Maßnahmen nur träumen können. Viraler Content erreicht ohne Probleme mehrere Millionen Klicks und wird tausendfach geteilt.
Persönlich: Virales Marketing hat eine höhere Glaubwürdigkeit, da die Inhalte oft von Personen weitergegeben werden, die man gut kennt und denen man vertraut. Es entsteht nicht das Gefühl, man würde durch Werbung manipuliert werden.
Langwierigkeit: Der langfristige Effekt des viralen Marketing ist ein häufiger Kritikpunkt. Viele glauben, dass kaum ein Nutzen bleibt, nachdem der erste Hype verflogen ist. Tatsächlich kann so aber die Bekanntheit langfristig gesteigert werden, wenn es gelingt, den viralen Hit mit der Marke zu verknüpfen.
Virales Marketing: 4 Regeln
Wer glaubt, eine erfolgreiche virale Kampagne wäre leicht zu erstellen, liegt damit falsch. Dies zeigt sich schon daran, wie wenige der täglich millionenfach verbreiteten Inhalte tatsächlich viral werden. Es braucht gut durchdachte und vor allem innovative Ideen. Gerade das wird mit der Zeit immer schwieriger, denn gerade im Internet gibt es kaum etwas, dass man noch nie gesehen hat.
Zu erfolgreichem viralen Marketing gehört also mehr, als nur Content zu erstellen und diesen auf eine Social-Media-Plattform zu laden. An diese vier Regeln sollte man sich halten, um die Chancen zu erhöhen:
Emotionalität
Viral verbreitet werden Inhalte, die berühren und Gefühle vermitteln, die man mit anderen teilen möchte. Neutraler oder emotionsloser Content wird es schwer haben, sich durchzusetzen, da er weniger Menschen anspricht.
Leichte Verbreitung
Damit virales Marketing funktionieren kann, muss es so leicht wie möglich sein, den Inhalt zu verbreiten. Ein einfacher Klick sollte dafür ausreichen, wie es in sozialen Medien möglich ist. Verzichten sollte man auf unnötige Anmeldungen, um Zugriff auf ein Video oder ein Bild zu erhalten.
Einzigartigkeit
Ein solcher Virus funktioniert nur ein einziges Mal, anschließend werden Konsumenten immun. Es bringt daher nichts, eine andere virale Kampagne nachzuahmen. Wer keine eigene Idee hat, steht meist ohnehin nur als schlechte Kopie des Originals da.
Geschwindigkeit
Virales Marketing funktioniert rasant, innerhalb weniger Stunden und Tage hat scheinbar das halbe Internet bereits davon erfahren. Dabei sollte allerdings darauf geachtet werden, dass dieVerbreitung nicht ins Stocken gerät. Es ist kaum möglich, den Inhalt zu einem späteren Zeitpunkt noch einmal ins Rollen zu bringen.
Personality traits that determine how an employee will hack it in a group setting are hard to detect. Here are the questions that will help tease them out during an interview.
1. Broadcasts flexibility and enthusiasm
Ask a candidate to describe a time when someone had to learn a new skill or process on the job. This is a good way to understand both his or her method of learning and attitude toward a new experience.
„If I’m placing someone in a fast-paced, innovative environment, I need to see and hear enthusiasm as a candidate describes how they fly up the learning curve,“ says Rakos.
2. Takes initiative and direction
A question about how they tackled a challenge and found a solution helps assess personal accountability. Candidates should mention how they prioritized tasks and what specific steps they took to accomplish something.
„I also need to see a level of self-confidence when I hear the candidate describe how they chose a solution,“ says Rakos. „Someone who gets bogged down in analysis paralysis is not the right fit but neither is a candidate whose actions sound fearless to the point of recklessness.“
And asking them what’s important in an ideal boss should elicit descriptions of a manager who provides general, visionary direction and then unleashes their employees to get the job done.
„I especially like hearing candidates place greater value on bosses who are mentors but not micromanagers,“ says Rakos.
3. Keeps ego in check
Ask candidates to describe both their greatest success in the workplace and a time when they made a mistake. That helps determine if they are more invested in their ego or in getting the job done and building a strong team. Also ask what their role was versus that of the manager or teammates.
What you want are answers that share the credit with the team as a whole. It’s even better if they mention specific people on the team, which shows they are aware enough to articulate the skills and abilities of others–and someone who is comfortable sharing credit.
„If I hear a lot of ‚I‘ statements and precious few ‚we‘ statements, I see trouble ahead,“ Rakos says.
4. Demonstrates curiosity and a desire to learn
A vaguely worded question works here. Ask about the best job they’ve ever had and what they learned.
„While it’s true that I am listening for specific skills, knowledge and processes that may be needed for the job I’m filling, I’m also specifically listening for how the candidate values the process of learning itself,“ says Rakos. As with every question, notice body language, tone of voice and facial expressions as much as words. Rakos says he wants to see someone’s eyes light up when they describe the joy of working alongside smart, curious people.
And asking what questions the candidate has for you, is a final way to learn a lot about them.
Candidates who ask probing questions about the organization’s culture, the hiring manager’s leadership style, and how success is measured and mentored, help themselves greatly.
5. Understands strengths and limitations
Ask them describe their work style. Also, ask how a former manager or co-worker would describe their work style. You’re looking for consistent answers that describe consistency, collaboration, listening skills and respect for the ideas of others.
Bad leadership is the root cause of why millions of people across the world do not enjoy going to work every day.
Good leadership provides the confidence to overcome hurdles. Good leadership encourages people to think big.
Good leadership inspires people to become the best they can be and creates a platform that enables people to showcase and begin exploiting their true potential.
A story about bad leadership
In my mid-20s, I experienced bad leadership within a blue-chip company. I’m not exaggerating when I say my last three years at that company were the most frustrating, confusing and even angriest period in my working life.
I was ambitious. I felt like I had a lot to offer my employer. I wanted to push myself; to take on new challenges. I challenged the status quo. I didn’t just come to work to do a job – I wanted to make a difference.
I wanted to climb the ladder and increase my influence on those around me.
Unfortunately, my manager (for their own reasons) wasn’t prepared to embrace my passion, drive, determination and creativity.
I would regularly have to explain myself and my ideas. The feedback I got was most often negative and conclusive:
“This isn’t going to work.”
“There are other people that look after that.”
“This isn’t part of your job description.”
“Why don’t you just concentrate on your job?”
I would often speak to people close to me to try and help me understand why my manager was entrenched in managing me in such a negative, condescending way.
The general consensus was that my manager was probably afraid of my ambition, afraid that I may outshine them.
What a crying shame that is.
The nail that sealed the “I don’t ever want to experience bad leadership again” coffin was when a new role was being created in our growing team.
It was a role that I felt I had the drive, passion and willingness to move in to and succeed in. It was a natural progression for my career.
I was ready to stretch myself, I was ready to take on more responsibility. I was ready to increase my influence and impact on this blue-chip business.
What was the feedback from my manager when I went to them expressing my interest in this role?
We are going to look to bring someone in from outside the business. We want someone with more experience than you. It’s okay, there will be other opportunities for you in the future.
Now my manager may have thought that dangling this carrot may have been enough to pacify me.
As it turns out, I had stopped reaching for the carrot a long time before this exchange. I knew I was simply not going to be given the opportunity to exploit my potential with this manager.
Around half-way through this three-year period of experiencing bad leadership, I started to ask myself these questions:
“Why am I letting my manager hold me back?”
“How am I going to break free from this?”“
What more do I have to offer that I’m not being given the opportunity to do?”
Unbeknown to my manager (whom I would continue to work for during the next 18 months), I made the decision that I would start taking control of my own destiny. I made the commitment to myself that I would no longer be held back.
I decided that I was going to work for myself. I started moonlighting in summer 2004, and in summer 2006 I handed my notice in.
I made a commitment to myself that I would never experience bad leadership in my career again.
A story about good leadership
It wasn’t until a few years in to being a freelancer that I started to consider the potential of hiring someone.
My immediate thoughts were that if I do get in to the position of being able to offer someone a job, I was absolutely determined that my management style would be the complete opposite of what I had experienced.
There is a well-known saying in business and leadership: “behaviour creates behaviour.”
In addition, we all know how ideas, beliefs, experiences and perceptions all get ingrained within our minds over time. We also know how hard it can be to embrace change.
For me, although I had never experienced good leadership, never mind truly inspirational leadership, I knew what bad leadership was and I was committed to doing things the right way.
“Anyone who I manage and lead will be given the opportunity to exploit their true potential” was running through my DNA.
It was in early 2008 when I hired my first employee. Since then, I have dedicated time and energy into developing a leadership approach that is true to my aim above.
Here are some of the key attributes of being a good leader, alongside lessons that I’ve learned…
1. Hire exceptional people that have the potential to outshine you
The complete opposite of what I experienced. This ethos has been the key to the growth of my business.
Everyone benefits too, as exceptional people are working alongside exceptional people.
Some teams just work together. Good teams do great things together. Great teams grow together.
2. Praise your team regularly
In the hustle and bustle of daily life running a business and managing people, it can be very easy to miss out on providing praise and recognition when a team member goes above and beyond – or they just do something in their job description exceptionally well.
I have learnt just how important and valued it is to provide praise to individuals, both one-to-one and in a group environment.
After all we just want to do a good job and be respected, right?
3. Catch people in
Not only have I realised the importance of praising individuals, a lesson I have also learnt is how important it is to simply “catch people in”.
The small things people do, the ideas they bring to the table, the creative way they are thinking.
Highlighting the smaller details which add value to the day-to-day running of a business will encourage your team to speak up and champion larger ideas going forward.
Never underestimate the importance of people feeling valued.
3. Take time to find the right people
You’ve heard the saying, “hire slow, fire fast”.
Thankfully the second part isn’t one I have encountered regularly (though the phrase is applicable in a business case) but certainly hiring slowly has been a cornerstone of how we have built the team.
Remember that exceptional people are out there, you just have to be patient to find them.
In many ways it is the beta version of this article. Point three was “have complete trust in new team members straight away” and this is so important.
Trust your staff and see them flourish with the responsibility you have given them.
5. Throw people in at the deep end
As a direct follow-up on from hiring slowly, taking your time to find the right seat (or as one of my mentors Lily Newman champions, “get the right people on the bus”) can and should lead you on to having the opportunity to put new team members in the limelight very early on.
When it comes to whether a new starter will sink or swim, have faith they will swim.
6. Encourage people to push themselves
Some people have a natural hunger and desire to push themselves.
They want to embrace change, they want to take on new challenges and go outside of their comfort zone. Many people don’t have this natural hunger.
People have a natural tendency to think less of their skills, experiences and ideas compared to those around them.
If you don’t provide everyone – irrespective of their natural hunger – a platform and opportunity to open their mind, you are likely missing out on valuable insights to help your business, and the chance at helping your team realise the potential you see in them.
Every human has the ability to offer more than they think – they just need to be inspired to go outside their comfort zone and think “what if I…”
7. Create ways for people to fast track their careers
One of the things that genuinely gives me goosebumps is when I see my colleagues doing things which they probably expected to only be doing years later – or not even at all.
One of the areas we explore during the interview process is the candidate’s response to changes in their life, and what they feel about facing up one of humankind’s biggest fears, public speaking.
I have been doing public speaking since 2009 and I am often able to provide my team with speaking opportunities within their first year of working in the business, something which took me over five years to reach.
Leaders should harness what they have to help their team achieve things far quicker than then did.
8. Embrace the 34-hour working week (or don’t let the business completely consume your team)
I run an agency and there are few if any agencies who have a 34-hour working week. In fact, there are few businesses globally who have a 34-hour week.
For me, even before I became a father for the first time, having a healthy work-life balance was crucial for me.
There was no way I was going to let running a business mean I didn’t have much of a life outside of my business.
There is no work-life balance – there is just a life balance that you have to work on.
9. Be human
Some would look at my leadership style and come to the conclusion that I’m a little too open; maybe I share too much.
The way I see it, I am just being a leader who isn’t afraid of exposing his weaknesses and explaining what he is working on in order to become a more positive leader.
In this age of robots and artificial intelligence, being relatable and communicative with my team leads to stronger team dynamic; one built on trust and understanding.
This will lead to a team working together and for one another, rather than simply logging their hours and ticking boxes.
The more human you are, the more you connect with your team.
10. Be approachable
It is easy to get consumed with the day-to-day activities of running a business. It is easy to be in your “leadership bubble” and want to focus on just what is in front of you.
Some people may perceive this as ‘unapproachable’.
For me, I have learnt that being approachable, giving my team the confidence that, irrespective of their role or position in the business, they can come and talk to me, is invaluable.
It ensures I am staying connected with my team, even when new levels of management are being created.
Never underestimate the value of being approachable by any member of your team – it brings you even greater respect from everyone.
11. Be genuine
I have to hold my hands up and say ‚Be Genuine‘ is one of my company’s brand values, alongside ‚Be Expert‘, ‚Be The Change‘, ‚Be Experimental‘, ‚Be Open‘ and ‚Be Happy‘.
Being genuine and having integrity is absolutely essential if you are to create a culture that empowers people to want to be the best they can be.
Being frank and honest and showing some of the inner workings of the business, whether good or bad, isn’t a case of “showing too much” or “worrying your team” – it is simply demonstrating that you are real.
With your team believing in you and sharing in your vision as a result, it will only help you and your business grow and flourish.
Don’t try to be someone that you aren’t – just be yourself and you will be respected.
12. Be transparent
I have huge amounts of admiration for the brand Crew. It is one of the most open and transparent businesses I have come across.
The leadership style within Crew is the complete opposite of the vast majority of businesses.
It reminds me of one of the statements from the exceptional book ‘REWORK’ that has stayed with me for a long time – “out-teach your competition, don’t be afraid of explaining how you do what you do – customers will respect you and come to you.”
Expose areas of your business that will encourage your team to have a greater sense of belonging.
13. Have humility
One of the greatest lessons I have learnt during my entrepreneurial journey is that no matter how much knowledge and experience you amass, you should never disrespect or disregard the ideas and opinions of other people.
Always provide people with the opportunity and confidence to share with you their very best ideas, especially if it’s in a subject area you aren’t an expert in.
Humility is actually the cornerstone of my article “Re-invented HiPPO”. The new HIPPO entails a list of attributes to which we should all aspire: Humility, Integrity, Passion, Positivity and Openness.
Respecting other people is one of the greatest ways to build trust and confidence.